WGU - Intro to IT - D322 - Full study guide sections 2-8
Study online at https://quizlet.com/_d6s4nq
1. Specifically, IT functions cover five different domains:: communication
data collection and management
information security management
consumer relationship management
process improvement
2. IT governance is: the system of processes that ensures the effective and efficient
use of IT to enable an organization to achieve its business goals and to add value
to key stakeholders in an organization.
3. Network administrators: set up, maintain, and monitor the hardware and soft-
ware that support the networking components of the computer systems.
4. Systems administrators: set up, maintain, and monitor devices that support
business operations. These devices include anything from projectors and smart-
boards in a training room to the devices in the server room.
5. Web administrators: control the outward-facing content on an organization's
website and intranets and ensure that the sites function and integrate with back-end
systems, such as supporting databases.
6. Database administrators: configure and troubleshoot an organization's data
repositories.
7. Cybersecurity analysts: monitor the behaviors of the system components for
anomalies and malicious attacks. They also put measures in place to deter, detect,
and mitigate internal and external threats.
8. Technical support specialists: provide end-user training and help users resolve
issues accessing resources and systems.
9. Outsourcing: uses the resources and skills of a developed workforce from an
external organization.
10. Insourcing: assigns a project to employees within the organization. Insourcing
generally requires the development of new operations and processes, making it an
expensive option.
11. The project management life cycle is represented differently in various
models, but projects generally include four phases:: initiation, planning, execu-
tion, and closure.
12. Project initiation: broadly defines the project. It usually begins with a business
case, followed by a feasibility study. During the feasibility study, research assesses
whether the business case will lead to a reasonable, feasible solution. Project
stakeholders provide input in the analysis of the business case, resulting in a
project charter, or project initiation document, that outlines the business needs, the
stakeholders, and the business case.
13. Project planning (1 of 2): includes developing a road map that everyone follows.
This phase starts with setting the project goals, commonly using the SMART or
, WGU - Intro to IT - D322 - Full study guide sections 2-8
Study online at https://quizlet.com/_d6s4nq
CLEAR frameworks, both of which are described below.
Specific: Set a specific goal that answers the questions who, what, where, when,
which, and why.
Measurable: Create criteria that can be used to measure the success of the goal.
Attainable: Ensure the goal is attainable given the resources.
Realistic: Assess the willingness to work toward the goal.
Timely: The goal should be achievable within the available timeframe.
Collaborative: The goal should encourage employees to work together.
Limited: The goal should be limited in scope and time to keep it manageable.
Emotional: The goal should tap into the passion of employees and be something
they can form an emotional connection to. This can optimize the quality of work.
Appreciable: Break larger goals into smaller tasks that can be quickly achieved.
Refinable: As new situations arise, be flexible and refine the goal as needed.
14. Project planning (2 of 2): defines the project scope and drafts a project man-
agement plan. The project management plan identifies project resources, including
cost and time estimations. A project generally has each of the following documents
by the end of the planning phase:
scope statement outlining the objectives, deliverables, and milestones
work breakdown structure (WBS) breaking the project into manageable segments
for the team
milestones defining high-level goals to meet throughout the project's duration
communication plan outlining the frequency and methods of communicating with
stakeholders
risk management plan identifying foreseeable risks, including cost overruns and
delays
15. Project Execution: During project execution, project deliverables are developed
and completed. A kickoff meeting usually marks the start of this phase. Tasks typi-
cally include developing the project team, assigning resources, setting up tracking
systems, conducting status meetings, and monitoring the project timetable.
Project performance is constantly observed during the execution phase. Key per-
formance indicators, or metrics, are used to monitor the progress of the project,
determining whether the project is on track to meet the defined milestones.
, WGU - Intro to IT - D322 - Full study guide sections 2-8
Study online at https://quizlet.com/_d6s4nq
16. Project Closure: At the project closure phase, the project is declared complete
and the project team is dissolved. Project managers complete the final project
documentation, including financial reports. Generally, meetings are also a part
of this phase, allowing members of the project team to reflect on strengths and
opportunities for improvement.
17. Risks in execution: typically revolve around budget, people, technology, equip-
ment, and stakeholder support. Issues that can deem a project unsuccessful include
cost overrun, insufficient staff, inadequate tools to support the project, and lack of
support from project stakeholders. Planning in advance is one of the best ways to
mitigate risks of execution.
18. Risks of integration: The outcome of a project will likely affect other systems
and processes in an organization. Risks of integration can be mitigated by assessing
potential disruptions, ensuring adequate support from stakeholders, and having a
shared understanding of the project's complexity.
Two key strategies to successfully identify risks are frequent monitoring of project
parameters and milestones and sound communication between project participants.
