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  8.   <title>Weekly Overview</title>
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  27.  
  28. <body>
  29.   <h2 class="large-text">Introduction</h2>
  30.   <p><br /><span style="color: #000000;"><img src="http://imgs.xkcd.com/comics/prometheus.png"
  31.        alt="Image result for xkcd net neutrality" data-d2l-editor-default-img-style="true" style="max-width: 100%;"
  32.        align="right" />This lesson covers weeks 11 and 12 of the course.&nbsp;</span></p>
  33.   <p><span style="color: #000000;"><strong>Online skills development:</strong>&nbsp;We are finishing up parts 3 and 4 of
  34.       the Google Analytics Academy.</span></p>
  35.   <p><span style="color: #000000;"><strong>Topics of interest:</strong>&nbsp;In our final weeks of the class, we'll be
  36.       looking at the basics of net neutrality in Canada and the USA.</span></p>
  37.   <p><span style="color: #000000;"><strong>Portfolio Building:</strong>&nbsp;Finish your portfolio! Upload the content
  38.       and send me a link through the Assignment dropbox.</span><span style="color: #000000;"></span></p>
  39.   <h6>Comic by <a href="https://xkcd.com/1228/" target="_blank" rel="noopener">xkcd</a></h6>
  40.   <h3></h3>
  41.   <h3>This week's readings:</h3>
  42.   <ul>
  43.     <li><a href="https://www.wired.com/story/guide-net-neutrality/" target="_blank" rel="noopener">The Wired Guide to
  44.         Net Neutrality</a> by Klint Finley</li>
  45.     <li><a href="https://crtc.gc.ca/eng/internet/diff.htm" target="_blank" rel="noopener">Strengthening net neutrality
  46.         in Canada</a>&nbsp;by the CRTC</li>
  47.   </ul>
  48.   <table class="blue-highlight" style="height: 205px;">
  49.     <tbody>
  50.       <tr style="height: 70px;">
  51.         <th scope="col" style="height: 70px;">
  52.           <h2>Learning Outcomes</h2>
  53.         </th>
  54.         <th scope="col" style="height: 70px;">
  55.           <h2>Checklist</h2>
  56.         </th>
  57.       </tr>
  58.       <tr style="height: 135px;">
  59.         <td style="height: 135px;">
  60.           <p>At the end of this module, you will be able to:</p>
  61.           <div data-canvas-width="201.53030760095015">
  62.             <ol>
  63.               <li data-canvas-width="293.0355630252103">
  64.                 <div data-canvas-width="160.72848739495802">Create audience reports,</div>
  65.                 <div data-canvas-width="256.50835294117667">acquisition reports and behavior reports.</div>
  66.               </li>
  67.               <li data-canvas-width="293.0355630252103">
  68.                 <div data-canvas-width="256.50835294117667">Explain the impact of net neutrality on</div>
  69.                 <div data-canvas-width="35.70932773109244">users.</div>
  70.               </li>
  71.               <li data-canvas-width="293.0355630252103">
  72.                 <div data-canvas-width="173.69776470588238">Create custom campaigns.</div>
  73.                 <div data-canvas-width="135.54939495798325">Measure campaigns.</div>
  74.               </li>
  75.               <li data-canvas-width="293.0355630252103">
  76.                 <div data-canvas-width="135.54939495798325">Recognize and use internet vocabulary.</div>
  77.               </li>
  78.             </ol>
  79.           </div>
  80.         </td>
  81.         <td style="height: 135px;">
  82.           <p>In order to complete the module, you will need to do the following:</p>
  83.           <ol>
  84.             <li>Read course content.</li>
  85.             <li>Complete readings.</li>
  86.             <li>Complete Google Analytics Academy training.</li>
  87.           </ol>
  88.         </td>
  89.       </tr>
  90.     </tbody>
  91.   </table>
  92.   <h2 class="large-text">Net Neutrality</h2>
  93.  
  94.   <!-- Section 1-->
  95.   <div class="container-fluid">
  96.     <div class="card mt-3">
  97.       <div class="card-body mt-2">
  98.         Net neutrality has been a popular news topic for years now. That's mainly because there have been many efforts
  99.         in
  100.         the USA to remove net neutrality. In short, net neutrality is the act of treating all parts of the internet in
  101.         the
  102.         same way (the way we currently do in Canada, right now).
  103.  
  104.         <div class="alert alert-success mt-4 mb-4" role="alert">
  105.           Let's say you currently pay $70 dollars each month for internet service that offers 150Mbps down and 15Mbps
  106.           up.
  107.           With that $70, you can access all of the cat videos the internet has to offer. Without net neutrality,
  108.           Internet
  109.           Service Providers (think Bell & Rogers) could charge you different amounts to access different sites. Maybe
  110.          $20/month for Facebook and Instagram, another $15 for Wikipedia and other reference sites, $15 for Netflix (on
  111.          top
  112.          of your subscription fee) and YouTube. The cost of your internet service would depend on what you want to do
  113.          on
  114.          the internet, much like cable TV providers (again, Bell & Rogers) have already done with cable packages.
  115.        </div>
  116.  
  117.  
  118.  
  119.        I try to write in a generally unbiased way when writing course content but I'm guessing my personal bias is
  120.        coming
  121.        through here so make no mistake, I am personally very much for net neutrality. I believe that information wants
  122.        to
  123.        be free and that the internet is an invaluable resource, an essential service really, that should not be
  124.        restricted by the amount you are willing to pay for it. If there is a good argument against net neutrality that
  125.        doesn't come down to a few people wanting a lot more money, I couldn't find it. And if you disagree and know of
  126.        one, please take to the discussion forum or Slack and let me know!
  127.      </div>
  128.    </div>
  129.    <div class="alert alert-warning mt-4 mb-4">
  130.      <ul>
  131.        <li><a href="https://www.wired.com/story/guide-net-neutrality/" target="_blank" rel="noopener">The Wired Guide
  132.            to
  133.            Net Neutrality</a> by Klint Finley</li>
  134.        <li><a href="https://crtc.gc.ca/eng/internet/diff.htm" target="_blank" rel="noopener">Strengthening net
  135.            neutrality
  136.            in Canada</a>&nbsp;by the CRTC</li>
  137.       </ul>
  138.     </div>
  139.  
  140.     <h2 class="large-text"><span>TechSpeak - a glossary of Tech
  141.         terminology</span></h2>
  142.  
  143.  
  144.   </div> <!-- container fluid /-->
  145.  
  146.   <div class="container-fluid">
  147.     <!-- card deck row 1-->
  148.     <!-- Card deck -->
  149.     <div class="card-deck mt-5">
  150.  
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  152.       <div class="card mb-4">
  153.         <!--Card content-->
  154.         <div class="card-header">
  155.           <h3><a
  156.              href=" https://www.techrepublic.com/article/glossary-startup-and-venture-capital-terms-you-should-know/"
  157.              target="_blank" rel="noopener">Startup and Venture Capital terms</a> </h3><span class="text-muted">by
  158.             Conner Forest</span>
  159.         </div>
  160.         <div class="card-body">
  161.  
  162.           <h3 class="card-title">Acquisition</h3>
  163.           <p class="card-text">When one company buys controlling stake in another company. