Question 1

Current organizational budgeting practices emerged in the 1920s as a tool for managing costs and cash flows.

Accepted Answer

A) True 
 B)False

Question 2

Budgets are a means to link the long-term goals of the organization and their short-term execution through the allocation of resources to activities, but not a means to implement IT strategy.

Accepted Answer

A) True 
 B)False

Question 3

Studies show that budgeting is a protracted process and consumes about ________ percent of management's time.

Accepted Answer

A)  10 
B)  20 
C)  30 
D)  40 
E)  50 
A)  10 
B)  20 
C)  30 
D)  40 
E)  50

Question 4

The part of the IT budget that is spent on technology designed to deliver new business value and achieve the enterprise's strategic objectives is called:

Accepted Answer

A)  operations costs. 
B)  capital costs. 
C)  strategic investments. 
D)  staffing costs. 
E)  application development costs. 
A)  operations costs. 
B)  capital costs. 
C)  strategic investments. 
D)  staffing costs. 
E)  application development costs.

Question 5

In many companies, ________ are decentralized into the business units and aggregated up into the overall IT budget.

Accepted Answer

A)  functional IT budgets 
B)  fiscal IT budgets 
C)  strategic investments 
D)  capital budgets 
E)  operations budgets 
A)  functional IT budgets 
B)  fiscal IT budgets 
C)  strategic investments 
D)  capital budgets 
E)  operations budgets

Question 6

A rigid adherence to annual budget plans can stifle innovation and discourage frontline staff from taking responsibility for performance.

Accepted Answer

A) True 
 B)False

Question 7

What two significant categories doe IT managers plan their annual spending?

Accepted Answer

Operations costs. This category consists

Question 8

How can setting IT spending levels become a corporately dangerous process?

Accepted Answer

This approach can be dangerous for a num

Question 9

The strategic portion of the ________ also involves staffing the initiatives.

Accepted Answer

A)  functional IT budgets 
B)  fiscal IT budgets 
C)  capital budgets 
D)  operations budgets 
A)  functional IT budgets 
B)  fiscal IT budgets 
C)  capital budgets 
D)  operations budgets

Question 10

Is there a difference between a fiscal It budget and a functional IT budget? If so, how are they different?

Accepted Answer

Functional IT Budget. This budget docume

Current organizational budgeting practices emerged in the 1920s as a tool for managing costs and cash flows.

Budgets are a means to link the long-term goals of the organization and their short-term execution through the allocation of resources to activities, but not a means to implement IT strategy.

Studies show that budgeting is a protracted process and consumes about ________ percent of management's time.

The part of the IT budget that is spent on technology designed to deliver new business value and achieve the enterprise's strategic objectives is called:

In many companies, ________ are decentralized into the business units and aggregated up into the overall IT budget.

A rigid adherence to annual budget plans can stifle innovation and discourage frontline staff from taking responsibility for performance.

What two significant categories doe IT managers plan their annual spending?

How can setting IT spending levels become a corporately dangerous process?

The strategic portion of the ________ also involves staffing the initiatives.

Is there a difference between a fiscal It budget and a functional IT budget? If so, how are they different?

Developing and Delivering on the IT Value Proposition

Developing IT Strategy for Business Value

Linking It to Business Metrics

Managing Perceptions of IT

IT in the New World of Corporate Governance Reforms

Creating and Evolving a Technology Roadmap

Information Management: the Nexus of Business and IT

IT in 2010

Strategic Experimentation With IT

Enhancing the Customer Experience With Technology

Information Delivery: ITS Evolving Role

Digital Dashboards

Managing Electronic Communications

Developing It Capabilities

It Sourcing

Delivering IT Functions: a Decision Framework

Building Better It Leaders From the Bottom up

Developing It Professionalism

Filters

Exam 7: The IT Budgeting Process

Current organizational budgeting practices emerged in the 1920s as a tool for managing costs and cash flows.

Budgets are a means to link the long-term goals of the organization and their short-term execution through the allocation of resources to activities, but not a means to implement IT strategy.

Studies show that budgeting is a protracted process and consumes about ________ percent of management's time.

The part of the IT budget that is spent on technology designed to deliver new business value and achieve the enterprise's strategic objectives is called:

In many companies, ________ are decentralized into the business units and aggregated up into the overall IT budget.

A rigid adherence to annual budget plans can stifle innovation and discourage frontline staff from taking responsibility for performance.

What two significant categories doe IT managers plan their annual spending?

How can setting IT spending levels become a corporately dangerous process?

The strategic portion of the ________ also involves staffing the initiatives.

Is there a difference between a fiscal It budget and a functional IT budget? If so, how are they different?

Developing and Delivering on the IT Value Proposition

Developing IT Strategy for Business Value

Linking It to Business Metrics

Managing Perceptions of IT

IT in the New World of Corporate Governance Reforms

Creating and Evolving a Technology Roadmap

Information Management: the Nexus of Business and IT

IT in 2010

Strategic Experimentation With IT

Enhancing the Customer Experience With Technology

Information Delivery: ITS Evolving Role

Digital Dashboards

Managing Electronic Communications

Developing It Capabilities

It Sourcing

Delivering IT Functions: a Decision Framework

Building Better It Leaders From the Bottom up

Developing It Professionalism

Filters