GAQM CITM-001 Exam Questions

System analysis is the process of understanding problems and needs and arriving at solutions that meet them. It involves identifying, defining, and specifying the requirements of a system, as well as designing, developing, testing, and implementing the system.According to Wikipedia1, system analysis can be broken into five phases: scope definition, problem analysis, requirements analysis, logical design, and physical design.However, according to MasterStart2, there are seven stages of system development life cycle (SDLC), which include planning, requirements analysis, designing, development and testing, implementation, documentation, and evaluation. Therefore, depending on the perspective and the methodology, system analysis can involve three to seven stages, but the most common number is three: requirements analysis, logical design, and physical design.Reference:Wikipedia;MasterStart

According to the Certified IT Manager (CITM) course outline, there are nine stages in a systems design life-cycle. They are: 1. Initiation, 2. Concept Development, 3. Planning, 4. Requirements Analysis, 5. Design, 6. Development, 7. Integration and Test, 8. Implementation, and 9. Operations and Maintenance. Each stage has its own objectives, deliverables, and activities that ensure a systematic and effective approach to system development.Reference:CITM Course Outline,System Development Life Cycle - GeeksforGeeks,Systems development life cycle - Wikipedia

Global information systems are information systems that span multiple countries, cultures, and organizations. They enable the sharing of data, knowledge, and resources across borders and regions. However, limited access to high speed internet may impede the development of global information systems, as it affects the quality, speed, reliability, and security of communication and collaboration.According to the International Telecommunication Union (ITU), in 2020, only 51.4% of the world's population had access to the internet, and only 19.1% had fixed broadband subscriptions1. This means that many people and regions are still digitally excluded or underserved, especially in developing countries and rural areas. This digital divide may create challenges and barriers for the design, implementation, and management of global information systems, such as:

Lack of infrastructure and resources: Developing and maintaining global information systems requires adequate and stable infrastructure and resources, such as servers, routers, cables, satellites, power supply, bandwidth, etc.However, many regions lack the necessary infrastructure and resources to support high speed internet access, or face high costs and risks of disruption or damage2. This may limit the availability, performance, and scalability of global information systems, and increase the complexity and cost of their development and maintenance.

Lack of interoperability and standardization: Global information systems need to ensure interoperability and standardization among different systems, platforms, protocols, formats, and languages. However, limited access to high speed internet may hinder the adoption and integration of common standards and technologies, such as cloud computing, web services, APIs, etc.This may result in compatibility issues, data inconsistency, and inefficiency of global information systems, and require more effort and coordination to achieve interoperability and standardization3.

Lack of user participation and satisfaction: Global information systems need to consider the needs, preferences, and expectations of diverse and distributed users and stakeholders. However, limited access to high speed internet may affect the user participation and satisfaction of global information systems, as it may reduce the usability, accessibility, and functionality of the systems, and cause delays, errors, or failures of communication and collaboration. This may lead to user frustration, dissatisfaction, and resistance, and lower the adoption and acceptance of global information systems.

Structured design and object-oriented design are two common approaches to design a system. Structured design is a method of breaking down a system into smaller and simpler modules, which can be independently created and tested. Structured design follows a top-down approach, where the system is divided into sub-systems, and then into modules, until the desired level of detail is reached. Structured design is suitable for systems that have well-defined inputs and outputs, and a clear hierarchy of functions. Object-oriented design is a method of modeling a system as a collection of objects, which have attributes and behaviors. Object-oriented design follows a bottom-up approach, where the system is built from reusable and interchangeable components, called classes. Object-oriented design is suitable for systems that have complex interactions, dynamic behavior, and multiple inheritance. Functional design and organizational design are not considered to design a system, but rather to describe the system's purpose and structure. Functional design is a process of defining the functions and processes that the system performs, and how they relate to each other. Functional design focuses on the what and why of the system, rather than the how. Organizational design is a process of defining the roles and responsibilities of the people and units involved in the system, and how they communicate and coordinate with each other. Organizational design focuses on the who and where of the system, rather than the how.Reference:Structured Design - an overview | ScienceDirect Topics,Object-Oriented Design - an overview | ScienceDirect Topics,Functional Design - an overview | ScienceDirect Topics, [Organizational Design - an overview | ScienceDirect Topics]

According to the CITM study guide, an international firm can adopt different business models depending on its degree of global integration and local responsiveness. The study guide identifies four types of business models: international, multidomestic, global, and transnational. These are similar to the typology of multinational companies proposed by Bartlett and Ghoshal (1989). The study guide defines each business model as follows:

International: The firm operates in multiple countries but has a low degree of global integration and local responsiveness. The firm's subsidiaries are largely independent and follow the parent company's strategy and culture. The firm exploits its core competencies and capabilities across different markets without much adaptation. This business model is also known as theinternational projectoror thecentralized exporter.

Multidomestic: The firm operates in multiple countries and has a high degree of local responsiveness but a low degree of global integration. The firm's subsidiaries are highly autonomous and tailor their products and services to the specific needs and preferences of the local markets. The firm sacrifices efficiency and standardization for differentiation and customization. This business model is also known as themultinational drivenor thedecentralized federation.

Global: The firm operates in multiple countries and has a high degree of global integration but a low degree of local responsiveness. The firm's subsidiaries are highly dependent on the parent company and follow a standardized and centralized strategy and culture. The firm leverages economies of scale and scope to achieve cost efficiency and competitiveness. This business model is also known as theintegrated global ITor thecoordinated federation.

Transnational: The firm operates in multiple countries and has a high degree of both global integration and local responsiveness. The firm's subsidiaries are interdependent and collaborate with each other and the parent company to share and transfer knowledge, resources, and best practices. The firm balances efficiency and adaptation to achieve innovation and learning. This business model is also known as theintellectual synergyor theheterarchical network.

Based on these definitions, the three business models that an international firm might adhere to are B, C, and D. Option A is not a valid business model, but rather a characteristic of the transnational business model.Reference:

CITM Study Guide, Chapter 4: International Business Strategy, pp. 63-66

Bartlett, C.A. and Ghoshal, S. (1989). Managing across borders: The transnational solution.Harvard Business School Press1