Domain 3 Vocabulary Flashcards
The application of knowledge, skills, tools and techniques to a broad range of activities to achieve a stated objective, such as meeting the defined user requirements, budget and deadlines for an IS project.
project management
The project manager does not have formal management authority
Functional-structured organization
The project manager has formal authority over those taking part in the project
Project-structured organization
Type of management authority that is shared between the project manager and department heads
matrix-structured organization
Which role….
o Provides overall direction and ensures appropriate representation of the major stakeholders in the project outcome
o Is ultimately responsible for all deliverables, project costs and schedules
o Includes a senior representative from each business area that will be significantly impacted by the proposed new system or system modification
o Requires the project manager to be a member of this committee
o Gives authority to each member to make decisions related to system designs that will affect their respective departments
o Includes the project sponsor, who assumes overall ownership and accountability of project and chairs the steering committee
o Reviews project progress regularly and holds emergency meetings when required
o Serves as a project coordinator and advisor; therefore, members should be available to answer questions and make user-related decisions about system and program design
o Takes corrective action if necessary due to project progress and issues escalated to the committee
Project steering committee
Which role….
o Demonstrates commitment to the project, which ensures involvement by those needed to complete the project
o Approves necessary resources to complete the project
Senior Management
Which role…
o Provides funding for the project
o Works closely with the project manager to define the critical success factors and metrics for measuring success of the project
o Assumes ownership of data and application
o Is typically the senior manager in charge of the primary business unit that the application will support
Project Sponsor
Which role…
o Assumes ownership of the project and resulting system
o Allocate qualified representatives to the team
o Actively participates in business process redesign, system requirements definition, test case development, acceptance testing and user training
o Reviews and approves system deliverables as they are defined and implemented
User management
Which role…
o Completes assigned tasks
o Communicates effectively with the systems developers by actively involving themselves in the development projects as subject matter experts
o Works according to local standards
o Advises the project manager of expected and actual project plan deviations
User project team
Which role….
o Provides day-to-day management and leadership of the project
o Ensures that project activities remain in line with the overall direction
o Ensures appropriate representation of the affected departments
o Ensures that the project adheres to local standards
o Ensures that deliverables meet the quality expectations of key stakeholders
o Resolves interdepartmental conflicts
o Monitors and controls costs and the project timetable
o Often facilitates the definition of the project scope, manages the budget and controls the activities via a project schedule
o Has a line responsibility for personnel when projects are staffed by personnel dedicated to the project
Project manager
Which role….
o Reviews results and deliverables within each phase and at the end of each phase and confirms compliance with requirements. The points where reviews occur depend on the:
o System development life cycle (SDLC) methodology used
o Structure and magnitude of the system
o Impact of potential deviations
o May review appropriate process-based activities related to either project management or the use of specific software engineering processes within a particular lifecycle phase. This is crucial to completing a project on schedule and within budget and in achieving a given software process maturity level
o Has the objective to ensure the quality of the project by measuring the adherence of the project staff to the enterprise SDLC, advise on the deviations, and propose recommendations for process improvements or greater controls points when deviations occur
Quality assurance (QA)
Which role….
o Provides technical support for hardware and software environments by developing, installing, and operating the requested system
o Provides assurance that the system is compatible with the enterprise computing environment and strategic IT direction
o Assumes operating support and maintenance activities after installation
Systems development management
Which role….
o Completes assigned tasks
o Communicates effectively with users by actively involving them in the development process
o Works according to local standards
o Advises the project manager of necessary project plan deviations
Systems development project team
Which role….
o Ensures system controls and supporting processes provide an effective level of protection, based on the data classification set in accordance with enterprise security policies and procedures
o Consults throughout the life cycle on appropriate security measures that should be incorporated into the system
o Reviews security test plans and reports prior to implementation
o Evaluates security-related documents developed for reporting the system security effectiveness for accreditation
o Periodically monitors the security system effectiveness during its operational life
Security officer
Which role….
o Applies scientific and engineering principles to identify security vulnerabilities and minimize or contain risk associated with these vulnerabilities
o Defines the needs, requirements, architectures and designs to construct network, platform and application constructs according to the principles of both defense in breadth and security in depth
Information system security engineer
Which role…
o Ensures that applicable data privacy considerations are made to ensure that the rights of data subjects are upheld, by ensuring that proper system controls and supporting processes provide required privacy-related requirements in line with the enterprise privacy program
Privacy Officer
Defined as all of the projects being carried out in an enterprise at a given point in time
project portfolio
Group of projects and tasks that are closely linked together through common strategies, objectives, budgets and schedules.
program
As an owner of the project management and program management process, must be permanent structure and adequately staffed to provide professional support in these areas to maintain current, and develop new, procedures and standards. The objective of is to improve project and program management quality and secure project success, but it can focus only on activities and tasks and not on project or program content.
