管理信息系统7
管理信息系统 第七章练习题
第七章习题7.1 单项选择题7.1.1 物理模型设计是系统开发的（B ）阶段的任务。
a. 信息系统流程图设计b. 系统设计c. 系统分析d. 系统规划7.1.2 磁盘文件是一种（C）a. 输人文件b. 输出文件c. 输人输出文件d.周转文件7.1.3 用质数法确定代码结构中的校验位时，校验位的取值是质数法中的（D ）。
a. 权b. 模c. 除得的商d. 除得的余数7.1.4 区间码是把数据项分成若干组，用区间码的每一区间代表一个组，在码中（C ）。
a. 数字的值代表一定意义，但数字的位置是无意义的b. 数字的位置代表一定意义，但数字的值是没有意义的c. 数字的值和位置都代表一定意义d. 用字符而不用数字表示意义7.1.5 文件设计时，首先应设计（A）a. 共享文件b. 非共享文件c. 中间文件d. 处理文件7.1.6 代码设计工作应在（B ）阶段就开始。
a. 系统设计b. 系统分析c. 系统实施d. 系统规划7.1.7 周转文件用来存放具有（A ）。
a. 固定个体变动属性的数据b. 固定半固定属性的数据c. 随机变动属性的数据d. 固定属性的数据7.1.8 石邮政编码是一种（D）。
a. 缩写码b. 助忆码c. 顺序码d. 区间码7.1.9 对直接存取文件组织方式组织的文件采用顺序文件处理方式进行处理是（C ）。
a. 很合适的b. 合适的c. 不合适的d. 常用的7.1.10 为了检查会计工作中惜方会计科目合计与贷方会计科目合计是否一致，通常在程序设计中应进行（C）。
a. 界限校验b. 重复校验c. 平衡校验d.记录计数校验7.1.11 系统的吞吐量指的是（B）。
a. 每天的数据输出量b. 每秒执行的作业数c. 每秒的数据处理量d. 每日的数据输人量7.1.12 绘制新系统的信息系统流程图的基础是（D）。
a. 组织机构图b. 功能结构图c. 业务流程图d. 数据流程图7.1.13 文件按信息流向分类有输人文件、输出文件和（D）a. 顺序文件b. 索引文件c. 直接文件d. 输人输出文件7.1.14 文件的活动率指的是（B ）。
管理信息系统蒋秀莲课后答案第七版
管理信息系统蒋秀莲课后答案第七版1. 战略信息提供给下述哪些人，供其决策使用（）。
[单选题] *A、企业高级管理人员(正确答案)B、企业中级管理人员C、企业基层管理人员D、其它人员2. 在系统中使用U/C矩阵方法的主要目的是（） [单选题] *A、确定系统边界B、确定系统内部关系C 、子系统划分(正确答案)D 、确定系统与外部的联系3. 以下不是属于系统的特性的是（）。
[单选题] *A、抽象性(正确答案)B、目的性C、相关性D、整体性4. 为支持中层管理者进行日常工作的监视、控制、决策以及管理活动而设计的信息系统是（）。
[单选题] *A、管理控制层(正确答案)B、战略计划层C、知识层D、业务处理层5. "管理的艺术在于驾驭信息"的含义是（）。
[单选题] *A、管理者要善于掌握信息，提高信息的时效性B、管理者要善于转换信息，实现信息的价值(正确答案)C、管理者要善于对信息分类，掌握战略级信息，完成企业战略目标D、管理者要善于将企业内部的物质流转换成信息流6. 新闻记者常爱说"抢新闻"，这是指信息的（）。
[单选题] *A、事实性B、时效性(正确答案)C、价值性D、等级性7. 反映信息在系统中的流动、处理和存储情况的流程图是（） [单选题] *A 业务流程图B 数据流程图(正确答案)C 表格分配图D 模块结构图8. 画顶层数据流程图时主要考虑（） [单选题] *A 系统与外部环境的信息交换(正确答案)B 系统的数据存储C 系统的处理过程D 系统内各部分的关系9. 关键成功因素的特点是（） [单选题] *A 定性分析B 全面调查C 重点突破(正确答案)D客观性10. 信息的效用有一定的期限，过了期限效用就会减少甚至完全丧失。
信息的这种属性就是信息的（）。
[单选题] *A、价值性B、时效性(正确答案)C、转换性D、扩散性11. （）是结构化生命周期法开发管理信息系统的第一阶段。
管理信息系统(第7版)PPT+试题库 CH03-7E
Essentials of Business Information Systems, 7ELaudon & LaudonLecture Files by Barbara J. EllestadChapter 3 Achieving Competitive Advantage with Information SystemsThe changes that have taken place in computing have affected the business environment in a big way. Over 40 percent of business equipment investments in the last decade have been on technology. Organizations are finding more efficient ways to accomplish tasks via networking, either internal networks or by connecting to external networks. Technology has caused many changes in the way businesses connect to their customers, suppliers, and business partners to achieve a competitive advantage.3.1 Using Information Systems to Achieve Competitive AdvantageGoogle, Amazon, e-Bay–the giants of the Internet. They are successful and make loads of money. They could easily rest on their laurels, kick back, and relax. If they are so successful, why do they keep working so hard to continually introduce new products and services and improve the old ones? Because someone, somewhere, is trying to take their place and become the new giant. These companies must keep the competitive advantage and they are using information systems to do so.Type of Competitive AdvantageThere are four ways companies can create or keep the competitive advantage:1.Barriers to entry that restrict the supply: create supply monopolies.2.Demand control: create and control the switching costs customers wouldexperience if they moved to another supplier.3.Economies of scale: keep operating costs low while expanding sales byincreasing the amount of product or service you provide with the same equipment.4.Process efficiency: improve business processes to make them more efficient andcheaper.Some companies use just one of these to maintain a competitive advantage but most companies will use a combination of them.Porter’s Competitive Forces ModelPorter’s competitive forces model contends that much of the success or failure of a business depends on its ability to respond to its external environment. Figure 3-1 shows four external forces that every business must contend with at one time or another.Figure 3-1: Porter’s Competitive Forces Model.It’s important to understand from this model that a firm’s success is not predicated on how well it does internally. It must also pay attention to:•Traditional competitors: always nipping at your heals with new products and services trying to steal your customers.•New market entrants: not constrained by traditional ways of producing goods and services, they can easily jump into your markets and lure customers away with cheaper or better products and services.•Substitute products and services: customers may be willing to try substitute products and services if they decide your price is too high or the quality of yourproducts and services is too low.