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Unit 9 IT Project Management
Dening the many approaches used in IT projects
Introducon to the unit
In this unit, I'll look at the basics of several project management approaches applied in the IT
business. Second, I'll deliver a good IT project by learning and using at least three disnct project
methods, as well as understanding the ve major phases of a project. Finally, I'll take my IT project a
step further by invesgang an issue and then applying my creave talents to come up with a
diverse set of answers.
PRINCE2 is a term that stands for "Project Management in a PRINCE2 is a procedure system for
managing projects that is extensively employed by the United Kingdom government. Prince2 is well
and frequently applied in the community industry in the UK, Northern Ireland, and the rest of the
globe. The term 'PRINCE2' is a trademarked project management tool that delivers semi project
management advice.
PRINCE2 has a long and rich history
PRINCE2 has a lengthy history, beginning in 1989 when the Government Computer and
Telecommunicaons Agency invented it (CCTA). In 2010, the State Commerce Best Monitoring
Business funcons were added to the cabinet post.
The cornerstone of PRINCE2 was PROMPT (a project management approach created by O9en with
Systems Ltd with 1975 and recognised by internaonal o=ce in 1979 as a result of the legacy to use
for all public informaon systems).
When PRINCE was originally presented in 1989, it was a huge hit, and PROMPT fell out of favour with
government organisaons. The copyright of this technique belongs to the Crown, and it is retained
within the domain.
The following is a list of PRINCE2 denions
• SU (Star ng a Project) – This is to guarantee that the project's big shareholders are all on onboard
and that it is both proper and useful. The task mandate, which would be a document issued by the
commission organisaon that denes the project's reasons and goals, and also rising cost and me
esmates, is also the enabler for the project's start.
The primary procedure is carried out just once every project and is aimed at obtaining the
appropriate licence for starng the project government. The Crown owns the copyright on this
approach, which is kept within the ownership.
There are six main steps to consider while starng a project:
- Recruing managers & project managers - Keeping track of prior lessons learned - forming and
selecng project delivery teams - creang summary market cases - selecng project methods and
developing project briefs - Scheduling the rst stages of acvity.
• Star ng a project (IP) - This stage is conducted to ensure that the project manager, as well as
external stakeholders and investors, understand the following points.
The following are the project tasks: - What would be done - Why will it be done and also what
advantages will it give - How will this be performed - How will di=cules or issues be managed -
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How will required characteriscs be achieved - How will the project progress be monitored and
controlled - Who must be connected or communicated with by whom, once, and in what format
These are all of the acons that take place throughout the Iniang phase and are all connected to
the development of product management, providing informaon on the topics listed above. As a
result, the project board will be able to assess the project's viability.
Project direc on (DP) enables the project board to transfer regular responsibilies to a project
manager while making essenal choices and training the project's ulmate management. The
project board may provide o=cial approval to a providing advice, approve commitment resources,
or respond to an excepon situaon, for example.
Controlling each stage (CS) - This approach describes the project manager's acons throughout each
management stage of a project, which includes approving project acvity, assessing stage progress,
and sending the appropriate reports to the project board.
Managing the delivery process (MP) - This approach would specify the responsibilies and dues of
the group manager in their funcon as a dealer. This funcon's mission is to meet the objecves of a
work items deal.
When employing the MP approach to full each task package, there are three phases:
Approval of the work item entails the following steps: Compleon of a work package entails the
following steps: It's essenal that each team and project manager agree on the work package's
informaon. For example, what programmes can the team adopt, what limitaons might have that
prevent it from going in this direcon, tolerances for monitoring their acons, and also what money
are available.
Execu on of Work Packages: This process includes assigning tasks, assessing progress, and staying
up to current on the certainly part with data on actuals & new projecons. Types of leadership
would also generate daily checkpoint reports at intervals dened in the work package.
Comple on of the job package: Before delivering the box with all of its contents and products, the
team leader all must double-check that each item is authorised by the appropriate characters, as
well as that all necessary and crucial rst-class acons have been completed. It is then handled and
nished by checking the work item les, which may contain the items current reputaon and good
check in.
• Se+ng up a stage barrier (SB) and keeping it in place – This method will provide relevant and
accurate data for establishing the project's feasibility, as well as for introducing a stage plan and
modifying the project's assignment start documents.
Depending on the degree, this approach may also contain ve dues that the project leader must
remember to do once. When a task meets an excepon, which necessitates the deployment of an
excepon plan, these acons are carried out the most e=ciently.
The steps are as follows
Ge+ng ready for the next step:
Any repeats to the assignment method or reputaon criteria should always be communicated to the
project manager in order to be ready for another common graph with the same level of detail. Once
the discourse has been nished, the task manager will analyse the task iniaon documentaon at
some me during the iniaon stage.
