ITPROJECT Flashcards

(92 cards)

1
Q

involves the
application of project management principles,
methods, and tools specifically tailored to the unique
challenges and requirements of IT projects

A

IT project management

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2
Q

encompass the development,
implementation, enhancement, or maintenance of IT
systems, software applications, infrastructure, or
technology-driven initiatives

A

IT project management

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3
Q

Defining the project’s scope involves
determining its objectives, deliverables, and
boundaries to ensure alignment with
stakeholder expectations.

A

Scope Management

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4
Q

Planning, scheduling, and
monitoring project activities to
ensure timely completion of
deliverables and milestones

A

time Management

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5
Q

Estimating, budgeting, and
controlling project costs to ensure
optimal resource allocation and
financial performance.

A

Cost management

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6
Q

Ensuring that project
deliverables meet predefined
quality standards and satisfy user
requirements.
-enhances customer satisfaction,
reduces rework, and minimizes the
risk of defects or error

A

Quality Management

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7
Q

Identifying, assessing, and
mitigating project risks to minimize
their potential negative impacts on
project objectives. Proactive risk
management enhances project
resilience, improves decisionmaking, and increases the likelihood
of project success.

A

Risk Management

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8
Q

Establishing effective channels and
mechanisms for communication among
project stakeholders to facilitate
collaboration and information exchange

A

Communication Management

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9
Q

Recruiting, organizing, and
managing project team members to
maximize their productivity and
contribution to project success.

A

Human Reasource management

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10
Q

Acquiring external
resources, services, or products
required for the project through
procurement processes and
vendor management.

A

Procurement management

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11
Q

Sequential approach with distinct phases (e.g., requirements,
design, development, testing) and minimal flexibility for change.
Suitable for projects with well-defined requirements and stable
scope.

A

Waterfall Model

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12
Q

-Iterative and incremental approach emphasizing flexibility,
collaboration, and responsiveness to change. Suitable for projects
with evolving requirements and high levels of uncertainty

A

Agile methodology

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13
Q

-Agile framework with iterative development cycles (sprints),
regular feedback loops, and self-organizing cross-functional teams.
Emphasizes adaptability, transparency, and continuous
improvement

A

Scrum Framework

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14
Q

Visual management approach for workflow optimization,
emphasizing continuous delivery and incremental improvement.
Focuses on visualizing work, limiting work in progress, and
optimizing flow

A

Kanban Method

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15
Q

4 commonn methodologies and frameworks

A

-waterfall model
-agile methodology
-scrum framework
-kanban method

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16
Q

Uncontrolled expansion of project scope leading to increased
costs, delays, and risks.
* Mitigated through effective scope management processes and
change control mechanisms.

A

Scopre Creep

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17
Q

Limited availability of skilled personnel, budgetary constraints,
and technological limitations.
* Addressed through resource planning, allocation optimization,
and skill development initiatives

A

Resource Constraints

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18
Q
  • Integration challenges, interoperability issues, and evolving
    technologies requiring specialized expertise.
  • Managed through technical assessments, expertise acquisition,
    and technology roadmapping
A

technical complexity

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19
Q
  • Managing diverse stakeholder interests, expectations, and
    communication needs.
  • Facilitated through stakeholder analysis, engagement strategies,
    and effective communication channels
A

Stakeholder Management

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20
Q

What are the 4 challenges and considerations

A

-scope creep
- resource constraints
-technical complexity
-stakeholder management

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21
Q

4 importance

A

-alignment with business objjectives
-enhanced efficiency and productivity
-risk mitigation
-improved stakeholder satisfaction

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22
Q

are individuals, groups, or organizations
that have an interest in or are impacted
by the outcome of an IT project

A

IT project management stakeholders

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23
Q

These stakeholders belong to the organization implementing the
project and may include executives, project managers, project team
members, and other departmental staff

A

Internal Stakeholder

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24
Q

are individuals or entities outside the
organization but have a vested interest in the project’s outcome. They
can include clients, customers, suppliers, regulatory agencies, and
industry partners

