Unit 9 IT Project Management – Assignment 1
Project Management – An inves ga on
Learning Aim A: inves gate the principles and methodologies of IT project management as
used in industry
Josh Forman – 221657
In order to complete this assignment, I will research, assess, and describe the various project
management approaches applied by various sectors, along with the organisa onal
frameworks that underpin each project's execu on.
The Project Management Frameworks Used in Various IT Projects
A project is a group of tasks that need to be nished in order to accomplish a par cular
objec ve. The prac ce of accomplishing project objec ves in a workforce while staying
within predetermined parameters is known as IT project management. In the beginning
stages of development, project informa on is generated and supplied. The objec ve, me,
and money are the main scope restric ons. The expecta ons of what the project should
achieve are known as the scope, the start and comple on dates of the project are known as
the me, and the cost of the resources allocated expressly to accomplishing the goal is
known as the budget. So ware applica on development, IT system and network installa on,
and data gathering and analysis are common tasks in IT projects.
Cycle of a project
A project passes through a series of stages known as the project life cycle. There are ve
steps in all, which are shown below:
- Ini a ng: The project charter, which establishes the project's vision through the use
of documents that you hope to accomplish through the business, and the
stakeholder register, which entails simply including and engaging the stakeholders in
the project in order to secure their approval, comprise the two dis nct processes
that make up this stage of the project life cycle.
- Planning: It's important to understand the project's objec ve and determine how it
will be carried out during this phase. In order to present you a clear image of what
the project needs to achieve, the following ques ons should be answered.
Speci cally, what will we do? What approach are we going to take? Will we begin at
what me? When are we going to know we're done? As all of this is typically done in
a team, it is necessary for everyone to collaborate in order to set up the
infrastructure and allocate responsibili es.
, - Execu ng: In order to nish the task within the budgetary constraints by alloca ng
cost expenses for resources, both human and machine resources are required at this
step. The establishment of the project team, stakeholder involvement, and
par cipa on from the project managers, execu ves, sponsors, users, and consumers
are all included in this. Making ensuring the result sa s es the quality standard
requires a comprehensive inspec on of the execu on, which is known as quality
assurance. The execu ng phase necessitates communica on since stakeholders and
the client must be informed of the project's advancement. Client management: this
helps the project team understand what needs to be done, lowers stress levels, and
makes it much easier to nish tasks and meet deadlines.
- Monitoring and Controlling: This phase entails keeping an eye on the project's overall
development. Keeping everyone on the team informed and vigilant about tracking
and repor ng raises awareness of poten al issues before they get out of hand. Time
constraints should be the main area of a en on to make sure the project is not
going behind schedule. One way to stop this from happening is to regularly check in
with people to see whether they are ful lling their responsibili es.
- Closing: This is the last phase of the project life cycle, and it requires more than just
declaring the work completed. Obtaining approval from the client, stakeholders, and
project sponsor (if applicable) is necessary to formally end the project. In order to
ensure proper closure, addi onal steps in this stage include verifying that the project
was completed on schedule, holding a review mee ng to recognise the project's
successes and lessons learned, archiving project records, and formally relieving the
project team of their responsibili es.
The Features of Various Methodologies Used in IT Projects
Project IN Controlled Environments (PRINCE2)
(source - h ps://www.theknowledgeacademy.com/_ les/images/
The_7_di erent_Processes_of_PRINCE2.png)
, This strategy divides the project into smaller phases and clearly de nes responsibili es and
tasks in order to manage resources and reduce risks.
A project must rst be started by pu ng together a team and designa ng a project board,
a er which the project brief must be prepared, the project's methodology must be
understood, and the business case must be clearly stated. Project control is needed while
star ng a project. This includes developing project les and project ini a on documents,
ne-tuning business cases, and doing preliminary planning and risk management. In general,
All that is required to direct a project is to provide the go-ahead for its beginning,
comple on of each stage, and closure. Controlling a stage basically entails keeping an eye on
the personnel, tracking advancement, looking into or repor ng problems, controlling risk,
and going over the stages. A component of managing product delivery involves accep ng,
carrying out, and delivering work packages. Overseeing a Stage Boundary comprises
organising and revising a stage, the project board, and the business case, registers, and
excep ons plans. Lastly concluding a project, which involves decommissioning it and
reviewing its successes and shortcomings at the conclusion.
To ensure that the PRINCE2 framework func ons well at each step, the following seven
principles must be followed:
- Con nued Business Jus ca on: A con nuous evalua on of the project's development
over the course of its en re life cycle.
- Learn from Experience: The management team and others who took part in the project can
use this as a teaching moment to avoid repea ng the same mistakes in the future.
- De ned Roles and du es: A project's structure consists of four layers: corporate, project
board, project manager, and team. Members may be allocated mul ple roles and share
du es.
- Manage by phases: Because PRINCE2 is intended to be a step-by-step procedure, risks and
the project plan must be adjusted as you go between phases.
- Manage by Excep on: Tolerance is a component of every project goal, helping to establish
boundaries and specify authority distribu on.
A performance range known as tolerance enables employees to make changes to the
por on of the project they are working on without ge ng permission.
- Product Focus: Deliverables' quality must be the top priority.
