MITS5001 Assignment 2
MITS5001
IT Project Management
Research Report
July 2019
MITS5001 Assignment 2
Copyright © XXXXXXXXXXVIT, All Rights Reserved. 2
Research Report (Individual Assignment) - 10% (Due week 8)
Objective(s)
This assessment item relates to the unit learning outcomes as in the unit descriptor. This
assessment is designed to improve student presentation skills and to give students experience in
esearching a topic and writing a report relevant to the Unit of Study subject matter.
INSTRUCTIONS
For this component you will prepare a report or critique on an industry project related to IT
Project Management. The paper you select must be directly relevant to the topic. The paper can
e from any academic conference or other relevant Journal or online sources such as Google
Scholar, Academic department repositories etc... All students must select a different project,
thus the project must be approved by your instructor or tutor before proceeding. In case two
students are wanting to report on the same project, the first who emails the instructor with their
choice will be allocated that project (provided it is acceptable). Note: popular magazine articles,
web sites and blogs are not academic sources.
Your report should be limited to approx. 1500 words (not including references). Use 1.5 spacing
with a 12 point Times New Roman font. Though your paper will largely be based on the chosen
article, you can use other sources to support your discussion. Citation of sources is mandatory
and must be in the IEEE style.
Your report or critique must include:
• Title Page: The title of the assessment, the name of the project you are reviewing and
your name and student ID.
• Introduction: A statement of the purpose for your report and a
ief outline of how you
will discuss the selected article (one or two paragraphs). Make sure to identify the
article being reviewed.
• Body of Report: Describe the intention and content of the article. Research an IT
industry project and present your findings on how was the project managed,
methodology used or your recommendation, what was implemented well in the project
and any lessons learnt.
MITS5001 Assignment 2
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• Conclusion: A summary of the points you have made in the body of the paper. The
conclusion should not introduce any ‘new’ material that was not discussed in the body
of the paper. (One or two paragraphs)
• References: A list of sources used in your text. They should be listed alphabetically by
(first) author’s family name. Follow the IEEE style.
• The footer must include your name, student ID, and page number.
Resources
There are a number of resources you can utilize for finding academic articles and you should
make the most of these resources.
1. The VIT Li
ary has access to an extensive a
ay of on-line journals including IEEE and
ACM journals. You can access these online Journals through the li
ary’s subscription to
the ProQuest platform. You can access this platform by finding the ‘ProQuest academic
platform’ link on the StudyBoard@vit home page, towards the bottom of the page in
the left column under the heading Resources & Services.
2. Please also refer to the link in the same section on ‘Scholarly Article Searching’. This will
show you how to search or articles of the type required for this assignment.
3. In the same section, additionally refer to the link ‘VIT Li
ary Referencing’. This link
discusses a number of referencing styles. Different types of Journals will require
different styles of referencing and citation, but this assignment requires the IEEE style.
Commonly associated with Engineering and Science disciplines. This style is discussed in
the document and provides examples and links to further resources.
4. Google Scholar ‘https:
scholar.google.com.au/‘ is a separate google search engine that
will help you search for scholarly articles (Journal articles and conference papers etc..). It
will generally not have access to the resources that Proquest above does as these are
usually paid sites. However Google Scholar does index an extremely large amount of
scholarly articles located in open access conferences, Journals and academic web sites.
Please go through the above notes ‘Scholarly Article Searching’ to find out how to use
Google Scholar.
https:
scholar.google.com.au
https:
scholar.google.com.au
MITS5001 Assignment 2
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Submission Guidelines
All submissions are to be submitted through turn-it-in. Drop-boxes linked to turn-it-in will be set
up in the Unit of Study Moodle account. Assignments not submitted through these drop-boxes
will not be considered.
Submissions must be made by the due date and time (which will be in the session detailed above)
and determined by your Unit coordinator. Submissions made after the due date and time will be
penalized at the rate of 10% per day (including weekend days).
