WGU-INTRO TO IT-D322-FULL STUDY GUIDE
SECTIONS 2-8 LATEST UPDATE
Specifically, IT functions cover five different domains:
communication
data collection and management
information security management
consumer relationship management
process improvement
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.
Network administrators
set up, maintain, and monitor the hardware and software that support the
networking components of the computer systems.
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.
Technical support specialists
provide end-user training and help users resolve issues accessing resources
and systems.
Outsourcing
uses the resources and skills of a developed workforce from an external
organization.
Insourcing
,assigns a project to employees within the organization. Insourcing generally
requires the development of new operations and processes, making it an
expensive option.
The project management life cycle is represented differently in various
models, but projects generally include four phases:
initiation, planning, execution, and closure.
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.
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 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.
Project planning (2 of 2)
,defines the project scope and drafts a project management 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
Project Execution
During project execution, project deliverables are developed and completed. A
kickoff meeting usually marks the start of this phase. Tasks typically 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
performance indicators, or metrics, are used to monitor the progress of the
project, determining whether the project is on track to meet the defined
milestones.
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.
Risks in execution
typically revolve around budget, people, technology, equipment, 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.
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.
Scope creep
uncontrolled change of a project's scope, typically adding tasks and increased,
unplanned costs to the project
Budget risk
budget control issues, such as underestimated or improper allocation of cost
Resistance to change
departments and individuals resist organizational changes resulting from the
project
Resource risk
inability to secure sufficient resources for the project
ex.
Mei is concerned that some team members may become unavailable during
the project.
Contract risk
a vendor fails to deliver on contractual obligations
Disputes risk
Disputes or disagreements between project participants
Project dependencies
SECTIONS 2-8 LATEST UPDATE
Specifically, IT functions cover five different domains:
communication
data collection and management
information security management
consumer relationship management
process improvement
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.
Network administrators
set up, maintain, and monitor the hardware and software that support the
networking components of the computer systems.
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.
Technical support specialists
provide end-user training and help users resolve issues accessing resources
and systems.
Outsourcing
uses the resources and skills of a developed workforce from an external
organization.
Insourcing
,assigns a project to employees within the organization. Insourcing generally
requires the development of new operations and processes, making it an
expensive option.
The project management life cycle is represented differently in various
models, but projects generally include four phases:
initiation, planning, execution, and closure.
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.
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 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.
Project planning (2 of 2)
,defines the project scope and drafts a project management 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
Project Execution
During project execution, project deliverables are developed and completed. A
kickoff meeting usually marks the start of this phase. Tasks typically 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
performance indicators, or metrics, are used to monitor the progress of the
project, determining whether the project is on track to meet the defined
milestones.
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.
Risks in execution
typically revolve around budget, people, technology, equipment, 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.
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.
Scope creep
uncontrolled change of a project's scope, typically adding tasks and increased,
unplanned costs to the project
Budget risk
budget control issues, such as underestimated or improper allocation of cost
Resistance to change
departments and individuals resist organizational changes resulting from the
project
Resource risk
inability to secure sufficient resources for the project
ex.
Mei is concerned that some team members may become unavailable during
the project.
Contract risk
a vendor fails to deliver on contractual obligations
Disputes risk
Disputes or disagreements between project participants
Project dependencies