19. Scope creep: uncontrolled change of a project's scope, typically adding tasks
and increased, unplanned costs to the project
20. Budget risk: budget control issues, such as underestimated or improper allo-
cation of cost
21. Resistance to change: departments and individuals resist organizational
changes resulting from the project
22. Resource risk: inability to secure sufficient resources for the project
ex.
Mei is concerned that some team members may become unavailable during the
project.
23. Contract risk: a vendor fails to deliver on contractual obligations
24. Disputes risk: Disputes or disagreements between project participants
25. Project dependencies: especially when completion of some tasks is dependent
on the completion of other tasks
26. Project assumptions risk: when assumptions about the project are invalidated
during project development
27. Benefit shortfall: the project meets the requirements but delivers fewer benefits
than outlined in the business case
28. Requirements quality risk: requirements have not been properly validated or
documented
, WGU - Intro to IT - D322 - Full study guide sections 2-8
Study online at https://quizlet.com/_d6s4nq
29. Force majeure risk: the chance of a major negative event beyond human
control, such as a natural disaster
30. Software Development Life Cycle: Planning,
Design,
Implementation,
Testing,
Deployment,
Maintenance
31. System Development Life Cycle: Requirement Analysis,
Design,
Implementation,
Testing
32. The goal of the requirements analysis is: to determine what services the
system will provide, identify any conditions (such as time constraints and security),
and define how users will interact with the system.
33. Requirements analysis requires: significant input from stakeholders, such as
potential users, as well as those with other ties, such as legal or financial interests.
In cases where the beneficiary is an entity, like a company or government agency,
requirements analysis may start with a feasibility study. The feasibility study deter-
mines whether development is possible under the given constraints and whether the
development aligns with the organization's mission. In the case of producing com-
mercial off-the-shelf (COTS) systems for the mass market, requirements analysis is
likely to begin with a market study by the system developer.
34. The requirements analysis process consists of three steps:: 1). Compiling
and analyzing the needs of the system use
2). Negotiating with project stakeholders on trade-offs between wants, needs, costs,
and feasibility
3). Developing a set of requirements identifying the necessary features and services
of the completed system
35. The system requirement specification (SRS) is: a written agreement between
all parties that records the system requirements and guides system development.
The SRS also helps resolve disputes that arise during development. Because of
how important the SRS is in the development process, organizations such as IEEE
and large systems clients, such as the U.S. Department of Defense, have adopted
standards for requirement specifications.
Study online at https://quizlet.com/_d6s4nq
1. Specifically, IT functions cover five different domains:: communication
data collection and management
information security management
consumer relationship management
process improvement
2. IT governance is: the system of processes that ensures the effective and efficient
use of IT to enable an organization to achieve its business goals and to add value
to key stakeholders in an organization.
3. Network administrators: set up, maintain, and monitor the hardware and soft-
ware that support the networking components of the computer systems.
4. Systems administrators: set up, maintain, and monitor devices that support
business operations. These devices include anything from projectors and smart-
boards in a training room to the devices in the server room.
5. Web administrators: control the outward-facing content on an organization's
website and intranets and ensure that the sites function and integrate with back-end
systems, such as supporting databases.
6. Database administrators: configure and troubleshoot an organization's data
repositories.
7. Cybersecurity analysts: monitor the behaviors of the system components for
anomalies and malicious attacks. They also put measures in place to deter, detect,
and mitigate internal and external threats.
8. Technical support specialists: provide end-user training and help users resolve
issues accessing resources and systems.
9. Outsourcing: uses the resources and skills of a developed workforce from an
external organization.
10. Insourcing: assigns a project to employees within the organization. Insourcing
generally requires the development of new operations and processes, making it an
expensive option.
11. The project management life cycle is represented differently in various
models, but projects generally include four phases:: initiation, planning, execu-
tion, and closure.
12. Project initiation: broadly defines the project. It usually begins with a business
case, followed by a feasibility study. During the feasibility study, research assesses
whether the business case will lead to a reasonable, feasible solution. Project
stakeholders provide input in the analysis of the business case, resulting in a
project charter, or project initiation document, that outlines the business needs, the
stakeholders, and the business case.
13. Project planning (1 of 2): includes developing a road map that everyone follows.
This phase starts with setting the project goals, commonly using the SMART or
, WGU - Intro to IT - D322 - Full study guide sections 2-8
Study online at https://quizlet.com/_d6s4nq
CLEAR frameworks, both of which are described below.
Specific: Set a specific goal that answers the questions who, what, where, when,
which, and why.
Measurable: Create criteria that can be used to measure the success of the goal.
Attainable: Ensure the goal is attainable given the resources.
Realistic: Assess the willingness to work toward the goal.
Timely: The goal should be achievable within the available timeframe.