PMO
May be measured as value of benefits over costs, which then can be compared with the enterprise costs of funds, to make a go/no-go decision.
ROI
States the objective of the project, the stakeholders of the new system, the project manager and sponsor
project charter
o One-on-one meetings – one-on-one meetings and a project start workshop help to facilitate two-way communication between the project team members and the project manager.
o Kick-off meetings – A kick-off meeting may be used by a project manager to inform the team of what must be done for the project. Communications involving significant project events should be documented as part of the project artifacts (project charter meeting, kick-off meeting, gate reviews, stakeholder meetings, etc.)
o Project start workshops – a preferred method to ensure that communication is open and clear among the project team members is to use a project start workshop to obtain cooperation from all team members and buy-in from stakeholders. This helps develop a common overview of the project and communicates the project culture early in the project.
o A combination of the three – An enterprise may choose to use two or more of these methods to initiate a project.
How the initiation of a project may be achieved
Specific action statements that support attainment of project goals.
Project objectives
It presents the individual components of the solution and their relationships to each other in a hierarchical manner, either graphically or in a table; can help, especially when dealing with intangible project results, such as organizational enterprise development, to ensure that a material deliverable is not overlooked.
object breakdown structure (OBS)
Designed to structure all the tasks that are necessary to build up the elements of the OBS during the project; represents the project in terms of manageable and controllable units of work, serves as a central communications tools in the project and forms the baseline for cost and resource planning.
work breakdown structure (WBS)
Must have a distinct owner and a list of main objectives and may have a list of additional objectives and out-of-scope objectives.
work packages (WP)
What stage of the project?
o Scope of the project (with agreement from stakeholders)
o Various tasks that need to be performed to produce the expected business application system
o Sequence or order in which these tasks need to be performed
o Duration of time window for each task
o Priority of each task
o IT and non-IT supporting resources that are available and required to perform these tasks
o Budget or cost for each of these tasks
o Source and means of funding for labor, services, materials, and plant and equipment resources involved in the project
Project planning
By using estimates from prior projects, the project manager can develop the estimated cost for a new project. This is the quickest estimation technique.
Analogous estimating
The project manager looks at the same past data that were used in analogous estimating and leverages statistical data (estimated employee hours, material costs, technology, etc.) to develop the estimate. This approach is more accurate that analogous estimation.
Parametric estimating
In this method, the costs of each activity in the project is estimated to the greatest detail (example – starting at the bottom), and then all the costs are added to arrive at the cost estimate of the entire project. Although the most accurate estimate, this is the most time-consuming approach.
Bottom-up estimating
Like analogous estimate, this approach takes an extrapolation from the actual costs that were incurred on the same system during past projects
Actual costs
Methods of determining the relative physical size of the application software to be developed. Estimates can be used to:
* guide the allocation of resources
* judge the time and cost required for its development
* compare the total effort required for the resources
-Has been performed using single-point estimations (based on a single parameter), such as source lines of code (SLOC
-Current technologies now take the form of more abstract representations, such as diagrams, objects, spreadsheet cells, database queries and graphical user interface (GUI) widgets. These technologies are more closely related to functionality deliverables than to work or lines that need to be created.
Software Size Estimation
Multiple-point technique used for estimating complexity in developing large business applications; Measure of the size of an IS based on the number and complexity of the inputs, outputs, files, interfaces and queries with which a user sees and interacts. This is an indirect measure of software size and the process by which it is developed versus direct size-oriented measures, such as SLOC counts.
Function Point Analysis
Chart shows when an activity should begin and when it should end along a timeline. The charts also show which activities can occur concurrently and which activities must be completed sequentially; also can reflect the resources assigned to each task and by what percent allocation, and aid in identifying activities that have been completed early or late by comparison to a baseline. Progress of the entire project can be ascertained to determine whether the project is behind, ahead or on schedule compared to the baseline project plan; can also be used to track the achievement of milestones or significant accomplishments for the project, such as the end of a project phase or completion of a key deliverable.
Gantt charts
Sequence of activities that produces the longest path through a project; are important because, if everything goes according to schedule, they help estimate the shortest possible completion time for the overall project.
critical path
Activities that are not in the critical path, which if the difference between the latest possible completion time of each activity that will not delay the completion time overall project and the earliest possible completion time based on the predecessor activities.
slack time
CPM-type technique that uses three estimates of each activity duration. The three estimates are reduced to a single number (by applying a mathematical formula), and then the classic CPM algorithm is applied; is often used in system development project with uncertain durations (pharmaceuticals reach or complex software development). The first step is to identify all the activities and related events/milestones of the project and their relative sequence.