•Customers: fickle to say the least, they are now armed with new information resources that make it easier for them to jump to your competitors, new marketentrants, or substitute products.•Suppliers: the number of suppliers used may determine how easy or difficult your business will have in controlling the supply chain. Too few suppliers and you losea lot of control.Information System Strategies for Dealing with Competitive ForcesMany companies have found that effective and efficient information systems allow them to deal with external forces in one of four ways: low-cost leadership, product differentiation, focus on market niche, and strengthen customer and supplier intimacy. Low-Cost LeadershipBy using information systems to lower your operational costs you can lower your prices. That will make it difficult for traditional competitors and new market entrants to match your prices. This strategy works best with commodities such as computers or with household products retailers such as Wal-Mart.Efficient customer response systems provide a company and its suppliers with an integrated view of customers. These systems provide instantaneous information to the company and its suppliers. Every staff member can have access to the information in the system to help reduce costs and prices well below that of the competition. Processes such as supply replenishment are automated between companies and suppliers. When products reach a certain re-order point, the system automatically sends a message to the supplier who can quickly send out new stock. These systems help companies achieve low-cost leadership in their industry.Product DifferentiationA very effective use of strategic information systems is to create products or services that are so different that they create barriers for the competition. Product differentiation is at the heart of Dell Computer Corporation’s success. Its competitors, such as Compaq and IBM, have tried to duplicate Dell’s made-to-order strategic business model but have not been quite as successful.Apple uses product differentiation to help market its iPod and online music system to a broad swath of the population and create barriers that its competitors are having difficulty overcoming.People like to feel that they are unique individuals with their own needs and desires. One of the best strategies for dealing with competitors is to offer customers exactly what they want, when they want it, and how they want it. The Internet provides a new outlet for mass customization by allowing customers to order one-of-a-kind products. For instance, by visiting the Ping Golf Club Web site, an individual can step through a series of pages that will help design golf clubs to fit him/her. The customer answers questions on the site about his/her height, arm length, hand size, and level of play. The site then adviseshim/her on the exact type of club that best fits his/her needs and provides all of the information necessary to order the clubs. Once ordered, Ping can produce the product in a matter of hours and use a shipping partner to deliver the clubs in less than five days. The individual feels special and Ping has gained a new customer.Focus on Market NicheIf an organization is in a fiercely competitive market, it can choose to focus on a very narrow segment of the market rather than a broad general audience. Using data mining techniques a firm can gather very specific information about its customers and create a focused differentiation business strategy to market directly to those consumers. Being able to address the needs and wants of a very small market segment is why companies are so intent on gathering as much consumer information from a variety of sources as they can.Apple Computer uses focused differentiation to help sell its computers to a narrow target market of graphic designers and educators rather than the general population of computer users.Strengthen Customer and Supplier IntimacySupply chain management (SCM) systems increase supplier intimacy while customer relationship management systems increase customer intimacy. SCM systems create immense switching costs between a company and its suppliers because of the investment of hardware and software necessary to make the system successful. Customer relationship management systems allow companies to learn details about customers that give them the competitive advantage over traditional competitors and new market entrants.Implementing these competitive strategies requires precise coordination of people, technology and the organization. A company can pursue one or more of these strategies but cannot isolate any of the three dimensions of an information system. They must all work in concert together to have