Collaborative: The goal should encourage employees to work together.
Limited: The goal should be limited in scope and time to keep it manageable.
Emotional: The goal should tap into the passion of employees and be something
they can form an emotional connection to. This can optimize the quality of work.
Appreciable: Break larger goals into smaller tasks that can be quickly achieved.
Refinable: As new situations arise, be flexible and refine the goal as needed.
14. Project planning (2 of 2): defines the project scope and drafts a project man-
agement plan. The project management plan identifies project resources, including
cost and time estimations. A project generally has each of the following documents
by the end of the planning phase:
scope statement outlining the objectives, deliverables, and milestones
work breakdown structure (WBS) breaking the project into manageable segments
for the team
milestones defining high-level goals to meet throughout the project's duration
communication plan outlining the frequency and methods of communicating with
stakeholders
risk management plan identifying foreseeable risks, including cost overruns and
delays
15. Project Execution: During project execution, project deliverables are developed
and completed. A kickoff meeting usually marks the start of this phase. Tasks typi-
cally include developing the project team, assigning resources, setting up tracking
systems, conducting status meetings, and monitoring the project timetable.
Project performance is constantly observed during the execution phase. Key per-
formance indicators, or metrics, are used to monitor the progress of the project,
determining whether the project is on track to meet the defined milestones.
, WGU - Intro to IT - D322 - Full study guide sections 2-8
Study online at https://quizlet.com/_d6s4nq
16. Project Closure: At the project closure phase, the project is declared complete
and the project team is dissolved. Project managers complete the final project
documentation, including financial reports. Generally, meetings are also a part
of this phase, allowing members of the project team to reflect on strengths and
opportunities for improvement.
17. Risks in execution: typically revolve around budget, people, technology, equip-
ment, and stakeholder support. Issues that can deem a project unsuccessful include
cost overrun, insufficient staff, inadequate tools to support the project, and lack of
support from project stakeholders. Planning in advance is one of the best ways to
mitigate risks of execution.
18. Risks of integration: The outcome of a project will likely affect other systems
and processes in an organization. Risks of integration can be mitigated by assessing
potential disruptions, ensuring adequate support from stakeholders, and having a
shared understanding of the project's complexity.
Two key strategies to successfully identify risks are frequent monitoring of project
parameters and milestones and sound communication between project participants.
19. Scope creep: uncontrolled change of a project's scope, typically adding tasks
and increased, unplanned costs to the project
20. Budget risk: budget control issues, such as underestimated or improper allo-
cation of cost
21. Resistance to change: departments and individuals resist organizational
changes resulting from the project
22. Resource risk: inability to secure sufficient resources for the project
ex.
Mei is concerned that some team members may become unavailable during the
project.
23. Contract risk: a vendor fails to deliver on contractual obligations
24. Disputes risk: Disputes or disagreements between project participants
25. Project dependencies: especially when completion of some tasks is dependent
on the completion of other tasks
26. Project assumptions risk: when assumptions about the project are invalidated
during project development
27. Benefit shortfall: the project meets the requirements but delivers fewer benefits
than outlined in the business case
28. Requirements quality risk: requirements have not been properly validated or
documented
, WGU - Intro to IT - D322 - Full study guide sections 2-8
Study online at https://quizlet.com/_d6s4nq
29. Force majeure risk: the chance of a major negative event beyond human
control, such as a natural disaster
30. Software Development Life Cycle: Planning,
Design,
Implementation,
Testing,
Deployment,
Maintenance
31. System Development Life Cycle: Requirement Analysis,
Design,
Implementation,
Testing
32. The goal of the requirements analysis is: to determine what services the
system will provide, identify any conditions (such as time constraints and security),
and define how users will interact with the system.
33. Requirements analysis requires: significant input from stakeholders, such as
potential users, as well as those with other ties, such as legal or financial interests.
In cases where the beneficiary is an entity, like a company or government agency,
requirements analysis may start with a feasibility study. The feasibility study deter-
mines whether development is possible under the given constraints and whether the
development aligns with the organization's mission. In the case of producing com-
mercial off-the-shelf (COTS) systems for the mass market, requirements analysis is
likely to begin with a market study by the system developer.
34. The requirements analysis process consists of three steps:: 1). Compiling
and analyzing the needs of the system use
2). Negotiating with project stakeholders on trade-offs between wants, needs, costs,
and feasibility
3). Developing a set of requirements identifying the necessary features and services
of the completed system
35. The system requirement specification (SRS) is: a written agreement between
all parties that records the system requirements and guides system development.
The SRS also helps resolve disputes that arise during development. Because of
how important the SRS is in the development process, organizations such as IEEE
and large systems clients, such as the U.S. Department of Defense, have adopted
standards for requirement specifications.