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Keeping track of the project's progress
The assignments plan must be kept up to date at all mes, including the current stage's actual
results as well as new me and cost forecasts for the balance of the mission.
Keeping the case up - to - date entails the following steps:
As part of this strategy, the challenge inspector may review the risk register to determine if the
assignment's accumulated risk exposure is suitable for the risk level of tolerance. If necessary, the
risk and hard indicators should be adjusted and preserved on a regular basis to prevent the hazard
tolerance level from increasing.
Another opon is for the task manager to review and appraise the mission's advantages at every
stage.
The signicance of roles in PRINCE2 methodology
Project manager - A project manager is somebody in charge of developing and managing a projects
for their own personal gain that will ulmately extend their company as their popularity develops
over the period of a year or two.
Managers are also in responsible of purchasing a project from beginning to end, which includes
people management, resources, and scope in order to nish the project and iniate it.
Lead Developer - This posion entails aEending a series of workshops and meengs geared to the
fears and requirements of tech team leaders. The three key topics of each event are team,
innovaon, and tools. These primary subjects were developed and have been to help with the most
common praccal issues in these elds.
Quality assurance - The posion was created to avoid mistakes, accidents, and faults in
manufactured products, as well as issues when shipping and delivering goods and services to
customers. This is partly described as quality management, that emphasises the importance of
meeng quality requirements.
IT Technician - Because everyone engaged will be xing and maintaining computer servers, this role
is also essenal. Building and installing equipment, updang so9ware packages, and nally building
and managing computer systems might all be added to a technician's responsibilies.
QA Test — The nal crical duty would be that of QA Experts, who are either testers and problem
soluons. Tesng sites and technologies for weaknesses, reporng any faults, and guaranteeing that
those faults are xed are all part of the work.
RAD employs a four-step cyclical method for project management:
• Gathering requirements – That is the rst step, and the most essenal aspect to consider while
designing so9ware or apps is the user's demands. Furthermore, this project management plan (RAD)
must start with dening what the project is intended to accomplish and whether it will be
accomplished a9er development. Throughout this stage, designers and users will collaborate to
idenfy the project's aims and goals, as well as any current or projected mistakes that will need to
be corrected throughout construcon.
• User design - During this phase, customers collaborate with smart developers to ensure that their
desires are realised at every stage of the design process. Furthermore, it's similar to so9ware
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Unit 9 IT Project Management
Dening the many approaches used in IT projects
Introducon to the unit
In this unit, I'll look at the basics of several project management approaches applied in the IT
business. Second, I'll deliver a good IT project by learning and using at least three disnct project
methods, as well as understanding the ve major phases of a project. Finally, I'll take my IT project a
step further by invesgang an issue and then applying my creave talents to come up with a
diverse set of answers.
PRINCE2 is a term that stands for "Project Management in a PRINCE2 is a procedure system for
managing projects that is extensively employed by the United Kingdom government. Prince2 is well
and frequently applied in the community industry in the UK, Northern Ireland, and the rest of the
globe. The term 'PRINCE2' is a trademarked project management tool that delivers semi project
management advice.
PRINCE2 has a long and rich history
PRINCE2 has a lengthy history, beginning in 1989 when the Government Computer and
Telecommunicaons Agency invented it (CCTA). In 2010, the State Commerce Best Monitoring
Business funcons were added to the cabinet post.
The cornerstone of PRINCE2 was PROMPT (a project management approach created by O9en with
Systems Ltd with 1975 and recognised by internaonal o=ce in 1979 as a result of the legacy to use
for all public informaon systems).
When PRINCE was originally presented in 1989, it was a huge hit, and PROMPT fell out of favour with
government organisaons. The copyright of this technique belongs to the Crown, and it is retained
within the domain.
The following is a list of PRINCE2 denions
• SU (Star ng a Project) – This is to guarantee that the project's big shareholders are all on onboard
and that it is both proper and useful. The task mandate, which would be a document issued by the
commission organisaon that denes the project's reasons and goals, and also rising cost and me
esmates, is also the enabler for the project's start.
The primary procedure is carried out just once every project and is aimed at obtaining the
appropriate licence for starng the project government. The Crown owns the copyright on this
approach, which is kept within the ownership.
There are six main steps to consider while starng a project:
- Recruing managers & project managers - Keeping track of prior lessons learned - forming and
selecng project delivery teams - creang summary market cases - selecng project methods and
developing project briefs - Scheduling the rst stages of acvity.
• Star ng a project (IP) - This stage is conducted to ensure that the project manager, as well as
external stakeholders and investors, understand the following points.