any hope of success.The Internet’s Impact on Competitive AdvantageTry to think of one industry that has not been touched by the Internet. Its impact on Porter’s Competitive Forces Model is apparent from entertainment to retail to travel to financial services. The Internet allows traditional competitors to introduce new products and services and lure customers away. It provides a low cost avenue for new market entrants. Consumers can easily and quickly find substitute products and services through the Internet. Customers can use information provided on the Internet to create new competition between companies while suppliers can increase their market power. Table 3.3 summarizes the impact the Internet is having on many industries.Not all of the news is bad though. The Internet provides new opportunities for companies to increase their customers and markets while reducing their costs. The companies we first mentioned in this section, Google, Amazon, and e-Bay are continually creating new products and services through the Internet. They are successful because they use information systems to continually improve their strategic competitive forces.The Business Value Chain ModelBe better than the competition. That’s the mantra of most companies that are serious about winning the game. Areas of the organization most affected by leveraging technology are in producing the product, getting it to the stores, and making the customer happy. Remember the WorldWide Candy Corporation from Chapter 2? Think of all the activities that go into getting the Cybernuts candy bar made, from procuring raw materials to actual production. Then consider how the candy bar gets from the factory to the store shelves. And what about all those commercials you see? These are primary activities. Just as important are support activities: human resources, accounting, and finance. These functions support the primary functions of production, shipping, and sales andmarketing. The value chain model shown below will help an organization focus on these activities and determine which are critical to its success.Figure 3-2: The Value Chain Model.By effectively using an information system in a strategic role at any, or preferably all, levels of the organization, a digital firm can provide more value in their products than the competition. If they can’t provide more value, then the strategic information system should help them provide the same value but at a lower price.Benchmarking provides a way for businesses to determine how they stand up against their competitors within the same industry. For instance, if the industry standard in producing golf clubs is ten days, Ping can benchmark their production schedule of five days and determine that they are successful. They can also research the best practices of other golf club manufacturers and decide if they should fine tune their business processes to wring even more resources from the production process.Information to formulate benchmarks and best practices can come from internal sources, other companies within the same industry, external industries, university research units, or the government.Extending the Value Chain: The Value WebMore and more companies are incorporating the Internet in their business strategies through the use of value webs. Ford Motor Company is forming many partnerships and alliances via the Web to offer services and products that otherwise would be too difficult, costly, or time-consuming.“Suppliers are an integral part of our business, and our success isinterdependent with theirs. We rely on more than 2,000 productionsuppliers to provide many of the parts that are assembled into Fordvehicles. Another 9,000 suppliers provide a wide range of nonproductiongoods and services, from production equipment to computers toadvertising.” ( Web site)Ford is using value webs to connect itself, suppliers, and business partners and share best practices so that each participant can improve its business processes. That in turn lowers supply costs for Ford and ensures a certain level of standardization through the manufacturing process. Suppliers can collaborate with each other via the value web to enhance their core competencies and improve the entire supply chain. Sharing information through the value web helps not just Ford but the entire vehicle manufacturing industry.Figure 3-3: The Value Web.Synergies, Core Competencies, and Network-Based StrategiesVery seldom will you find a business that provides all of its own services, supplies, and processes throughout the entire chain. It isn’t practical or efficient to do so. Almost every business relies on partnerships with other