Project Management – An inves ga on
Learning Aim A: inves gate the principles and methodologies of IT project management as
used in industry
Josh Forman – 221657
In order to complete this assignment, I will research, assess, and describe the various project
management approaches applied by various sectors, along with the organisa onal
frameworks that underpin each project's execu on.
The Project Management Frameworks Used in Various IT Projects
A project is a group of tasks that need to be nished in order to accomplish a par cular
objec ve. The prac ce of accomplishing project objec ves in a workforce while staying
within predetermined parameters is known as IT project management. In the beginning
stages of development, project informa on is generated and supplied. The objec ve, me,
and money are the main scope restric ons. The expecta ons of what the project should
achieve are known as the scope, the start and comple on dates of the project are known as
the me, and the cost of the resources allocated expressly to accomplishing the goal is
known as the budget. So ware applica on development, IT system and network installa on,
and data gathering and analysis are common tasks in IT projects.
Cycle of a project
A project passes through a series of stages known as the project life cycle. There are ve
steps in all, which are shown below:
- Ini a ng: The project charter, which establishes the project's vision through the use
of documents that you hope to accomplish through the business, and the
stakeholder register, which entails simply including and engaging the stakeholders in
the project in order to secure their approval, comprise the two dis nct processes
that make up this stage of the project life cycle.
- Planning: It's important to understand the project's objec ve and determine how it
will be carried out during this phase. In order to present you a clear image of what
the project needs to achieve, the following ques ons should be answered.
Speci cally, what will we do? What approach are we going to take? Will we begin at
what me? When are we going to know we're done? As all of this is typically done in
a team, it is necessary for everyone to collaborate in order to set up the
infrastructure and allocate responsibili es.
, - Execu ng: In order to nish the task within the budgetary constraints by alloca ng
cost expenses for resources, both human and machine resources are required at this
step. The establishment of the project team, stakeholder involvement, and
par cipa on from the project managers, execu ves, sponsors, users, and consumers
are all included in this. Making ensuring the result sa s es the quality standard
requires a comprehensive inspec on of the execu on, which is known as quality
assurance. The execu ng phase necessitates communica on since stakeholders and
the client must be informed of the project's advancement. Client management: this
helps the project team understand what needs to be done, lowers stress levels, and
makes it much easier to nish tasks and meet deadlines.
- Monitoring and Controlling: This phase entails keeping an eye on the project's overall
development. Keeping everyone on the team informed and vigilant about tracking
and repor ng raises awareness of poten al issues before they get out of hand. Time
constraints should be the main area of a en on to make sure the project is not
going behind schedule. One way to stop this from happening is to regularly check in
with people to see whether they are ful lling their responsibili es.
- Closing: This is the last phase of the project life cycle, and it requires more than just
declaring the work completed. Obtaining approval from the client, stakeholders, and
project sponsor (if applicable) is necessary to formally end the project. In order to
ensure proper closure, addi onal steps in this stage include verifying that the project
was completed on schedule, holding a review mee ng to recognise the project's
successes and lessons learned, archiving project records, and formally relieving the
project team of their responsibili es.
The Features of Various Methodologies Used in IT Projects
Project IN Controlled Environments (PRINCE2)
(source - h ps://www.theknowledgeacademy.com/_ les/images/
The_7_di erent_Processes_of_PRINCE2.png)
, This strategy divides the project into smaller phases and clearly de nes responsibili es and
tasks in order to manage resources and reduce risks.
A project must rst be started by pu ng together a team and designa ng a project board,
a er which the project brief must be prepared, the project's methodology must be
understood, and the business case must be clearly stated. Project control is needed while
star ng a project. This includes developing project les and project ini a on documents,
ne-tuning business cases, and doing preliminary planning and risk management. In general,
All that is required to direct a project is to provide the go-ahead for its beginning,
comple on of each stage, and closure. Controlling a stage basically entails keeping an eye on
the personnel, tracking advancement, looking into or repor ng problems, controlling risk,
and going over the stages. A component of managing product delivery involves accep ng,
carrying out, and delivering work packages. Overseeing a Stage Boundary comprises
organising and revising a stage, the project board, and the business case, registers, and
excep ons plans. Lastly concluding a project, which involves decommissioning it and
reviewing its successes and shortcomings at the conclusion.
To ensure that the PRINCE2 framework func ons well at each step, the following seven
principles must be followed:
- Con nued Business Jus ca on: A con nuous evalua on of the project's development
over the course of its en re life cycle.
- Learn from Experience: The management team and others who took part in the project can
use this as a teaching moment to avoid repea ng the same mistakes in the future.
- De ned Roles and du es: A project's structure consists of four layers: corporate, project
board, project manager, and team. Members may be allocated mul ple roles and share
du es.
- Manage by phases: Because PRINCE2 is intended to be a step-by-step procedure, risks and
the project plan must be adjusted as you go between phases.
- Manage by Excep on: Tolerance is a component of every project goal, helping to establish
boundaries and specify authority distribu on.
A performance range known as tolerance enables employees to make changes to the
por on of the project they are working on without ge ng permission.
- Product Focus: Deliverables' quality must be the top priority.