Program Evaluation Review Technique (PERT)
Project management technique for defining and deploying software deliverables within a relatively short and fixed time period and with predetermined specific resources. There is a need to balance software quality and meet the delivery requirements; can be used to accomplish prototyping or rapid application development (RAD)-type approaches in which key features are to be delivered in a short time frame. Key features include interfaces for future integrations. The major advantage of this approach is that it prevents project cost overruns and delays from scheduled delivery. The project does not necessarily eliminate the need for a quality process. The design and development phase is shortened due to the use of newer developmental tools and techniques. The preparation of test cases and testing requirements are easily documented as a result of end-user participation. System test and user acceptance testing are normally performed together.
Timebox Management
After planning efforts have been completed, the program manager, in coordination with the PMO, starts the actual project of the planned tasks as described in the plans, processes and procedures. The program and project management team initiates monitoring of internal team production and quality metrics and monitors these metrics from contractors and vendors. A key success factor is the project’s oversight of the integrated team in the IT system requirements, architecture, design, development, testing, implementing and transitioning to production operations.
Project execution
Activities of a project include management of scope, resource usage and risk. It is important that new requirements for the project be documented and, if approved, allocated appropriate resources. Control of change during a project ensures that projects are completed within stakeholder requirements of time, use of funds and quality objectives. Stakeholder satisfaction should be addressed with effective and accurate requirements capture, proper documentation, baselining and skilled steering committee activity.
Project Controlling and Monitoring
Process by which the project budget is spent. To determine whether actual spending is in line with planning spending resource usage must be measured and reported. In addition to spending, productivity must be monitored to determine if resource allocation is on task. Whether this is happening can be checked with a technique called earned value analysis (EVA).
EVA consists of comparing the metrics at regular intervals during the project, such as:
* Budget to date
* Actual spending to date
* Estimate to complete
* Estimate at completion
Management or Resource Usage
Defined as an uncertain event or condition that would impact relevant aspects of the project. There are two main categories of project risk: the category that impacts the business benefits (and therefore, endangers the reasons for the project’s existence) and the category that impacts the project itself. The project sponsor is responsible for mitigating the first category of risk and the project manager is responsible for mitigating the second category.
Management of Risk
Requires careful documentation in the form of a WBS. This documentation forms part of the project plan or the project baseline. Changes to the scope almost invariably lead to changes in required activities and impact deadlines and budget. Therefore, it is necessary to have a change management process, including a formal change request submitted to the project manager. Only stakeholders are allowed to submit change requests. Copies of all change requests should be archived in the project file. The project manager judges the impact of each change request (on behalf of the sponsor) and decides whether to recommend the change. If the change is accepted, the project manager is instructed to update the project plan to reflect the requested change. The updated project plan must be formally confirmed by the project sponsor – accepting or rejecting the recommendation of the change advisory board.
Management of Scope Changes
New or modified system will be handed over to the users and/or system support staff. At this point, any outstanding issues will need to be assigned. The project sponsor should be satisfied that the system produced is acceptable and ready for delivery.
Project closing
Typically completed after the project has been in use (or in production) for some time – long enough to realize its business benefits and costs and measure the project overall success and impact on the business units. Metrics used to quantify the value of the project include total cost of ownership (TCO) and ROI.
Postimplementation review
Should be a key element of the decision process throughout the life cycle of any project. . If, at any stage, ??? is thought to no longer be valid, the project sponsor or IT steering committee should consider whether the project should proceed. If the ??? changes during an IT project, the project should be reapproved through the departmental planning and approval process.
Business case
In a well-planned project, there will be decision points, at which a business case is formally reviewed to ensure that it is still valid
stage gates or kill points
Undertaken as part of the project initiation/planning. This is an early study of a problem to assess if a solution is practical and meets requirements within established budgets and schedule requirements. Will normally include the following six elements:
1. Project Scope - Definition of the business problem and/or opportunity to be addressed. It should be clear, concise and to the point.
2. Current Analysis - Definition and establishment of an understanding of a system, a software project, etc. Based on this analysis, it may be determined that the current system or software product is working correctly, some minor modifications are needed, or a complete upgrade r replacement is required. At this point in the process, the strengths and weaknesses of the current system or software project are identified.
