WGU - Intro to IT - D322 - Full study guide sections 2-8

WGU - Intro to IT - D322 - Full study guide sections 2-8

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Specifically, IT functions cover five different domains: communication

data collection and management information security management consumer relationship management process improvement IT governance isthe 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 administratorsset up, maintain, and monitor the hardware and software that support the networking components of the computer systems.Systems administratorsset up, maintain, and monitor devices that support business operations. These devices include anything from projectors and smartboards in a training room to the devices in the server room.Web administratorscontrol the outward-facing content on an organization's website and intranets and ensure that the sites function and integrate with back-end systems, such as supporting databases.Database administratorsconfigure and troubleshoot an organization's data repositories.Cybersecurity analystsmonitor 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 specialistsprovide end-user training and help users resolve issues accessing resources and systems.

Outsourcinguses the resources and skills of a developed workforce from an external organization.Insourcingassigns 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 initiationbroadly 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 ExecutionDuring 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 ClosureAt 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 executiontypically 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 integrationThe 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 creepuncontrolled change of a project's scope, typically adding tasks and increased, unplanned costs to the project Budget riskbudget control issues, such as underestimated or improper allocation of cost Resistance to changedepartments and individuals resist organizational changes resulting from the project Resource riskinability to secure sufficient resources for the project ex.Mei is concerned that some team members may become unavailable during the project.Contract riska vendor fails to deliver on contractual obligations Disputes riskDisputes or disagreements between project participants Project dependenciesespecially when completion of some tasks is dependent on the completion of other tasks

Project assumptions riskwhen assumptions about the project are invalidated during project development Benefit shortfallthe project meets the requirements but delivers fewer benefits than outlined in the business case Requirements quality riskrequirements have not been properly validated or documented Force majeure riskthe chance of a major negative event beyond human control, such as a natural disaster Software Development Life CyclePlanning, Design, Implementation, Testing, Deployment, Maintenance System Development Life CycleRequirement Analysis, Design, Implementation, Testing The goal of the requirements analysis isto determine what services the system will provide, identify any conditions (such as time constraints and security), and define how users will interact with the system.Requirements analysis requiressignificant 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 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.The requirements analysis process consists of three steps:1). Compiling and analyzing the needs of the system use 2). Negotiating with project stakeholders on trade-offs between wants, needs, costs, and feasibility 3). Developing a set of requirements identifying the necessary features and services of the completed system The system requirement specification (SRS) is a written agreement between all parties that records the system requirements and guides system development. The SRS also helps resolve disputes that arise during development. Because of how important the SRS is in the development process, organizations such as IEEE and large systems clients, such as the U.S. Department of Defense, have adopted standards for requirement specifications.The SRS should clearly define objectives to determine a system's success. Too often, however, the SRS fails to delineate the system objectives.