CITM-001 GAQM Certified Information Technology Manager (CITM) Free Practice Exam Questions (2025 Updated)

An attribute is a property that describes various characteristics of an entity. For example, an entity type called Employee may have attributes such as name, age, salary, department, etc. An attribute can also be a primary key that uniquely identifies an entity instance, or a foreign key that references another entity type. An attribute can have a data type, a domain, and a constraint that define its format, range, and validity. An attribute is represented by an oval in an ER diagram, and by a column in a table. References: 3, EXIN EPI Certified Information Technology Manager - EXIN (page 23)

Tangible costs are those that can be easily quantified and measured, such as direct expenses or physical assets. However, in some cases, tangible costs savings can be difficult to estimatebecause they depend on various factors, such as the expected life cycle of the asset, the depreciation rate, the maintenance costs, the opportunity costs, and the market conditions. For example, if a company invests in a new production machine, the tangible cost savings would be the difference between the cost of the old machine and the cost of the new machine, plus the additional benefits of the new machine, such as higher output, lower energy consumption, and improved quality. However, these benefits may not be easy to measure or predict, especially in the long term. Therefore, tangible costs savings can be difficult to estimate in some cases. References: Tangible Cost: Meaning and Difference From Intangible Costs - Investopedia, What Are Tangible Costs? (Plus Why They Matter and Examples) | Indeed.com, Intangible Cost vs. Tangible Cost - What’s the Difference? | This vs. That, Project tangible and intangible benefits - Twproject: project management software

 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 the international projector or the centralized 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 the multinational driven or the decentralized 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 the integrated global IT or the coordinated 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 the intellectual synergy or the heterarchical 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. References:

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