I need 1500 words
MITS5001 Assignment 2 MITS5001 IT Project Management Research Report July 2019 MITS5001 Assignment 2 Copyright © 2015-2018 VIT, 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 researching 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 be 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 brief 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 Copyright © 2015-2018 VIT, All Rights Reserved. 3 • 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 Library has access to an extensive array of on-line journals including IEEE and ACM journals. You can access these online Journals through the library’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 Library 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 Copyright © 2015-2018 VIT, All Rights Reserved. 4 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, but please remember we only see the last submission, and the date and time you submitted will be taken from that submission. Your document should be a single word or pdf document containing your report. Microsoft Word - 15 - Podean, 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 marius.podean@econ.ubbcluj.ro, dan.benta@econ.ubbcluj.ro, cristian.mircean@siemens.com 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 correlated 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 bring evidence of risks as the team efficacy, diverse un-correlations 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 boundaries of the Project Time Management and Project Risk Management. It can be regarded 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 bring 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. 4/2010 157 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, resource 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