GAQM CITM-001 Exam Questions

Information can be defined as data that has been processed or organized in a meaningful way that reduces uncertainty. Information can be either tangible or intangible, depending on whether it has a physical form or not. For example, a printed report is tangible information, while an email is intangible information. Information can also be static or dynamic, depending on whether it changes over time or not. For example, a historical record is static information, while a stock price is dynamic information. However, the question asks for the two entities that define information, not the two attributes that describe information. Therefore, the correct answer is A and B, tangible and intangible.Reference:Sample Exam - GAQM, page 2, question 6.

According to the CITM course outline1, there are five data collection techniques that are commonly used in business analytics. They are:

Observations: This technique involves watching and recording the behavior, actions, or events of interest. Observations can be either direct or indirect, structured or unstructured, participant or non-participant.

Interviews: This technique involves asking questions to individuals or groups of people who have relevant knowledge or experience on the topic. Interviews can be either structured, semi-structured, or unstructured, depending on the level of flexibility and standardization of the questions.

Surveys: This technique involves administering a set of questions to a sample of respondents who represent the population of interest. Surveys can be either quantitative or qualitative, depending on the type and scale of the questions.

Focus groups: This technique involves gathering a small group of people who share some common characteristics or opinions on the topic and facilitating a discussion among them. Focus groups can be used to explore attitudes, perceptions, feelings, or preferences of the participants.

Documents: This technique involves reviewing and analyzing existing documents or records that are relevant to the topic. Documents can be either primary or secondary, depending on the source and authenticity of the information.

1: 7 Data Collection Methods and Techniques | SafetyCulture

2: CITM 500 Data and Information Management | The Chang School of Continuing Education - Toronto Metropolitan University

3: Data Collection Methods | Step-by-Step Guide & Examples - Scribbr

4: Data Collection - Methods Types and Examples - Research Method

Managerial control is the process of ensuring that the organization's activities and outputs are aligned with its goals and plans. Coordination is the process of integrating the efforts of different units and individuals within the organization to achieve a common purpose. Both control and coordination are essential functions of management that aim to improve the performance and efficiency of the organization. They are closely related because they both involve setting standards, measuring performance, and taking corrective actions.They also both require communication, feedback, and cooperation among the managers and employees12345Reference:

1: The Control Function of Management - MIT Sloan Management Review

2: Managerial Control | Definition, Types & Features - Study.com

3: Relationship between planning and controlling - Management Study Guide

4: Question Bank - Multiple Choice Questions (MCQs) - DACC

5: 4 Different Relationship between Planning and Control Expalined - Toppr

Coordination is the process of aligning and integrating the activities, resources, and efforts of different units or individuals within an organization or a network of organizations. Coordination is a major problem for the global firm because it involves managing the complexity, diversity, and uncertainty of operating across multiple countries, cultures, and markets. Global firms face various challenges in coordinating their strategies, structures, systems, processes, and people, such as:

Balancing the need for global integration and local responsiveness, which requires finding the optimal degree of standardization and adaptation of products, services, policies, and practices across different regions and markets.

Managing the trade-offs between centralization and decentralization, which involves deciding how much authority and autonomy to delegate to the local units versus retaining at the headquarters or regional hubs.

Fostering collaboration and communication across geographical, functional, and cultural boundaries, which requires overcoming the barriers of distance, time zones, languages, and norms.

Leveraging the benefits of diversity and avoiding the pitfalls of fragmentation, which entails creating a shared vision, values, and culture that can unify the diverse and dispersed workforce and stakeholders.

Coping with the environmental turbulence and uncertainty, which demands developing the capabilities to sense, respond, and adapt to the changing customer needs, competitor moves, and regulatory requirements.

Coordination is essential for the global firm to achieve efficiency, effectiveness, innovation, and competitiveness in the global market. However, coordination is not easy or costless, as it requires investing in various mechanisms and tools, such as:

Formal structures and systems, such as organizational design, reporting lines, performance measurement, and control systems, that define the roles, responsibilities, and relationships among the different units and individuals.

Informal practices and processes, such as culture, norms, values, and routines, that shape the behaviors, attitudes, and interactions of the organizational members.

Information and communication technologies, such as intranet, email, video conferencing, and social media, that facilitate the exchange of information and knowledge across the organization.

Human resource management, such as recruitment, training, development, compensation, and motivation, that attract, retain, and develop the talent and skills of the global workforce.

Coordination by principles, such as mission, vision, strategy, and goals, that provide the direction, guidance, and alignment for the organization.

The second step in System Analysis is to conduct a feasibility study, which is an assessment of the technical, economic, legal, operational, and schedule aspects of the proposed system. A feasibility study helps to determine whether the system is viable, beneficial, and achievable within the given constraints and resources.A feasibility study also helps to identify the risks, costs, benefits, and alternatives of the system.Reference:1,2,3

1: Certified IT Manager (CITM) Course Outline, EPI-AP, page 92: System Analysis vs System Design - What are the Differences?, GeeksforGeeks, section ''Differences between System Analysis and System Design''3: Step Response of Second Order System - Online Tutorials Library, TutorialsPoint, section ''Follow these steps to get the response (output) of the second order system in the time domain.''