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ICT317 IT Project Management Assignment Sample SUSS Singapore

Course participants will learn how to manage projects more effectively with these two modules. Module one covers the fundamentals of project management, which are essential for anyone who works on or plans large-scale IT initiatives like systems development; this includes understanding key concepts such as scope creep and why it’s important not only to know what needs done but also when they should happen during any given timeline as well as best practices around stakeholder engagement at every stage in order make sure everyone is happy before launching an album.

Module Two focuses specifically on managing multiple tasks simultaneously while juggling requests from different departments within your organization – including those pesky stakeholders again – and also covers how to successfully manage and execute a project plan.

The modules are highly interactive, with plenty of exercises for participants to complete as they learn. The goal is for everyone who completes the course to feel confident in their ability to manage projects effectively, regardless of whether this is their main responsibility or just one aspect of their job.

Project management can be a complex topic, but this course makes it easy to understand and apply the concepts in any professional context. Enrol now and start learning how to get projects done on time and within budget.

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The best way to get started with your ICT317 IT project management assignment is to first try a free sample. This will help you to get a feel for the type of work that is required and also gives you an idea of how to go about tackling the assignment.

Once you have tried a free sample, you can then start to prepare your assignment. Remember to include all of the necessary information, such as a project plan, budget and timeline.

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Assignment Activity 1: Describe and discuss the project management as a process within the context of an enterprise

Project management is a process within the context of an enterprise that enables it to achieve its strategic objectives by delivering completed projects on time, within budget, and to the specified quality standards.

A key part of project management is creating a project plan, which includes setting out the specific tasks that need to be done, who will do them, when they will be done, and how much they will cost. The project plan also identifies any potential risks and how they will be mitigated. Once the plan is in place, regular reviews are carried out to ensure that everything is on track.

If things go wrong or changes are required part way through a project, the project manager must be able to adapt quickly and effectively to ensure that the project is still completed on time, within budget, and to the required standard.

Assignment Activity 2: Take a disciplined, yet flexible approach to manage different types of IT projects

The key to successfully managing different types of IT projects is to have a disciplined yet flexible approach. This means having a clear process in place for how projects are run but being willing to adapt that process as needed to fit the specific project. For example, some projects may require more flexibility in terms of timeline or scope, while others may need stricter controls. The important thing is to be able to identify what each project needs and adjust your management accordingly.

Another key to successful project management is staying organized. This means having a clear system for tracking progress, communicating updates, and managing deadlines. By staying on top of things, you can avoid many of the common problems that can arise during a project.

Finally, it’s important to be proactive in addressing potential issues. This includes anticipating possible roadblocks and coming up with contingency plans, as well as being prepared to deal with unexpected problems. By taking a proactive approach, you can help ensure that your projects stay on track and within budget.

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Assignment Activity 3: Identify and describe the critical roles and responsibilities of stakeholders

There are several critical roles and responsibilities of stakeholders, which can be generally summarized into three categories: informational, operational, and financial.

Informational stakeholders include individuals or groups who need accurate and timely information to make informed decisions about the organization. Operational stakeholders are those who are responsible for carrying out the day-to-day operations of the company. And finally, financial stakeholders are those who have a vested interest in the financial performance of the company and can impact or be impacted by its success or failure.

Some specific examples of critical roles and responsibilities of stakeholders include:

  • Providing accurate and timely information about the company’s performance, plans, and prospects to investors, analysts, and other interested parties.
  • Keeping board members informed about the latest developments in the company and ensuring that they have all the information they need to make informed decisions.
  • Managing and overseeing the company’s day-to-day operations.

Assignment Activity 4: Initiate and plan an IT project using objective setting, risk management and scheduling techniques

When planning an IT project, it’s important to use objective setting, risk management and scheduling techniques to ensure success. By clearly defining objectives and risks from the outset, you can create a detailed plan that takes into account all potential obstacles and outcomes. This will help keep your project on track and avoid any costly surprises down the line. Additionally, using a schedule that outlines specific milestones and deadlines can help ensure that all tasks are completed promptly. By following these tips, you can successfully navigate your way through any IT project.

