Thus, computing includes designing and building hardware and software systems for a wide range of purposes; processing, structuring, and managing various kinds of information; doing scientific studies using computers; making computer systems behave intelligently; creating and using communications and entertainment media; finding and gathering information relevant to any particular purpose, and so on. The list is virtually endless, and the possibilities are vast.
Estimate project costs and schedules. Establish a dependable project control and monitoring system. Tools Project management is a challenging task with many complex responsibilities.
Fortunately, there are many tools available to assist with accomplishing the tasks and executing the responsibilities. Some require a computer with supporting software, while others can be used manually.
Project managers should choose a project management tool that best suits their management style.
No one tool addresses all project management needs. Both of these project management tools can be produced manually or with commercially available project management software.
Both charts display the total project with all scheduled tasks shown in sequence. The displayed tasks show which ones are in parallel, those tasks that can be performed at the same time.
The activities are the tasks of the project. The milestones are the events that mark the beginning and the end of one or more activities. Determine the proper sequence of activities.
This step may be combined with 1 above since the activity sequence is evident for some tasks. Other tasks may require some analysis to determine the exact order in which they should be performed.
Construct a network diagram. Using the activity sequence information, a network diagram can be drawn showing the sequence of the successive and parallel activities. Arrowed lines represent the activities and circles or "bubbles" represent milestones. Estimate the time required for each activity. Weeks are a commonly used unit of time for activity completion, but any consistent unit of time can be used.
A distinguishing feature of PERT is it's ability to deal with uncertainty in activity completion times. For each activity, the model usually includes three time estimates: Optimistic time - the shortest time in which the activity can be completed. Most likely time - the completion time having the highest probability.
Pessimistic time - the longest time that an activity may take. From this, the expected time for each activity can be calculated using the following weighted average: Determine the critical path. The critical path is determined by adding the times for the activities in each sequence and determining the longest path in the project.
The critical path determines the total calendar time required for the project. The amount of time that a non-critical path activity can be delayed without delaying the project is referred to as slack time. If the critical path is not immediately obvious, it may be helpful to determine the following four times for each activity: The earliest start and finish times of each activity are determined by working forward through the network and determining the earliest time at which an activity can start and finish considering its predecessor activities.
The latest start and finish times are the latest times that an activity can start and finish without delaying the project. LS and LF are found by working backward through the network. The difference in the latest and earliest finish of each activity is that activity's slack. The critical path then is the path through the network in which none of the activities have slack.
The variance in the project completion time can be calculated by summing the variances in the completion times of the activities in the critical path.
Given this variance, one can calculate the probability that the project will be completed by a certain date assuming a normal probability distribution for the critical path.
The normal distribution assumption holds if the number of activities in the path is large enough for the central limit theorem to be applied. Update the PERT chart as the project progresses.
As the project unfolds, the estimated times can be replaced with actual times. In cases where there are delays, additional resources may be needed to stay on schedule and the PERT chart may be modified to reflect the new situation.
An example of a PERT chart is provided below: Improved forecasting of resource requirements.The objective of this task area is to support the development and deployment of integrated information systems, which includes the integration of technical components, information technology components, organizational components and documentation.
Integration . Robert Williams, Director of Global Information Services. Vantage West Credit Union. Company overview: Vantage West is a full-service financial institution.
We offer a wide array of personal and business accounts, ranging from savings and checking accounts, to loans, mortgages, merchant services, consumer credit cards, and much more.
CompTIA projects the global information technology industry will grow at a rate of % in The optimistic upside forecast is in the % range, with a downside floor of %.
Growth expectations for the U.S. market are in line with the global projection. Oct 29, · Implementation of Information Technology in Health Care systems often requires changes in work duties and processes either simultaneously or before application of the new technology, However, studies show that almost %70 of IT implementation projects failed.
In the context of the decision-making analyses that use information technology, _____ analysis is available in spreadsheet programs such as Microsoft Excel.
what-if _____ perform well at simple, repetitive tasks and can be used to . The Factor Analysis of Information Risk (FAIR) main document, "An Introduction to Factor Analysis of Information Risk (FAIR)", Risk Management Insight LLC, November ; outline that most of the methods above lack of rigorous definition of risk and its factors.
FAIR is not another methodology to deal with risk management, but it complements existing methodologies.