The following are the project tasks: - What would be done - Why will it be done and also what
advantages will it give - How will this be performed - How will di=cules or issues be managed -
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How will required characteriscs be achieved - How will the project progress be monitored and
controlled - Who must be connected or communicated with by whom, once, and in what format
These are all of the acons that take place throughout the Iniang phase and are all connected to
the development of product management, providing informaon on the topics listed above. As a
result, the project board will be able to assess the project's viability.
Project direc on (DP) enables the project board to transfer regular responsibilies to a project
manager while making essenal choices and training the project's ulmate management. The
project board may provide o=cial approval to a providing advice, approve commitment resources,
or respond to an excepon situaon, for example.
Controlling each stage (CS) - This approach describes the project manager's acons throughout each
management stage of a project, which includes approving project acvity, assessing stage progress,
and sending the appropriate reports to the project board.
Managing the delivery process (MP) - This approach would specify the responsibilies and dues of
the group manager in their funcon as a dealer. This funcon's mission is to meet the objecves of a
work items deal.
When employing the MP approach to full each task package, there are three phases:
Approval of the work item entails the following steps: Compleon of a work package entails the
following steps: It's essenal that each team and project manager agree on the work package's
informaon. For example, what programmes can the team adopt, what limitaons might have that
prevent it from going in this direcon, tolerances for monitoring their acons, and also what money
are available.
Execu on of Work Packages: This process includes assigning tasks, assessing progress, and staying
up to current on the certainly part with data on actuals & new projecons. Types of leadership
would also generate daily checkpoint reports at intervals dened in the work package.
Comple on of the job package: Before delivering the box with all of its contents and products, the
team leader all must double-check that each item is authorised by the appropriate characters, as
well as that all necessary and crucial rst-class acons have been completed. It is then handled and
nished by checking the work item les, which may contain the items current reputaon and good
check in.
• Se+ng up a stage barrier (SB) and keeping it in place – This method will provide relevant and
accurate data for establishing the project's feasibility, as well as for introducing a stage plan and
modifying the project's assignment start documents.
Depending on the degree, this approach may also contain ve dues that the project leader must
remember to do once. When a task meets an excepon, which necessitates the deployment of an
excepon plan, these acons are carried out the most e=ciently.
The steps are as follows
Ge+ng ready for the next step:
Any repeats to the assignment method or reputaon criteria should always be communicated to the
project manager in order to be ready for another common graph with the same level of detail. Once
the discourse has been nished, the task manager will analyse the task iniaon documentaon at
some me during the iniaon stage.
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Keeping track of the project's progress
The assignments plan must be kept up to date at all mes, including the current stage's actual
results as well as new me and cost forecasts for the balance of the mission.
Keeping the case up - to - date entails the following steps:
As part of this strategy, the challenge inspector may review the risk register to determine if the
assignment's accumulated risk exposure is suitable for the risk level of tolerance. If necessary, the
risk and hard indicators should be adjusted and preserved on a regular basis to prevent the hazard
tolerance level from increasing.
Another opon is for the task manager to review and appraise the mission's advantages at every
stage.
The signicance of roles in PRINCE2 methodology
Project manager - A project manager is somebody in charge of developing and managing a projects
for their own personal gain that will ulmately extend their company as their popularity develops
over the period of a year or two.
Managers are also in responsible of purchasing a project from beginning to end, which includes
people management, resources, and scope in order to nish the project and iniate it.
Lead Developer - This posion entails aEending a series of workshops and meengs geared to the
fears and requirements of tech team leaders. The three key topics of each event are team,
innovaon, and tools. These primary subjects were developed and have been to help with the most
common praccal issues in these elds.
Quality assurance - The posion was created to avoid mistakes, accidents, and faults in
manufactured products, as well as issues when shipping and delivering goods and services to
customers. This is partly described as quality management, that emphasises the importance of
meeng quality requirements.
IT Technician - Because everyone engaged will be xing and maintaining computer servers, this role
is also essenal. Building and installing equipment, updang so9ware packages, and nally building
and managing computer systems might all be added to a technician's responsibilies.
QA Test — The nal crical duty would be that of QA Experts, who are either testers and problem
soluons. Tesng sites and technologies for weaknesses, reporng any faults, and guaranteeing that
those faults are xed are all part of the work.
RAD employs a four-step cyclical method for project management:
• Gathering requirements – That is the rst step, and the most essenal aspect to consider while
designing so9ware or apps is the user's demands. Furthermore, this project management plan (RAD)
must start with dening what the project is intended to accomplish and whether it will be
accomplished a9er development. Throughout this stage, designers and users will collaborate to
idenfy the project's aims and goals, as well as any current or projected mistakes that will need to
be corrected throughout construcon.
• User design - During this phase, customers collaborate with smart developers to ensure that their
desires are realised at every stage of the design process. Furthermore, it's similar to so9ware
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