  1. Initiate the project: Once you have decided to undertake an IT project, the first step is to formally initiate it. This entails creating a project charter that formally authorizes the project and outlines its objectives, scope, and constraints. The charter should be approved by the organization’s leadership.
  2. Set objectives: The objectives of the project should be carefully defined and agreed upon by all stakeholders. They should be specific, measurable, achievable, relevant, and time-bound.
  3. Manage risks: Risks are an inherent part of any IT project. It’s important to identify and assess them early on so that they can be managed effectively.
  4. Schedule the project: The schedule should be based on the project’s objectives and risk assessment. It should be realistic and achievable, taking into account available resources.

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Assignment Activity 5: Recognize the advantages and disadvantages among the range of software development life cycle model used on IT projects

The two most common life cycle models used in software development are the waterfall model and the agile model.

The waterfall model is a sequential, or “top-down” approach that proceeds from initiation to completion in a strict sequence of steps. This model is well-suited for projects where requirements are stable and known in advance. However, it can be less flexible than other models and may not accommodate changes very well.

The agile model is a collaborative, “bottom-up” approach that allows for more flexibility and adaptability to change. This model is well-suited for projects where requirements are uncertain or evolving. However, it can be less structured than other models and may require more effort from team members to stay on track.

Each model has its advantages and disadvantages, so it’s important to choose the right one for each project. The waterfall model is good for projects with well-defined requirements while the agile model is better for projects with changing requirements.

Assignment Activity 6: Understand the role of vendors and integrate vendor relationship practices into the execution

A company needs to have a good relationship with its vendors. After all, the vendors are the ones who provide the goods and services that the company needs to function.

A company should make sure that it selects the right vendors and that it builds good relationships with them. The company should also ensure that it communicates clearly with the vendors and that it provides them with all of the information they need to do their job properly.

The company should also make sure that it respects the vendors’ time and that it does not ask them to do too many things at once. And finally, the company should thank the vendors for their hard work and let them know how much they appreciate their efforts.

All of these things will help to build a strong relationship between the company and its vendors, which is essential for a smooth and successful business operation.

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Assignment Activity 7: Perform the major activities of project control and closure

The main activities of project control and closure are the execution and verification of the project plan, which includes controlling and reporting on the progress of the work, tracking changes, managing risks and issues, and finalizing deliverables.

Closing a project includes verifying that all deliverables have been met according to the agreed-upon specifications, preparing for handover or transfer of responsibility to another team or division, closing out contracts and accounts, and archiving documentation.

Project control is essential to keeping a project on track and within budget. It includes activities such as monitoring progress, tracking changes, and managing risks and issues.

Project closure is the process of finishing a project and tying up loose ends. It includes activities such as verifying that all deliverables have been met, preparing for handover or transfer of responsibility, closing out contracts and accounts, and archiving documentation.

Assignment Activity 8: Identify effective communication, team building and relationship concepts that can improve the project

There are a few key concepts that can help improve communication, team building and relationships within a project team:

  1. Active listening – This involves truly paying attention to what the other person is saying, without letting your thoughts and biases get in the way. It’s important to be able to understand their perspective and where they’re coming from.
  2. Respect – Treating others with respect is crucial in any relationship, whether it’s professional or personal. Everyone deserves to be treated fairly and with dignity.
  3. Open communication – This means being willing to share information openly and candidly, without fear of judgment or retribution. It’s important to feel like you can voice your opinion freely without repercussions.
  4. Trust – Building trust is essential for any strong relationship. It takes time and effort, but it’s worth it in the end. When you trust someone, you’re willing to put your faith in them and believe that they have your best interests at heart.

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Assignment Activity 9: Recognize the quality and cultural change issues inherent in implementing IT project management

Recognizing the quality and cultural change issues inherent in implementing IT can be difficult for project managers. However, it is important to be aware of these issues to avoid potential problems down the road. Quality issues can arise from poor communication, inadequate testing, or incorrect specifications. Cultural change issues can occur when employees are resistant to new technology or processes. By being aware of these potential issues, project managers can take steps to avoid or mitigate them.

  • poor communication can lead to quality issues.
  • inadequate testing can lead to quality issues.
  • incorrect specifications can lead to quality issues.
  • employees may resist new technology or processes, leading to cultural change issues.
  • project managers must be aware of potential quality and cultural change issues to avoid or mitigate them.

Assignment Activity 10: Identify the critical factors in multi-project management and project portfolio management, including the interplay between business and technology issues, intra-organizational issues, resource management and cost-benefit analysis

Managing a multi-project portfolio is complex, and depends on several factors, including the following:

1) The management style and approach – this includes the level of detail that is required, the decision-making process, communication methods, and so on.

