CISA Domain 3 Exam Study Comprehensive
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Terms in this set (159)
Level 1 - Initial - processes are poorly controlled
Level 2 - Managed - process is characterized for
projects.
Level 3 - Defined - documented process
Capability Maturity characterized for the organization and is proactive
Models Level 4 - Quantitatively Managed - Process is
measured and controlled. Quantitative quality goals
can be reached.
Level 5 - Optimizing - Focus is on process
improvement
The use of automated tools to aid in the software
development process. Their use may include the
application of software tools for software
requirements capture and analysis, software design,
code production, testing, document generation and
Computer Aided Software other software development activities.
Engineering (CASE) Upper CASE - Products used to describe and
document business and application requirements
Middle CASE - Products used for developing the
detailed designs.
Lower CASE - Products involved with the generation
of program code and database definitions.
, Objective is to ensure that IT and the business fulfill
their value management responsibilities, particularly
that:
IT-enabled business investments achieve the
promised benefits and deliver measurable business
Benefits Realization value.
Required capabilities are delivered on time, both with
respect to schedule and time-sensitive market. Within
budget.
IT services and other IT assets continue to contribute
to business value.
Like projects, they have a limited time frame and
organizational boundaries. Differentiator is that
Programs programs are more complex, usually have a longer
duration, a higher budget and higher risk associated
with them.
Large scale enterprise resource planning (ERP)
system, organizational realignment, business process
Examples of Programs
reengineering (BPR) and optimization, training and
development.
Successful execution of programs including:
management of program scope, financials, schedules,
Objective of Program
objectives and deliverables. Program context and
Management
environment. Program communication and culture.
Program organization.
Very similar methodology and processes and run in
Program MGMT vs Project
parallel to each other. They must not be combined
MGMT methodology
and have to be handled and carried out separately
Some form of written assignment from the program
sponsor(owner) to the program manager and the
program team is required. Programs most often
Starting a program
emerge from projects, such an assignment is
important to set the program context and boundaries
as well as formal management authority.
, Defined as all the projects being carried out in an
organization at a given point in time(snapshot).
Project Portfolio Projects of a program belong to the company's
project portfolio as do projects that are not
associated with a program.
Optimization of the results of the project portfolio
(not individual projects)
Objectives of project
Prioritizing and scheduling projects
portfolio management
Resource coordination (internal and external)
Knowledge transfer throughout the projects
Mandatory for project portfolio management. It must
Project Portfolio Database include project data such as owner, schedules,
objectives, project type, status, cost, etc.
Are a project portfolio bar chart, a profit versus risk
Project Portfolio Reports
matrix, a project portfolio progress graph, etc.
A packaged business software system that allows an
organization to automate and integrate the majority of
Enterprise Resource
its business processes, share common data and
Planning - ERP
practices across the entire organization and produce
and access information in a real time environment.
The thorough analysis and significant redesign of
business processes and management systems to
Business Process
establish a better performing structure, more
Reengineering - BPR
responsive to the customer base and market
conditions, while yielding material cost savings.
, An important consideration in any IT project. Provides
the information required for an organization to decide
whether a project should proceed. Either the first step
in a project or a precursor to the commencement of a
project. If at any stage of the project the business
case is thought to be no longer valid, through
increased costs or reduction in the anticipated
Business Case
benefits, the project sponsor or IT steering committee
should consider whether to continue. In a well
planned project, there will be stage gates or kill
points at which the business case is formally reviewed.
If the business case is changed during the course of a
project, the project should be reapproved through
the departmental planning and approval process.
Questions and Answers Recently Updated
Solution
Save
Terms in this set (159)
Level 1 - Initial - processes are poorly controlled
Level 2 - Managed - process is characterized for
projects.
Level 3 - Defined - documented process
Capability Maturity characterized for the organization and is proactive
Models Level 4 - Quantitatively Managed - Process is
measured and controlled. Quantitative quality goals
can be reached.
Level 5 - Optimizing - Focus is on process
improvement
The use of automated tools to aid in the software
development process. Their use may include the
application of software tools for software
requirements capture and analysis, software design,
code production, testing, document generation and
Computer Aided Software other software development activities.
Engineering (CASE) Upper CASE - Products used to describe and
document business and application requirements
Middle CASE - Products used for developing the
detailed designs.
Lower CASE - Products involved with the generation
of program code and database definitions.
, Objective is to ensure that IT and the business fulfill
their value management responsibilities, particularly
that:
IT-enabled business investments achieve the
promised benefits and deliver measurable business
Benefits Realization value.
Required capabilities are delivered on time, both with
respect to schedule and time-sensitive market. Within
budget.
IT services and other IT assets continue to contribute
to business value.
Like projects, they have a limited time frame and
organizational boundaries. Differentiator is that
Programs programs are more complex, usually have a longer
duration, a higher budget and higher risk associated
with them.
Large scale enterprise resource planning (ERP)
system, organizational realignment, business process
Examples of Programs
reengineering (BPR) and optimization, training and
development.
Successful execution of programs including:
management of program scope, financials, schedules,
Objective of Program
objectives and deliverables. Program context and
Management
environment. Program communication and culture.
Program organization.
Very similar methodology and processes and run in
Program MGMT vs Project
parallel to each other. They must not be combined
MGMT methodology
and have to be handled and carried out separately
Some form of written assignment from the program
sponsor(owner) to the program manager and the
program team is required. Programs most often
Starting a program
emerge from projects, such an assignment is
important to set the program context and boundaries
as well as formal management authority.
, Defined as all the projects being carried out in an
organization at a given point in time(snapshot).
Project Portfolio Projects of a program belong to the company's
project portfolio as do projects that are not
associated with a program.
Optimization of the results of the project portfolio
(not individual projects)
Objectives of project
Prioritizing and scheduling projects
portfolio management
Resource coordination (internal and external)
Knowledge transfer throughout the projects
Mandatory for project portfolio management. It must
Project Portfolio Database include project data such as owner, schedules,
objectives, project type, status, cost, etc.
Are a project portfolio bar chart, a profit versus risk
Project Portfolio Reports
matrix, a project portfolio progress graph, etc.
A packaged business software system that allows an
organization to automate and integrate the majority of
Enterprise Resource
its business processes, share common data and
Planning - ERP
practices across the entire organization and produce
and access information in a real time environment.
The thorough analysis and significant redesign of
business processes and management systems to
Business Process
establish a better performing structure, more
Reengineering - BPR
responsive to the customer base and market
conditions, while yielding material cost savings.
, An important consideration in any IT project. Provides
the information required for an organization to decide
whether a project should proceed. Either the first step
in a project or a precursor to the commencement of a
project. If at any stage of the project the business
case is thought to be no longer valid, through
increased costs or reduction in the anticipated
Business Case
benefits, the project sponsor or IT steering committee
should consider whether to continue. In a well
planned project, there will be stage gates or kill
points at which the business case is formally reviewed.
If the business case is changed during the course of a
project, the project should be reapproved through
the departmental planning and approval process.
