WGU - Intro to IT - D322 - Full study
guide sections 2-8/ Strategies Review of
Key Quizzes & Correct Answers.
Terms in this set (414)
communication data collection and
management information security
Specifically, IT functions cover management consumer relationship
five different domains: management process improvement
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
IT governance is
key stakeholders in an organization.
set up, maintain, and monitor the hardware and software that support the
Network administrators networking components of the computer systems.
set up, maintain, and monitor devices that support business operations.
These devices include anything from projectors and smartboards in a training
Systems administrators
room to the devices in the server room.
control the outward-facing content on an organization's website and
intranets and ensure that the sites function and integrate with back-end
Web administrators
systems, such as supporting databases.
Database administrators configure and troubleshoot an organization's data repositories.
monitor the behaviors of the system components for anomalies and
malicious attacks. They also put measures in place to deter, detect,
Cybersecurity analysts
and mitigate internal and external threats.
provide end-user training and help users resolve issues accessing
Technical support specialists resources and systems.
uses the resources and skills of a developed workforce from an external
Outsourcing organization.
assigns a project to employees within the organization.
Insourcing generally requires the development of new
Insourcing
operations and processes, making it an expensive option.
,The project management life cycle initiation, planning, execution, and closure.
is represented differently in
various models, but projects
generally include four phases:
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
Project initiation business case, resulting in a project charter, or project initiation
document, that outlines the business needs, the stakeholders, and the
business case.
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.
Project planning (1 of 2) 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.
, 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
Project planning (2 of 2)
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
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 Execution
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.
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
Project Closure a part of this phase, allowing members of the project team to reflect on
strengths and opportunities for improvement.
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
Risks in execution project, and lack of support from project stakeholders. Planning in
advance is one of the best ways to mitigate risks of execution.
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.
Risks of integration
Two key strategies to successfully identify risks are frequent
monitoring of project parameters and milestones and sound
communication between project participants.
uncontrolled change of a project's scope, typically adding tasks and
Scope creep increased, unplanned costs to the project
, budget control issues, such as underestimated or improper allocation of
Budget risk cost
departments and individuals resist organizational changes resulting from
Resistance to change the project
inability to secure sufficient resources for the project
Resource risk 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
especially when completion of some tasks is dependent on the
Project dependencies completion of other tasks
when assumptions about the project are invalidated during project
Project assumptions risk development
the project meets the requirements but delivers fewer benefits than
Benefit shortfall outlined in the business case
Requirements quality risk requirements have not been properly validated or documented
the chance of a major negative event beyond human control, such as a
Force majeure risk natural disaster
Planning,
Design,
Software Development Life Implementation,
Cycle Testing,
Deployment,
Maintenance
Requirement Analysis,
Design,
System Development Life Cycle
Implementation,
Testing
to determine what services the system will provide, identify any
The goal of the requirements conditions (such as time constraints and security), and define how users
analysis is will interact with the system.
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 determines whether development is possible under the given
constraints and whether the development aligns with the organization's
Requirements analysis requires mission. In the case of producing commercial off-the-shelf (COTS)
systems for the mass market, requirements analysis is likely to begin
with a market study by the system developer.
guide sections 2-8/ Strategies Review of
Key Quizzes & Correct Answers.
Terms in this set (414)
communication data collection and
management information security
Specifically, IT functions cover management consumer relationship
five different domains: management process improvement
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
IT governance is
key stakeholders in an organization.
set up, maintain, and monitor the hardware and software that support the
Network administrators networking components of the computer systems.
set up, maintain, and monitor devices that support business operations.
These devices include anything from projectors and smartboards in a training
Systems administrators
room to the devices in the server room.
control the outward-facing content on an organization's website and
intranets and ensure that the sites function and integrate with back-end
Web administrators
systems, such as supporting databases.
Database administrators configure and troubleshoot an organization's data repositories.
monitor the behaviors of the system components for anomalies and
malicious attacks. They also put measures in place to deter, detect,
Cybersecurity analysts
and mitigate internal and external threats.
provide end-user training and help users resolve issues accessing
Technical support specialists resources and systems.
uses the resources and skills of a developed workforce from an external
Outsourcing organization.
assigns a project to employees within the organization.
Insourcing generally requires the development of new
Insourcing
operations and processes, making it an expensive option.
,The project management life cycle initiation, planning, execution, and closure.
is represented differently in
various models, but projects
generally include four phases:
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
Project initiation business case, resulting in a project charter, or project initiation
document, that outlines the business needs, the stakeholders, and the
business case.
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.
Project planning (1 of 2) 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.
, 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
Project planning (2 of 2)
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
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 Execution
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.
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
Project Closure a part of this phase, allowing members of the project team to reflect on
strengths and opportunities for improvement.
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
Risks in execution project, and lack of support from project stakeholders. Planning in
advance is one of the best ways to mitigate risks of execution.
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.
Risks of integration
Two key strategies to successfully identify risks are frequent
monitoring of project parameters and milestones and sound
communication between project participants.
uncontrolled change of a project's scope, typically adding tasks and
Scope creep increased, unplanned costs to the project
, budget control issues, such as underestimated or improper allocation of
Budget risk cost
departments and individuals resist organizational changes resulting from
Resistance to change the project
inability to secure sufficient resources for the project
Resource risk 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
especially when completion of some tasks is dependent on the
Project dependencies completion of other tasks
when assumptions about the project are invalidated during project
Project assumptions risk development
the project meets the requirements but delivers fewer benefits than
Benefit shortfall outlined in the business case
Requirements quality risk requirements have not been properly validated or documented
the chance of a major negative event beyond human control, such as a
Force majeure risk natural disaster
Planning,
Design,
Software Development Life Implementation,
Cycle Testing,
Deployment,
Maintenance
Requirement Analysis,
Design,
System Development Life Cycle
Implementation,
Testing
to determine what services the system will provide, identify any
The goal of the requirements conditions (such as time constraints and security), and define how users
analysis is will interact with the system.
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 determines whether development is possible under the given
constraints and whether the development aligns with the organization's
Requirements analysis requires mission. In the case of producing commercial off-the-shelf (COTS)
systems for the mass market, requirements analysis is likely to begin
with a market study by the system developer.
