WGU - Intro to IT - D322 - Full study guide sections
2-8
WITH QUESTIONS AND WELL VERIFIED ANSWERS
communication
data collection and management
Specifically, IT functions cover five differ-
information security management
ent domains:
consumer relationship management
process improvement
the system of processes that ensures the
effective and efficient use of IT to enable
IT governance is an organization to achieve its business
goals and to add value to key stakehold-
ers in an organization.
set up, maintain, and monitor the hard-
ware and software that support the net-
Network administrators
working components of the computer
systems.
set up, maintain, and monitor devices
that support business operations. These
Systems administrators devices include anything from projectors
and smartboards in a training room to the
devices in the server room.
control the outward-facing content on an
organization's website and intranets and
Web administrators ensure that the sites function and inte-
grate with back-end systems, such as
supporting databases.
configure and troubleshoot an organiza-
Database administrators
tion's data repositories.
monitor the behaviors of the system com-
ponents for anomalies and malicious at-
Cybersecurity analysts tacks. They also put measures in place
to deter, detect, and mitigate internal and
external threats.
provide end-user training and help users
Technical support specialists resolve issues accessing resources and
systems.
Outsourcing
, WGU - Intro to IT - D322 - Full study guide sections
2-8
WITH QUESTIONS AND WELL VERIFIED uses
ANSWERS
the resources and skills of a devel-
oped workforce from an external organi-
zation.
assigns a project to employees within
the organization. Insourcing generally re-
Insourcing quires the development of new opera-
tions and processes, making it an expen-
sive option.
The project management life cycle is rep-
resented differently in various models, initiation, planning, execution, and clo-
but projects generally include four phas- sure.
es:
broadly defines the project. It usually
begins with a business case, followed
by a feasibility study. During the feasi-
bility study, research assesses whether
the business case will lead to a rea-
Project initiation sonable, feasible solution. Project stake-
holders 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.
includes developing a road map that
everyone follows. This phase starts with
setting the project goals, commonly us-
ing 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.
,WGU - Intro to IT - D322 - Full study guide sections
2-8
WITH QUESTIONS AND WELL VERIFIED Timely:
ANSWERS The goal should be achievable
within the available timeframe.
Collaborative: The goal should encour-
age 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
Project planning (1 of 2)
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 re-
sources, including cost and time estima-
tions. 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) break-
Project planning (2 of 2)
ing the project into manageable seg-
ments for the team
milestones defining high-level goals to
meet throughout the project's duration
communication plan outlining the fre-
quency and methods of communicating
with stakeholders
risk management plan identifying fore-
, WGU - Intro to IT - D322 - Full study guide sections
2-8
WITH QUESTIONS AND WELL VERIFIED ANSWERS
seeable risks, including cost overruns
and delays
During project execution, project deliver-
ables are developed and completed. A
kickoff meeting usually marks the start
of this phase. Tasks typically include de-
veloping the project team, assigning re-
sources, setting up tracking systems,
conducting status meetings, and moni-
Project Execution toring the project timetable.
Project performance is constantly ob-
served during the execution phase. Key
performance indicators, or metrics, are
used to monitor the progress of the pro-
ject, determining whether the project is
on track to meet the defined milestones.
At the project closure phase, the pro-
ject is declared complete and the pro-
ject team is dissolved. Project managers
complete the final project documenta-
Project Closure tion, including financial reports. General-
ly, meetings are also 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, insuf-
Risks in execution ficient staff, inadequate tools to support
the project, and lack of support from pro-
ject stakeholders. Planning in advance is
one of the best ways to mitigate risks of
execution.
Risks of integration
2-8
WITH QUESTIONS AND WELL VERIFIED ANSWERS
communication
data collection and management
Specifically, IT functions cover five differ-
information security management
ent domains:
consumer relationship management
process improvement
the system of processes that ensures the
effective and efficient use of IT to enable
IT governance is an organization to achieve its business
goals and to add value to key stakehold-
ers in an organization.
set up, maintain, and monitor the hard-
ware and software that support the net-
Network administrators
working components of the computer
systems.
set up, maintain, and monitor devices
that support business operations. These
Systems administrators devices include anything from projectors
and smartboards in a training room to the
devices in the server room.
control the outward-facing content on an
organization's website and intranets and
Web administrators ensure that the sites function and inte-
grate with back-end systems, such as
supporting databases.
configure and troubleshoot an organiza-
Database administrators
tion's data repositories.
monitor the behaviors of the system com-
ponents for anomalies and malicious at-
Cybersecurity analysts tacks. They also put measures in place
to deter, detect, and mitigate internal and
external threats.
provide end-user training and help users
Technical support specialists resolve issues accessing resources and
systems.
Outsourcing
, WGU - Intro to IT - D322 - Full study guide sections
2-8
WITH QUESTIONS AND WELL VERIFIED uses
ANSWERS
the resources and skills of a devel-
oped workforce from an external organi-
zation.
assigns a project to employees within
the organization. Insourcing generally re-
Insourcing quires the development of new opera-
tions and processes, making it an expen-
sive option.
The project management life cycle is rep-
resented differently in various models, initiation, planning, execution, and clo-
but projects generally include four phas- sure.
es:
broadly defines the project. It usually
begins with a business case, followed
by a feasibility study. During the feasi-
bility study, research assesses whether
the business case will lead to a rea-
Project initiation sonable, feasible solution. Project stake-
holders 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.
includes developing a road map that
everyone follows. This phase starts with
setting the project goals, commonly us-
ing 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.
,WGU - Intro to IT - D322 - Full study guide sections
2-8
WITH QUESTIONS AND WELL VERIFIED Timely:
ANSWERS The goal should be achievable
within the available timeframe.
Collaborative: The goal should encour-
age 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
Project planning (1 of 2)
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 re-
sources, including cost and time estima-
tions. 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) break-
Project planning (2 of 2)
ing the project into manageable seg-
ments for the team
milestones defining high-level goals to
meet throughout the project's duration
communication plan outlining the fre-
quency and methods of communicating
with stakeholders
risk management plan identifying fore-
, WGU - Intro to IT - D322 - Full study guide sections
2-8
WITH QUESTIONS AND WELL VERIFIED ANSWERS
seeable risks, including cost overruns
and delays
During project execution, project deliver-
ables are developed and completed. A
kickoff meeting usually marks the start
of this phase. Tasks typically include de-
veloping the project team, assigning re-
sources, setting up tracking systems,
conducting status meetings, and moni-
Project Execution toring the project timetable.
Project performance is constantly ob-
served during the execution phase. Key
performance indicators, or metrics, are
used to monitor the progress of the pro-
ject, determining whether the project is
on track to meet the defined milestones.
At the project closure phase, the pro-
ject is declared complete and the pro-
ject team is dissolved. Project managers
complete the final project documenta-
Project Closure tion, including financial reports. General-
ly, meetings are also 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, insuf-
Risks in execution ficient staff, inadequate tools to support
the project, and lack of support from pro-
ject stakeholders. Planning in advance is
one of the best ways to mitigate risks of
execution.
Risks of integration