The turn-it-in similarity score will be used in determining the level if any of plagiarism. Turn-it-in
will check conference web-sites, Journal articles, the Web and your own class member
submissions for plagiarism. You can see your turn-it-in similarity score when you submit your
assignment to the appropriate drop-box. If this is a concern you will have a chance to change
your assignment and re-submit. However, re-submission is only allowed prior to the submission
due date and time. After the due date and time have elapsed you cannot make re-submissions
and you will have to live with the similarity score as there will be no chance for changing. Thus,
plan early and submit early to take advantage of this feature. You can make multiple submissions,
ut please remember we only see the last submission, and the date and time you submitted will
e taken from that submission.
Your document should be a single word or pdf document containing your report.
Microsoft Word XXXXXXXXXXPodean, Benta, Mircean.docx
156 Informatica Economică vol. 14, no. 4/2010
Overlapping Boundaries of the Project Time Management and
Project Risk Management
Ioan Marius PODEAN1, 2, Dan BENŢA1, 2, and Cristian MIRCEAN1
1Siemens AG., Corporate Technology, Project and Risk Management, Munich, Germany
2Faculty of Economics and Business Administration,
Babeş-Bolyai University of Cluj-Napoca, Romania
XXXXXXXXXX
cluj.ro, XXXXXXXXXX
cluj.ro, XXXXXXXXXX
Based on utility function, milestones during project and/or the end of projects or programme
may be categorized in what are called soft-deadline and hard-deadline. In contrast with the
soft-end projects, the hard-end projects posses a decrease of utility function with a vertical
asymptote character around the deadline for project completion. In extreme situations, the
utility function itself may fall under zero (projects may generate losses to both constructor
and customer). Existing risk analysis methodologies observe risks from monetary terms. The
typical risks are co
elated with an increase in final project costs. In order to estimate hard-
deadline milestones and/or end of projects or programme is critical to employ the time
dimension rather than the typical cost-based risk analysis. Here, we comprehensively
describe a structured methodology that focuses on minimizing and mitigating project specific
delay risks. The method may supplement existing cost-based risk analysis in projects. We aim
to elegantly combine moderation techniques to reveal the intrinsic risk of the projects. In
addition to the technical risks, the moderation techniques are able to
ing evidence of risks
as the team efficacy, diverse un-co
elations or miss-understanding about the roles of the
team members in the team – most of the project soft risk. Described methodology encourages
the common understanding of risks for participants, crystallizing the essence of what can go
wrong in complex situations and where the opportunities can be unlocked.
Keywords: Project Management, Risk Management, Time Management, Deadline, Delays
Introduction
In this paper we describe overlapping
oundaries of the Project Time Management
and Project Risk Management. It can be
egarded as a special case of the risk
management, when from the project
objectives the timely achievement of
milestones and/or end-of-project is critical.
In addition to critical situations, there are
projects (e.g., software development projects)
where the time is the essential characteristic;
the development time is directly translated in
cost of personnel.
By definition, project risks are uncertain
events or conditions that, if occurs has a
negative effect on a project’s objectives.
Contrasting, positive uncertain events are
called opportunities. More, risk management
aims its practices to be tailored to the project
and congruent with the organizational
culture, processes and assets. Risks are
unequally important, that's why it is very
important to filter and prioritize risks for
further attention. Organizations have
increasingly been using projects to achieve
their strategic objectives [6]. Projects are
dealing with increasing complexity,
uncertainty, and ambiguity affecting
organizations and the socioeconomic
environment within which they operate [2].
Through projects, resources and
competencies are mobilized to
ing about
strategic change, and thereby create
competitive advantage and other sources of
value [1].
Known as project planning or project
scheduling, Project Time Management
includes the activities and processes required
to manage timely completion of the project
and is a project management subcategory.
Time Management has been identified as one
of the core functions in project management.
The PMI® standards [7],[8] define project
1
Informatica Economică vol. 14, no. 4/ XXXXXXXXXX
time management processes to include the
following:
Definition – The process of identifying
the specific actions to be performed to
produce the project deliverables;
Sequence – The process of identifying
and documenting relationships among
the project activities;
Resources – The process of estimating
the type and quantities of material,
people, equipment, or supplies required
to perform each activity;
Durations – The process of
approximating the number of work
periods needed to complete individual
activities with estimated resources;
Develop Schedule – The process of
analyzing activity sequences, durations,
esource requirements, and schedule
constraints to create the project schedule;
Control Schedule – The process of
monitoring the status of the project to
update project progress and managing
changes to the schedule baseline.
In the context