companies to produce goods and services. The most successful companies will determine the best synergies, core competencies and network-based strategies to reduce costs, improve products and services, and increase profits.SynergiesAOL has provided dial-up Internet access for consumers and businesses since the early 1990s. In addition to providing Internet access it also creates specific content that is available only to its customers. The last few years has seen a huge increase in the demand for broadband access by customers across the U.S. AOL simply doesn’t have the necessary infrastructure to provide what its customers want. But other telecommunications companies such as BellSouth and Verizon can help AOL answer the demand through their networks. AOL, in synergy with the other companies can now provide the services customers want.“David Scobey, President of BellSouth’s Retail Markets, said, “This newrelationship will make it easier for loyal AOL consumers to get all thebenefits of BellSouth DSL without losing their AOL service. We think thispromotion offers a compelling reason for AOL members to move tobroadband.” ( Web site)In early 2006, two telecommunication industry giants, Verizon and MCI, announced a partnership that will provide new services to large corporations and governments.“Verizon has joined forces with MCI to form Verizon Business, a leadingprovider of advanced communications services for large businesses,government, and international organizations. The vision: To create onetruly seamless, local-to-global IP network. One that works alongside oneof the world’s most reliable wireless networks, providing your businesswith every piece of the solution you need, including the most importantone of all: people.Consumers and small businesses will also benefit from combining MCI’sworld-class Internet backbone with Verizon’s broadband offerings,providing opportunities to advance our broadband services and keep pacewith the increasing demands of the multimedia marketplace.” ()Both companies have superior services. However, it would have been impossiblefor either company to alone provide the new service. Rather than forego the opportunity altogether, they combined their synergies to create new services for customers.Enhancing Core CompetenciesWhy did Ford Motor Company form an alliance with UPS instead of continuing its long-time practice of delivering vehicles to dealers itself? Because Ford wanted to concentrate on its core competency of manufacturing vehicles and let UPS concentrate on its core competency of delivering products.UPSLogistics’Web site says “By shaving four days off the delivery cycleand reengineering the network, Ford is realizing a $1 billion dollarreduction in vehicle inventory and more than $125 million in inventorycarrying-cost reductions on an annualized basis. ‘The savings willcontinue to grow as our precision, Web-enabled system reaches maturityand we surface and eliminate more non-value-added activities,’ saidTaylor. Ford and UPS Logistics Group launched the alliance a year ago toreengineer Ford’s vehicle delivery system amid rising consumer demandfor on-time vehicle delivery. UPS Logistics Group created UPSAutogistics as a business unit to manage the project. ‘With a singlenetwork manager in place to analyze any potential problems before theyoccur, we’ve managed to avoid bottlenecks, reduce the amount of assets inthe supply chain, and cut inventory carrying costs,’ said Tom Kolakowski,manager of Ford North Americ an Vehicle Logistics.”Network-Based StrategiesTechnology doesn’t automatically transform organizations. There is no magic wand companies can wave that will solve all their problems just because they installed the latest information system. People using technology efficiently and effectively, however, can transform organizations. Network technology can enhance communications up and down the organization and from one department to another on the same managerial level. Networks also provide a low-cost, efficient way to connect a firm to its external environment.It’s long been known in the economics field that the economics of manufacturing produces a diminishing return on investment at some point in time. But in network economics the opposite is true. Let’s say you have a small company with 15 employees operating on a client/server network. You’ve already paid for the server that can support 25 employees. When you hire the 16th employee, you won’t have to spend much money, if any, to support the new employee on the network. You’re actually increasing the server’s output without an associated increase in cost.Technology makes virtual organizations