3. Requirements – Definition of project requirements based on stakeholder needs and constraints. Defining requirements for software differs from defining requirements for systems. The following are examples of needs and constraints used to define requirements:
a. Business, contractual and regulatory processes
b. End-user functional needs
c. Technical and physical attributes defining operational and engineering parameters
4. Approach – Definition of a course of action to satisfy the requirements for a recommended system and/or software solution. This step clearly identifies the alternatives that were considered and the rationale for why the preferred solution was selected. This is the process wherein the use of existing structures and commercial alternatives are considered (build vs buy decisions)
5. Evaluation – Examination of the cost-effectiveness of the project based on the previously completed elements within the feasibility study. The final report addresses the cost-effectiveness of the approach selected. Elements of the final report include:
a. The estimated total cost of the project if the preferred solution is selected, and the alternates to provide a cost comparison, including:
i. Estimate of employee hours required to complete
ii. Material and facility costs
iii. Vendors and third-party contractors’ costs
b. Project schedule start and end dates
c. A cost and evaluation summary encompassing cost-benefit analysis, ROI, etc.
6. Review – Reviews (formal) of the previously completed elements of the feasibility study to validate the completeness and accuracy of the feasibility study and render a decision to either approve or reject the project or ask for corrections before making a final decision. The review and report are conducted with all key stakeholders. If the feasibility study is approved, all key stakeholders signed the document. Rationale for rejection of the feasibility study should be explained
feasibility study
Part of a life cycle process with defined phases applicable to deployment, maintenance and retirement. In this process, each phase is an incremental step that lays the foundation for the next phase, which ensures effective management control in building and operating business application systems.
Business application development
Collect, collate, store, archive and share information with business users and various applicable support functions on a need-to-know basis. Thus, sales data are made available to accounts, administration, governmental levy payment departments, etc. Regulatory levy fulfillment (tax compliance) is also addressed by the presence of organization-centric applications; Usually use the SDLC or other, more detailed software engineering approaches for development.
Organization-centric
Provide different views of date for their performance optimization. This objective includes decision support systems (DSSs) and geographic information systems (GISs). Most of these applications are developed using alternative development approaches.
End-user-centric
Life cycle verification approach that ensures that any potential mistakes are corrected early and not solely during final acceptance testing. The life cycle approach is the oldest and most commonly used model for developing business applications. This approach works best when project requirements are likely to be stable and well defined. It facilitates the determination of a system architecture relatively early in the development effort. This approach is based on a systematic, sequential approach to system and/or software development. The traditional approach is useful in web applications in which prototypes of screens are necessary to aid in the completion of the requirements and design.
* Requirements
* Design
* Implementation
* Verification
* Maintenance
The primary advantage of the waterfall approach is that it provides a template into which methods for the requirements (example – definition, design, programming, etc.) can be place. However, some of the problems encountered with this approach include:
* Unanticipated events that result in iterations, creating problems in implementing the approach
* Difficulty obtaining an explicit set of requirements from the customer/user, which the approach requires
* Managing requirements and convincing the user about the undue or unwarranted requirements in the system functionality, which may lead to conflict in the project
* The necessity of customer/user patience, which is required because, with this approach, a working version of the system’s programs will not be available until late in the project’s lifecycle
* A changing business environment that alters or changes the customer/user requirements before they are delivered
Traditional waterfall
Model is a cyclical process in which business requirements are developed and tested in iterations until the entire application is designed, built and tested. During each ???, the development process goes through each phase, from requirements through testing, and each subsequent cycle incrementally improves the process. This model is suitable for large projects and allows for independent features to be delivered to users periodically.
Some of the problems encountered with this approach include the following:
* Additional and more complex project management may be required
* Risk analysis is required more often and likely by an efficient and highly qualified resource
* Overall project completion date may be ambiguous.
Iteration
Emphasizes the relationship between development phases and testing levels. The most granular testing – the unit test – occurs immediately after programs have been written to identify and fix defects at an early stage. Following this model, testing validates the detailed design. System testing relates to the architectural specification of the system to verify that it meets the specified requirements while final UAT references the requirements (software meets the business needs). UAT is user-friendly and makes sure that the software functions correctly in real-world scenarios.
Provides many advantages, particularly for smaller projects. This is a highly disciplined model with strict phases and verification and validation activities through the development life cycle. This emphasis on discipline and testing can give greater assurance that users requirements are met, and security is maintained during development.
Some of the problems encountered with this approach:
* The inflexibility may make it hard to leverage for complex projects or projects with a high-probability of change to occur during development.
* Concurrent events or development dependencies may cause delays to the overall development timeline
* An overreliance on documentation may lead to less time being spent on the development
verification and validation model, also called the V-model or V-shaped model