A

external stakeholders

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25
2 types of stakeholder
internal and external
26
typically a senior executive or key stakeholder within the organization funding the project. Their role is pivotal as they provide financial resources, strategic direction, and political support for the project
Project sponsor
27
responsible for overall project planning, execution, and control. They serve as the primary point of contact for stakeholders and are accountable for delivering the project on time, within budget, and according to specifications
Project manager
28
are the individuals responsible for executing specific tasks and activities to achieve project objectives. Their expertise and contributions directly impact project outcomes
PRoject team members
29
are the individuals or groups who will ultimately use the project deliverables. Their satisfaction and acceptance are critical for project success as their needs must be met for the project to be considered successful
End-users
30
provide goods, services, or expertise necessary for project implementation. Their performance directly impacts project quality, timelines, and costs.
Vendors and suppliers
31
establish and enforce rules, standards, and regulations that govern the project. Compliance with regulatory requirements is essential to avoid legal and financial risks
Regulatory Bodies
32
are individuals, organizations, or groups affected by the project's outcomes. Their support, concerns, and feedback can influence project success and public perception
Community stakeholders
33
essential for ensuring the success of IT projects. These strategies involve proactive efforts to identify stakeholders, understand their interests and expectations, communicate effectively with them, manage their expectations, and build positive relationships
Stakeholder engagement strategies
34
continuous process throughout the project lifecycle, requiring proactive efforts to identify stakeholders, communicate effectively, manage expectations, and build positive relationships
stakeholder engagement
35
multifaceted discipline that orchestrates the planning, execution, and control of IT projects with precision and efficac
IT project management
36
. It involves the adept application of knowledge, skills, tools, and techniques to navigate the complexities inherent in IT endeavor
IT project management
37
rpovides a clear understanding of the project's purpose and establishes the authority of the project manager to proceed with project planning and execution
project charter
38
is a crucial aspect of IT project initiation. This involves identifying individuals, groups, or organizations who will be impacted by or have an interest in the project and understanding their expectations, influence, and communication preferences
dentifying and analyzing stakeholders
39
What are the internal stakeholder?
-employees -manager -owners
40
external stakeholders:
Suppliers society government creditors shareholders customers
41
is a tool used to assess the interests, influence, and importance of stakeholders
Stakeholder Analysis Matrix
42
are data collection tools used to gather information from a large group of stakeholders
Surveys and Questionnaires
43
is essential to assess the viability of the IT project. This includes evaluating technical feasibility, financial feasibility, and organizational feasibility.
Feasibility analysis
44
examines whether the proposed solution can be implemented with existing technology and resources.
Technical Feasibility
45
assesses the project's affordability and potential return on investment.
Financial feasibility
46
evaluates the project's alignment with the organization's strategic objectives and its compatibility with existing processes and systems
Organizational Feasibility
47
involves creating a preliminary version of the project solution to evaluate its technical feasibility and identify potential challenges
Technical Prototyping
48
is a financial evaluation technique used to assess the potential costs and benefits of a project
COst-Benefit Analysis (cba)
49
It refers to the process of evaluating, planning, and assessing the feasibility, requirements, risks, and potential benefits of an information technology (IT) project before its initiation or during its lifecycle
IT project analysis
50
It involves eliciting, documenting, and analyzing the needs and expectations of stakeholders regarding the project's deliverables and functionalities.
Requirements Gathering
51
This process ensures that the project team has a clear understanding of what needs to be achieved and enables the development of comprehensive project specifications and plans
Requirements Gathering
52
s involve direct conversations with stakeholders to gather information about their needs, preferences, and requirements for the project
Interviews
52
are data collection tools used to gather feedback and information from a large group of stakeholders.
Surveys and Questionnaires
53
is critical to identify and mitigate potential risks that may impact the success of the IT project. This involves identifying risks, assessing their likelihood and potential impact, and developing strategies to manage or mitigate them effectively.
Risk assessment
54
s involve bringing together key stakeholders and project team members to brainstorm and identify potential risks associated with the project
Risk Identification Workshop
55
is a technique used to evaluate the likelihood and consequences of identified risks
Risk Probability and Impact assessmnet
56