more feasible, cheaper, and easier to set up and tear down than before. Let’s say you own a small company in northern Arizona that offers white-water rafting trips through the Grand Canyon. You have a fleet of rafts and 35 full-time employees. Rather than you trying to manage the payroll and benefits program for your employees you could use a company that specializes in payroll, employee benefit programs, and even retirement plans. Intuit, who manufactures Quicken and QuickBooks, also provides an online service for businesses that does all of these things. You access Intuit’s Web site, enter the necessary data, and it takes care of the rest of the processes even down to filing the government tax forms. You can concentrate on your rafting business instead.The Boeing Company, manufacturer of airplanes, uses virtual organizations throughoutits design and manufacturing processes. It contracts with other businesses for certain types of work such as the development of new seat configurations. When the process is up, the outside vendor is released from the job.As more companies outsource work to other vendors, virtual organizations are becoming the norm. Network technologies based on Internet standards provide the infrastructure necessary to make them successful. Companies are no longer tied to suppliers and business partners located in specific geographical areas but can find the best service provider or business partner around the world.3.2 Competing on a Global ScaleThe world just keeps getting smaller and smaller. No company can afford to ignore foreign markets or the impact of foreign competition on the domestic business environment. You have to adapt to the changing faces, literally, of your competition and customers and devise a plan to bring your organization into its view.Globalization OpportunitiesThe Internet allows big companies to act small and small companies to act big. It also provides wider markets for products and services, cheaper labor, and reduced production and shipping costs. A rancher in northern Montana traditionally could only sell his beefto local markets. He can now sell his products to anyone in the world through the Internet. Customers access his Web site, make their selections, and the products are shipped overnight to any geographic location. The rancher has a wider market for his products with reduced costs.Other companies can use networks to outsource some or all of their work to far-flung geographic locations. A small entrepreneur can use a company in Poland to producetrinkets cheaper than anyone in the United States. The entrepreneur can use a global Web site to sell the products anywhere.The Internet totally changes the traditional ideas of where work needs to take place and where the customers are located. Online collaboration systems, which we will investigate in future chapters, allow workers to instantly share documents, graphics, messages, and even phone calls over the Internet at significant costs savings.Global Business and System StrategiesOne globe, one company. Daimler-Chrysler is the perfect example of a transnational corporation. Its Web site describes it as “the first automotive, transportation, and services company with a truly global structure.” Corporate headquarters are “located in Stuttgart, Germany and Auburn Hills, Michigan, U.S.A.” Daimler-Chrysler did business in 200 countries with 441,500 employees at the end of 1998. Much of this was made possible by system strategies that erase the global lines of demarcation.Information systems that allow a business to “time shift” its work can economize on its fixed capital costs. As their work day ends, employees in New York City can shift projects to employees in Seattle. When the Seattle employees leave for the day they can shift the projects over to Tokyo-based employees. Tokyo can move the project on to Frankfurt, Germany who will continue the work. As so it goes around the clock. Companies can produce information-based products and services almost 24/7 using these kinds of strategies.3.3 Competing on Quality and DesignWho wants to eat a candy bar that tastes horrible, drips all over your hands and clothes, and costs way more than it should? WorldWide Candy Corporation from Chapter 2 avoids those pitfalls better than the competition because it uses information systems to enhance the quality of the company and the product. The customer knows that Cybernuts is far superior to any other candy bar in taste, and it’s not that expensive. The customer doesn’t really focus on the fact that chocolate isn’t melting all over her hands. That’s an intriguing aspect of keeping the customer happy when you think