2) The business and technology context – for example, how well the different projects align with the company’s overall strategy and goals, how reliant different projects are on other projects or systems within the organization, and how easily changes can be made to project scope or timelines given existing technology constraints.

3) The maturity of the organization’s project management processes – this includes things like standardizing project management methodologies across all projects ( waterfall vs. agile), setting up clear lines of communication and responsibility between different departments (e.g. business vs. IT), and having a centralized system for tracking project progress and performance.

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Assignment Activity 11: Identify the strategic business and technology drivers of project selection and prioritization and use checklists of these drivers in project and program reviews

Several strategic business and technology drivers can be used to select and prioritize projects. The key is to use checklists of these drivers in project and program reviews so that all decision-makers can be sure that the most important factors are considered.

Some of the most important strategic business drivers include:

  • Maximizing shareholder value
  • Increasing market share
  • Reducing costs
  • Expanding into new markets or segments
  • Enhancing product differentiation
  • Improving operational efficiency or agility

Technology drivers can include things like system reliability and availability, performance requirements, compatibility with other systems, security and compliance needs, and so on. It’s important to consider both types of drivers when making decisions about project selection and prioritization. Using checklists can help make sure that all factors are considered.

Assignment Activity 12: Develop multi-project and program plans using project dependency analysis, risk analysis, architectural/infrastructure planning, resource management, project categorization and other techniques

Developing a project plan is essential for any organization looking to undertake a project. Project dependency analysis, risk analysis, architectural/infrastructure planning, and resource management are all important aspects of creating a successful project plan. By using these tools, organizations can develop a detailed roadmap that accounts for potential problems and helps ensure that all necessary resources are available when needed.

Project dependency analysis is the process of assessing how different projects are related to each other. This information can then be used to create a program plan or hierarchy diagram that shows the relationship between different projects. Risk analysis is the identification and assessment of risks associated with a given project. This information can then be used to create risk mitigation plans and help ensure that potential problems are taken into account.

Architectural/infrastructure planning is the process of designing the overall structure of a project. This includes assessing the needs of the project and designing a system that can meet those needs. Resource management is the process of allocating resources to different projects. By using this tool, organizations can ensure that they have the necessary resources available when needed.

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Assignment Activity 13: Identify the role of a Project Management Office in a multi-project management context

A Project Management Office (PMO) is a department or office within an organization that is dedicated to providing project management support to the organization.

The role of a PMO in a multi-project management context can vary depending on the size and complexity of the organization, but typically includes activities such as creating and maintaining standardized project management processes and tools, providing training and resources for project managers, tracking and reporting on project statuses, and facilitating the communication between projects.

A PMO can be a valuable resource for organizations that are managing multiple projects simultaneously, as it can help to ensure that all projects are following standardized processes and are communicating effectively with one another. However, it is important to note that a PMO is not always necessary and may not be applicable in all organizations.

Assignment Activity 14: Development approaches in the multi-project context

There are a few different development approaches that can be taken in a multi-project context:

  1. A centralized approach, where there is one team responsible for managing all of the projects.
  2. A federated approach, where each project has its team but there is also a central coordinating body.
  3. A decoupled approach, where each project is managed independently and there is no central coordination.

Which approach is best will depend on the specific context of the situation. In some cases, a centralized approach may be the best option to ensure consistency and coordination across all projects. In other cases, a decoupled approach may be preferable to allow for more flexibility and autonomy. There is no one right answer, and the best approach will vary depending on the specific situation.

Assignment Activity 15: Influence others in the organization regarding the improvement of multi-project management

To influence others in your organization regarding the improvement of multi-project management, you need to be able to articulate the benefits of doing so. Multi-project management can help improve efficiency and communication within an organization, as well as help better prioritize projects. If you can show how these benefits will positively impact the organization as a whole, you’ll be more likely to get others on board. Additionally, it may be helpful to suggest specific changes that could be made to improve multi-project management, so that others can see that you’re not just talking in generalities. By being clear and concise about the benefits of improved multi-project management, you’ll be more likely to successfully influence others in your organization.

To improve multi-project management within your organization, you need to first get everyone on board with the idea. This means influencing others within the organization to see the value in improving how projects are managed and working together collaboratively.

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