This process involves determining the necessary resources for project execution, assessing their availability and capacity, and allocating them effectively to ensure that project objectives are met within the defined constraints of scope, time, and cost
Resource identification and allocation
57
is a hierarchical representation of project resources categorized by type, skill, or department
Resource breakdown sturcture
58
s a technique used to optimize resource allocation and prevent resource overallocation or underutilization
Resource leveling
59
involves the development of detailed project plans that outline the activities, timelines, resource requirements, and dependencies for each phase of the project.
IT project planning
60
) is a hierarchical decomposition of the project scope into smaller, more manageable tasks
Work breakdown structiure
61
is a visual representation of project tasks and their corresponding timelines
Gantt Charts
62
It involves defining the communication strategy and channels for disseminating project information to stakeholders. T
Communication planning
63
is a tool used to define the communication needs and preferences of project stakeholders
Stakeholder COmmunication matrix
64
is a document that outlines the communication objectives, strategies, channels, and responsibilities for the project
Communication Plan
65
is essential to proactively identify, assess, and mitigate risks throughout the project lifecycle. This involves establishing risk management processes and procedures, assigning responsibilities for risk management tasks, and developing contingency plans and mitigation strategies for addressing potential risks
Risk management planning
66
is a document used to capture and track project risks throughout the project lifecycl
Risk register
67
involves developing strategies to address identified risks and minimize their potential impact on the project
Risk response planning
68
involves a multifaceted approach that incorporates various techniques and components. Strategic alignment analysis ensures that projects are aligned with organizational goals and objectives, while financial analysis evaluates the financial viability and potential returns of projects
Project selection in Portfolio management
69
involves ensuring that proposed projects are in line with the organization's strategic goals and objectives.
Strategic alignment analysis
70
Projects are evaluated based on how well they support the organization's mission, vision, and strategic priorities. This analysis requires a thorough understanding of the organization's strategic plan and objectives
Evaluation Criteria
71
involves evaluating the financial viability and potential returns of proposed projects
FInancial analysis
72
the present value of future cash flows generated by a project, considering the time value of money. A positive NPV indicates that the project is expected to generate value for the organization
net present value
73
represents the discount rate at which the net present value of cash flows from a project equals zero.
Internal rate of return
74
indicates the time it takes for a project to recoup its initial investment. Projects with shorter payback periods are preferred as they offer quicker returns on investment
payback period
75
nvolves identifying, analyzing, and mitigating risks associated with proposed projects
risk assessment
76
are developed to address unforeseen events or risks that may arise during project execution.
Contigency planning
77
an ongoing process that requires continuous monitoring and control throughout the project lifecycle
risk management
78
involves evaluating the organization's ability to allocate resources to proposed projects
Resource capacity analysis
79
aims to optimize resource utilization by aligning resource allocation with project priorities and strategic objectives. This involves balancing resource demand and supply across the organization
Resource optimization
80
compares the total expected benefits of a project to its total expected costs
Benefit cost ratio
81
involve establishing criteria and assigning weights to different project attributes to prioritize projects
Scoring models
82
involves assessing the potential benefits foregone by choosing one project over another or by not pursuing a project at all
Oppurtunity cost analysis
83
represents the value of the next best alternative that is sacrificed when a decision is made.
Oppurtunity cost
84
opportunity cost analysis is dynamic
read lang
85
s a fundamental tool for evaluating the financial performance and profitability of investments.
return on investment analysis
86
This component involves assessing the potential revenue generated by the investment. It includes direct income from sales, services, or other revenue streams associated with the project
Financial returns
87
The upfront costs associated with implementing the project, including capital expenditures, equipment purchases, software licenses, and implementation fees
Investment cost
88
This component includes recurring costs such as maintenance, operational expenses, employee salaries, and other expenditures required to sustain the investment over time
ongoing expenses
89
How does ROI calculated?
calculated by dividing the total revenue total cost from the investment by the total investment cost and expressing the result as a percentage
90
is calculated by subtracting the total investment cost from the total returns generated by the investment.
Net gain
91
importance of ROI
-decision support -performance evaluation - resource allocation