about it. The customer doesn’t consider the quality of a product until it isn’t there. Then it may be too late for the producer to win back the customer.What Is Quality?Total quality management, making quality control everyone’s responsibility, relies onan excellent information system to supply workers and management with the data necessary to improve products and drive down costs. The lack of good, useful information may not be apparent until the organization can’t figure out what it’s doing wrong, or doing right. Data from all the types of information systems we’ve discussed can be fed into quality management programs and make it easier to develop and improve products that blow away the competition.Six Sigma is another initiative companies use to spot problems and correct them before they are too deeply embedded in the company’s processes. It just stands to reason that the longer a flaw is allowed to fester in the system, the more problems it may cause. And the more problems, the higher the costs. If you can identify the defects early on and eliminate them, you can achieve more efficient production at lower costs. That’s the premise behind Six Sigma.Neither of these initiatives should be viewed as one time events but rather as continuing processes.How Information Systems Improve QualityHere are some ways companies can use information systems to achieve total quality management:•Simplify processes by using information to determine what the processes are in the first place•Identify benchmark targets•Gather, process, and store customer feedback in information systems that are available company-wide•Reduce cycle time by providing information earlier in the process•Redesign the process or redesign the product by using information about the process•Improve production processes by using available information from internal and external sourcesComputer-aided design software programs can help a business achieve superior quality by incorporating the ideas above into its work processes. For instance, Ping can use CAD software to design new golf clubs and identify benchmarks used in the production process. The engineers can use customer feedback in the design process to determine what type of clubs sell the best.3.4 Competing on Business ProcessesWe often refer to the three dimensions of an information system: technology, the organization, and people. Nowhere is coordination among the three more important than in business process reengineering.Business Process ReengineeringVery few processes in business are as efficient as they can possibly be. It’s a fact of life. The idea behind successful BPR is to find improvements or even new opportunities. For instance, Federal Express and UPS both have online package tracking systems. That simple process was never economically feasible before the Internet. They had to reengineer their business processes to incorporate this new paradigm shift.In order to make BPR successful, you must first redesign the process, then apply computing power to the new processes. If problems existed in the process before the new system was installed and those problems aren’t resolved, the new system could actually make them worse.New information system software is giving businesses the methodology to more easily redesign their processes. Work flow management offers the opportunity to streamline procedures for companies whose primary business is oriented toward paperwork. Instead of 10 people handling a single bank loan application, you can install software that will speed up the process, allow several people to work on the document at the same time, and decrease the total number of people who handle it. Or, you can migrate the application process to the Web and make it even more efficient and customer-friendly. Wells Fargo Bank allows customers to complete an online application and receive a preliminary approval or disapproval within minutes. Wells Fargo’s computer system is connected to the credit reporting agencies’ computers for quick access of customer credit data. If customers have questions about the application or the types of loans available, they can initiate an instant messaging session with a bank employee and get all their questions answered on the spot. Once the application has been submitted, the customer can check the progress of it online. Once the loan is approved, the money is allocated to the customer through an online account. Wells Fargo processes more bank loans faster and more efficiently. The customer is happier with less effort. And all of this can take place 24/7.Steps in Effective ReengineeringBPR attempts fail 70 percent of the time. That’s an