WGU - Intro to IT - D322 - Full study guide sections 2-8
WGU - Intro to IT - D322 - Full study guide sections 2-8
Study online at https://quizlet.com/_d6s4nq
1. Specifically, IT functions cover communication
five different domains: data collection and management
information security management
consumer relationship management
process improvement
2. IT governance is 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 key stakeholders in an organization.
3. Network administrators set up, maintain, and monitor the hardware and software
that support the networking components of the computer
systems.
4. Systems administrators set 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.
5. Web administrators control the outward-facing content on an organization's web-
site and intranets and ensure that the sites function and inte-
grate with back-end systems, such as supporting databases.
6. Database administrators configure and troubleshoot an organization's data reposito-
ries.
7. Cybersecurity analysts monitor the behaviors of the system components for anom-
alies and malicious attacks. They also put measures in place
to deter, detect, and mitigate internal and external threats.
8. Technical support specialists provide end-user training and help users resolve issues ac-
cessing resources and systems.
1
, WGU - Intro to IT - D322 - Full study guide sections 2-8
WGU - Intro to IT - D322 - Full study guide sections 2-8
Study online at https://quizlet.com/_d6s4nq
9. Outsourcing uses the resources and skills of a developed workforce from
an external organization.
10. Insourcing assigns a project to employees within the organization. In-
sourcing generally requires the development of new opera-
tions and processes, making it an expensive option.
11. The project management life initiation, planning, execution, and closure.
cycle is represented differently
in various models, but projects
generally include four phases:
12. Project initiation 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 pro-
vide 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.
13. 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.
2
, WGU - Intro to IT - D322 - Full study guide sections 2-8
WGU - Intro to IT - D322 - Full study guide sections 2-8
Study online at https://quizlet.com/_d6s4nq
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.
14. Project planning (2 of 2) defines the project scope and drafts a project management
plan. The project management plan identifies project re-
sources, including cost and time estimations. A project gen-
erally 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
3
, WGU - Intro to IT - D322 - Full study guide sections 2-8
WGU - Intro to IT - D322 - Full study guide sections 2-8
Study online at https://quizlet.com/_d6s4nq
15. Project Execution 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 performance is constantly observed during the execu-
tion 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.
16. Project Closure 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 a part of this phase, allowing
members of the project team to reflect on strengths and
opportunities for improvement.
17. Risks in execution typically revolve around budget, people, technology, equip-
ment, and stakeholder support. Issues that can deem a pro-
ject unsuccessful include cost overrun, insufficient staff, inad-
equate 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.
18. Risks of integration The outcome of a project will likely affect other systems and
processes in an organization. Risks of integration can be mit-
igated by assessing potential disruptions, ensuring adequate
support from stakeholders, and having a shared understand-
ing of the project's complexity.
Two key strategies to successfully identify risks are frequent
4
WGU - Intro to IT - D322 - Full study guide sections 2-8
Study online at https://quizlet.com/_d6s4nq
1. Specifically, IT functions cover communication
five different domains: data collection and management
information security management
consumer relationship management
process improvement
2. IT governance is 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 key stakeholders in an organization.
3. Network administrators set up, maintain, and monitor the hardware and software
that support the networking components of the computer
systems.
4. Systems administrators set 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.
5. Web administrators control the outward-facing content on an organization's web-
site and intranets and ensure that the sites function and inte-
grate with back-end systems, such as supporting databases.
6. Database administrators configure and troubleshoot an organization's data reposito-
ries.
7. Cybersecurity analysts monitor the behaviors of the system components for anom-
alies and malicious attacks. They also put measures in place
to deter, detect, and mitigate internal and external threats.
8. Technical support specialists provide end-user training and help users resolve issues ac-
cessing resources and systems.
1
, WGU - Intro to IT - D322 - Full study guide sections 2-8
WGU - Intro to IT - D322 - Full study guide sections 2-8
Study online at https://quizlet.com/_d6s4nq
9. Outsourcing uses the resources and skills of a developed workforce from
an external organization.
10. Insourcing assigns a project to employees within the organization. In-
sourcing generally requires the development of new opera-
tions and processes, making it an expensive option.
11. The project management life initiation, planning, execution, and closure.
cycle is represented differently
in various models, but projects
generally include four phases:
12. Project initiation 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 pro-
vide 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.
13. 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.
2
, WGU - Intro to IT - D322 - Full study guide sections 2-8
WGU - Intro to IT - D322 - Full study guide sections 2-8
Study online at https://quizlet.com/_d6s4nq
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.
14. Project planning (2 of 2) defines the project scope and drafts a project management
plan. The project management plan identifies project re-
sources, including cost and time estimations. A project gen-
erally 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
3
, WGU - Intro to IT - D322 - Full study guide sections 2-8
WGU - Intro to IT - D322 - Full study guide sections 2-8
Study online at https://quizlet.com/_d6s4nq
15. Project Execution 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 performance is constantly observed during the execu-
tion 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.
16. Project Closure 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 a part of this phase, allowing
members of the project team to reflect on strengths and
opportunities for improvement.
17. Risks in execution typically revolve around budget, people, technology, equip-
ment, and stakeholder support. Issues that can deem a pro-
ject unsuccessful include cost overrun, insufficient staff, inad-
equate 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.
18. Risks of integration The outcome of a project will likely affect other systems and
processes in an organization. Risks of integration can be mit-
igated by assessing potential disruptions, ensuring adequate
support from stakeholders, and having a shared understand-
ing of the project's complexity.
Two key strategies to successfully identify risks are frequent
4