astonishing figure when you think about it. What if your car failed to start 70 percent of the time? Some of the reasons for the high failure rate are lack of planning, management’s inability to fully comprehend the enormity and complexity of the effort, and the fact that BPR usually takes much longer than expected.What can organizations, their managers, and workers do to help make BPR a success? It may be helpful to make a diagram of how your processes work now and then envision how they will work after they are redesigned. Figure 3-5 in the text shows an example of how mortgage processing was redesigned using BPR techniques. Try just a few processes to get your feet wet and then expand it to other units or processes within the organization. Document how much your current processes cost. You’ll be able to measure costs savings (or costs increases) better if you have a baseline for comparison.。
管理信息系统(第七版)复习思考题
管理信息系统（第七版）复习思考题1. 介绍《管理信息系统（第七版）复习思考题》是根据《管理信息系统（第七版）》一书中的内容整理而成的一套复习题。
本文档旨在帮助读者巩固和加深对管理信息系统相关概念、原理和应用的理解。
通过完成这些复习题，读者可以检验自己对管理信息系统的掌握程度，并针对性地进行复习和学习。
2. 使用说明本文档采用Markdown文本格式编写，读者可以使用任意支持Markdown格式的编辑器进行阅读和编辑。
为了更好地体验复习过程，建议读者逐个思考并回答每个问题，然后在文档中记录答案。
对于复杂的问题，读者可以借助引用和链接等Markdown特性进行详细解答。
3. 复习题列表以下是《管理信息系统（第七版）复习思考题》中的主要题目：第一章：管理信息系统和决策支持系统1.管理信息系统的定义是什么？它的主要功能是什么？2.什么是决策支持系统（DSS）？它的特点是什么？举例说明一个具体的DSS应用场景。
第二章：信息技术基础1.什么是计算机硬件？列举出常见的计算机硬件设备。
2.什么是计算机软件？列举出常见的计算机软件类型。
第三章：电子商务和电子政务1.什么是电子商务？它的主要应用领域是什么？举例说明一个成功的电子商务企业。
2.什么是电子政务？它的目标是什么？举例说明一个成功的电子政务项目。
第四章：企业信息系统1.什么是企业资源规划（ERP）系统？它的主要模块有哪些？举例说明一个成功的ERP系统应用。
2.什么是客户关系管理（CRM）系统？它的主要功能是什么？举例说明一个成功的CRM系统应用。
第五章：商业智能和大数据分析1.什么是商业智能（BI）？它的主要作用是什么？举例说明一个使用商业智能技术的企业。
2.什么是大数据分析？它的关键技术和方法有哪些？举例说明一个成功的大数据分析应用。
第六章：信息系统开发与管理1.什么是系统开发生命周期（SDLC）？它的主要阶段有哪些？举例说明一个SDLC项目的具体实施过程。
(管理信息系统第七版-第2章)管理信息系统的概念
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第二章 管理信息系统的概念
8
1.3管理信息系统的结构
基于管理职能的管理信息系统结构
物料供应 子系统
销售与市 场子系统
生产子系 统
财务和会 计系统
人事子系 统
信息处理 系统
高层管理 子系统
在制造企业，管 理信息系统可由 下面所列主要的 子系统构成，每 一个功能子系统 完成有关功能的 全部信息处理， 包括业务处理、 运行控制、管理 控制和战略管理。
的劳动。
源于多学科交 叉。早期的研 究者从计算机 科学与技术、 应用数学、管 理理论、决策 理论、运筹学 等相关学科中 抽取相应的理 论，构建了管 理信息系统的
理论基础。
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第二章 管理信息系统的概念
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1.3管理信息系统的结构
基于管理任务的系统层次结构
层次
战略管理
管理控制(战术管理) 运行控制 业务处理
国家经济信息系统的主要功能是:
1.收集、处理、存储和分析与国民经济有关的各类经济信息，及时、准确地掌握国民经济运行 状况，为国家经济部门、各级决策部门及企业提供经济信息。 2.为统计工作现代化服务，完成社会经济统计和重大国情国力调查的数据处理任务，进行各种统 计分析和经济预测。 3.为中央和地方各级政府部门制定社会、经济发展计划提供辅助决策手段。
管理信息 系统概念 结构框架
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第二章 管理信息系统的概念
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本章内容
• 第一节 管理信息系统的概念 • 第二节 管理信息系统与环境 • 第三节 管理信息系统的分类 • 第四节 企业资源计划（ERP）
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第二章 管理信息系统的概念
(管理信息系统第七版-第4章)管理信息系统的战略规划和开发方法
3. 指导MIS系统开发，用规划作为将来考核系统开发 工作的标准。
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第四章 管理信息系统的战略规划开发方法
5
1.3 管理信息系统战略规划的内容
MIS战略规划一般包括三年或更长期的计划,同时还包含一年的短期计划。其内容包括：
8
2.2 制定战略规划的具体步骤
1.确定规划的性 质
6.提出未来的略 图
7.选择开发方案
2.收集相关信息
5.明确战略目标
8.提出实施进度
3.进行战略分析
4.定义约束条件
9.通过战略规划
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第四章 管理信息系统的战略规划开发方法
9
本章内容
• 第一节 管理信息系统战略规划 • 第二节 制定管理信息系统战略规划的步骤 • 第三节 制定管理信息系统战略规划的常用方法 • 第四节 管理信息系统生命周期及其应用发展阶段 • 第五节 企业信息系统业务流程重组 • 第六节 开发管理信息系统的策略和方法
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第四章 管理信息系统的战略规划开发方法
3
1.1 管理信息系统战略规划的概念
管理信息系统战略规划是从组织的宗旨目标和发展战略出 发，对组织内外信息资源进行统一规划、管理和应用，从 而规范组织内部管理，提高工作效率和服务对象满意度。
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它从组织全局出发，为了实现组织的长期发展战略，分 析组织的信息管理需求和流程，规划出组织管理信息系 统体系结构，进而规划出组织的信息资源的采集、存储、 传递、利用的功能框架，期望能通过组织信息资源分析 企业运作状况，辅助决策，帮助组织实现战略目标，最 终为组织获得竞争优势，实现组织的长远发展。
《管理信息系统教程》(第7章)-新书版
29
（3）功能调用层次分明
各部分程序之间的联系采用程序调用的 形式。下层程序独立于上层程序而存在。
程序A
程序B
程序C
…
…
…
调用B
调用C
…
…
…
…
Return
Return
30
（4）程序书写采用同级对齐的方式
程序如果在书写时不分层次，就很 难阅读。
在结构化的程序设计中一般采用锯 齿型风格，提高程序的可读性。
首先，青钢专门建立了中央计算机房， 并在相关部门设立了计算机室。然后，依 据系统设计阶段给出的硬件结构和软件结 构进行了设备及所需系统软件购置。
4
例7-1 系统实施情景案例(续)
—青钢管理信息系统的系统实施 为了建立计算机系统的网络环境，由 太极计算机公司负责结构化布线及网络系 统的安装与调试。
同时，北京科技大学项目组依据系统 设计报告开始进行软件开发。为了节省成 本及方便工作的进行，项目组在北京科技 大学建立了模拟环境，专门用于软件的开 发工作。
评价系统，包括： ◆ 界面是否友好 ◆ 操作使用是否方便 ◆ 响应速度是否可以接受
21
(3)规范性 程序的规范性包括： ◆ 程序命名的规范性 ◆ 程序书写格式的规范性 ◆ 变量定义的规范性 ◆ 解释语句的使用的规范性
22
(4)可读性 程序的可读性包括： ◆ 程序结构清晰 ◆ 可理解性好 ◆ 无复杂的个人程序设计技巧
的静态特征，操作表示事物的动态特征。
出库单 （对象）
属性： 出库单编号、出库物资名称、 出库物资型号、出库物资规格、 出库日期 。
操作： 出库登记 。
39
（2）类和实例（Class & Instance）
全国自考(管理信息系统)模拟试卷7(题后含答案及解析)
全国自考（管理信息系统）模拟试卷7(题后含答案及解析)题型有：1. 单项选择题 2. 填空题 3. 名词解释 4. 简答题 5. 应用题单项选择题1．下列不属于管理信息系统战略规划内容的是( )A．确定项目开发时间B．描述系统的总体结构C．给出资源配置计划D．选择开发方法正确答案：A解析：战略规划主要包括：描述系统总体结构、给出资源配置计划、选择开发方法和确定子系统的开发次序等。
确定项目开发时间是信息系统执行规划的内容。
故选A。
2．下列不属于关键成功因素法工作内容的是( )A．了解企业的战略目标B．识别关键因素C．分析信息需求D．形成系统功能模块正确答案：D解析：关键成功因素法的主要步骤如下：(1)了解企业的战略目标；(2)识别关键因素；(3)分析信息需求。
故选D。
3．系统分析阶段的成果是( )A．系统总体规划B．新系统的逻辑模型C．新系统的物理模型D．系统分析报告正确答案：D4．用原型法开发信息系统，先要提供一个原型，再不断完善，这个原型是( )A．系统的概念模型B．系统的逻辑模型C．系统的物理模型D．可运行模型正确答案：D解析：原型法根据用户提出的基本要求，采用快速技术，在短时间内开发出一个简单带有实践性的、可执行的系统原型，交给用户试用，开发人员根据用户反馈的信息，对系统原型进行修改、完善，再交给用户试用，反复这个过程，直至产生用户满意的系统原型为止。
故选D。
5．MRPⅡ的含义是( )A．物料需求计划B．企业资源计划C．计算机集成制造计划D．制造资源计划正确答案：D6．对某公司进行调查分析，确定足否值得开发个新系统的工作是进行( )A．系统设计B．系统分析C．系统详细调查D．系统初步调查正确答案：D解析：初步调查阶段的主要目的就是从总体上了解原系统的基本功能和信息需求，从系统分析人员和管理人员的角度看新项目的开发有无必要和可能。
故选D。
7．在可行性分析中，经济可行性分析的主要任务是( )A．检查管理是否规范B．计算机技术是否满足用户要求C．对项目的经济效益进行评价D．领导是否支持正确答案：C解析：经济可行性分析一方面是对项目支出费用进行的分析，另一方面是对项目取得收益进行的分析，即分析新系统所带来的经济效益是否超过开发和维护信息系统所需要的费用。
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自顶向下的设计原则是首先设计上层模 块，逐步向下，最后设计最下层的具体功能。
而实现时，要首先实现下层模块，逐步 向上，最后实现上层模块；
③ 功能调用层次分明
各部分程序之间的联系采用程序调用 的形式。下层程序独立于上层程序而存在。
程序A
… 调用B …
程序B
… 调用C … Return
程序C
… … … Return
■
■ ■
系统测试完成后，要书写测试报告
7. 管理信息系统的系统实施
7. 系统实施阶段的任务
7.2 程序设计 7.3 系统调试 7.4 系统测试
7.5 人员培训 7.6 系统切换
7.5 人员培训
人员培训的对象为系统使用人员 和系统维护人员。 对于尚未掌握计算机基本知识的 人员，除后面讲到的培训内容外还要 进行计算机基本知识方面的培训。
7.2 程序设计
7.3 系统调试
7.4 系统测试
7.5 人员培训
7.6 系统切换
例7-1 系统实施情景案例
—青钢管理信息系统的系统实施
青钢在通过管理信息系统设计方 案之后，开始着手进行具体应用系统 的实施。首先，青钢专门建立了中央 计算机房，并在相关部门设立了计算 机室。然后，依据系统设计阶段给出 的硬件结构和软件结构进行了设备及 所需系统软件购置。
例7-1 系统实施情景案例(续)
系统测试完成之后，开始组织对 系统的使用人员进行系统应用培训。 由于青钢信息中心的网络维护人 员和系统维护人员具有很高的业务水 平和很强的业务能力，不需要再进行 培训，因此培训的对象主要是数据录 入员和系统操作员。
例7-1 系统实施情景案例(续)
完成培训工作之后，进入系统试 运行阶段。
规范性
程序的规范性包括：
◆ 程序命名的规范性 ◆ 程序书写格式的规范性 ◆ 变量定义的规范性
◆ 解释语句的使用的规范性
可读性
程序的可读性包括：
◆ 程序结构清晰
◆ 可理解性好
◆ 无复杂的个人程序设计技巧
特别指出：程序规范、可读的意义
程序的规范性和可读性对于未来 程序的维护和修改是非常重要的。 如果程序的规范性和可读性不 强，除了具体的程序设计人员，别人 很难读懂程序，也就很难进行程序的 维护和修改，影响未来的系统使用。
为此，还进行了结转数据、编码
数据的准备 , 系统的参数设置、初始
数据的录入等多项工作。
例7-1 系统实施情景案例(续)
为了保证系统的实施及以后的规 范化管理，青钢制定了《计算机系统 应用管理规范》、《计算机房管理制 度》、《计算机系统安全保密制度》、 《计算机系统文档管理规定》等一系 列的管理规定。 系统在试运行半年无误后，正式 交付使用。
③系统联调：把各子系统组装成整个系 统，并检验各子系统间的协同情况。
7. 管理信息系统的系统实施
7. 系统实施阶段的任务
7.2 程序设计 7.3 系统调试 7.4 系统测试
7.5 人员培训 7.6 系统切换
7.4 系统测试
系统测试是利用测试数据及测 试问题对已开发完成的系统进行专 门检验。 系统测试的内容包括： ① 数据处理正确性测试 ② 功能完整性测试 ③ 系统性能测试
④ 培训各类人员 人员培训包括对程序设计人员的 系统开发能力的培训和在系统切换和 交付使用前对系统使用人员的培训两 种类型。 一般人员培训指的是第二种情况， 培训对象包括系统操作员、系统维护 人员等。
⑤ 切换系统并将系统控制权交给用户
管理信息系统实施的最后一项任务 是系统的切换，它包括结转数据的准备、 编码数据准备、系统的参数设置、初始数 据的录入等多项工作。 在系统正式交付使用之前，必须进 行一段时间的试运行，以进一步发现及更 正系统存在的问题。
管理信息系统的实施
管理信息系统的实施是将系统设 计的结果付诸实践，建立计算机硬件 环境和系统软件环境，编写和调试计 章讲述管理信息系统实施的内 容、实现步骤和应注意的问题。
7. 管理信息系统的系统实施
7.1 系统实施阶段的任务
7. 管理信息系统实施阶段的任务
① 建立计算机网络环境和 系统软件环境 ② 设计计算机应用程序 ③ 调试和测试系统 ④ 培训各类人员 ⑤切换系统并将系统控制权交给用户
① 购置和安装设备、建立网络环境
系统实施的该项工作是依据系统设计 中给出的管理信息系统的硬件结构和软件 结构，购置相应的硬件设备和系统软件， 建立系统的软、硬件平台。 一般情况下，中央计算机房还需要专 业化的设计。为了建立网络环境，要进行 结构化布线，网络系统的安装与调试。
③ 系统性能测试
性能测试的测试内容包括： ■ 系统运行速度 ■ 操作的灵活性 ■ 用户界面的友好性 ■ 对错误的检测与提示能力 注意：用于性能测试的数据要有一 定的规模！
系统测试注意事项
■
系统测试环境应同未来系统实际运 行环境一致 系统测试前应准备好测试数据、明 确测试内容 系统测试时，应有用户参加
7. 管理信息系统的系统实施
7. 系统实施阶段的任务
7.2 程序设计 7.3 系统调试 7.4 系统测试
7.5 人员培训 7.6 系统切换
7.2 程序设计
程序的设计就是通过应用计算机 程序设计语言（开发工具软件）来实 现系统设计中的给出的系统功能。 （1）程序设计方法分类 （2）程序设计的要求 （3）结构化的程序设计
操 作 人 员
（1）系统总体方案 （2）系统功能结构 （3）计算机操作、汉字输入方法 （4）网络操作 （5）操作系统、数据库系统、开发工具 （6）事务型业务功能的操作与使用 （7）统计分析型功能的操作与使用 （8）系统维护型功能的操作与使用 （9）系统的参数设置 （10）系统运行可能出现的问题及解决方法 （11）系统初始数据输入功能的操作与使用 （12）系统的使用权限与责任 （13）文档管理规范
② 设计计算机应用程序
计算机程序设计也称为软件开发。 计算机程序设计的目的是实现系统分 析和设计中提出的管理模式和业务应用。 在进行软件开发之前，开发人员要学 习所需的系统软件，包括操作系统、数据 库系统和开发工具的使用。必要时，需要
对程序设计员进行专门的培训。
③ 调试与测试系统
在进行计算机程序设计之后，需要进 行系统的调试。 在完成系统的调试工作之后，还必须 进行专门的系统测试。 通过系统的调试与测试可以发现并改 正隐藏在程序内部的各种错误以及模块之 间协同工作存在的问题。
④ 程序书写采用同级缩进方式
一段程序一般都很长，如果在
书写时不分层次，就很难阅读。
在结构化的程序设计中一般采 用同级缩进锯齿型风格，提高程序 的可读性。
结构化程序设计举例
例：调出模块的详细设计。
程序设计举例
例2.5.1对例2.4.8“调出人员处理”的详细设计进行程 序设计。
结构化程序设计方法的优点
维 护 人 员
（1）系统总体方案 （2）系统功能结构 （3）计算机操作、汉字输入方法 （4）网络操作 （5）操作系统、数据库系统、开发工具 （6）事务型业务功能的操作与使用 （7）统计分析型功能的操作与使用 （8）系统维护型功能的操作与使用 （9）系统的参数设置 （10）系统运行可能出现的问题及解决方法 （11）系统初始数据输入功能的操作与使用 （12）系统的使用权限与责任 （13）文档管理规范
① 数据处理正确性测试
通过检查输入和输出数据的正确性进行， 包括： ■ 输入的数据是否正确保存 ■ 运行结果数据能否正确地输出 ■ 数据间的计算关系是否正确 ■ 数据统计方法和口径与需求是否一致 ■ 是否出现汉字字符或其它字符乱码
② 功能完整性测试
检查开发完成的系统是否具备 系统设计中所提出的全部功能，不 仅要检测主要的业务功能，而且要 检查所有的辅助功能和所有的细节 性功能。
系统调试的三个步骤
系统调试的过程通常由单个模块调试、 模块组装调试和系统联调三个步骤完成。
单个模块调试
模块组装调试
系统联调
系统调试三个步骤的作用
①单个模块调试：对单个模块进行检查， 保证其内部功能的正确性。
②模块组装调试：对各个子系统内部的 模块进行组装，并检查其模块间的调 用关系、数据的传递是否正确，本子 系统的功能是否完整。
在进行软件开发之前，开发人员 在清华大学参加了专门的系统软件及 开发工具的培训。
在高博士的领导下，北京科技大 学项目组依据系统设计报告中给出的 目标系统模块设计结果实现了系统分 析和设计中提出的各项功能。
例7-1 系统实施情景案例(续)
在程序设计和系统调试完成之后， 成立了一个系统测试小组，由青岛钢 铁集团和北京科技大学双方人员共同 组成，进行系统的测试。 测试小组提供了相应的测试方案 和建议的测试数据，在青岛钢铁集团 实际应用环境中进行了数据和系统功 能的正确性检验。
管理信息系统
第1讲. 管理信息系统概念基础 第2讲. 管理信息系统的技术基础 第3讲. 管理信息系统开发概述 第4讲. 管理信息系统的系统规划 第5讲. 管理信息系统的系统分析 第6讲. 管理信息系统的系统设计 第7讲. 管理信息系统的系统实施 第8讲. 管理信息系统运行维护与评价 第9讲. 管理信息系统的项目管理 第10讲.管理信息系统案例与应用
（3）结构化的程序设计方法
① 只采用四种基本的程序结构 ② 遵循自顶向下的设计原则
③ 功能调用层次分明
④ 程序书写采用同级缩进（锯齿型）方式
① 只采用四种基本的程序结构
程序设计中尽量只采用下面四种基本 控制结构，而不用或少用强制转向语句： ■ 顺序结构 ■ 简单分支结构 ■ 多重分支结构 ■ 循环结构 这四种程序结构只有单入口和单出口， 结构简单，程序易理解，不易出错。
结构化程序设计的上述原则，
提高了程序设计的规范性、可靠性、 可读性，易于程序的调试与维护。
7. 管理信息系统的系统实施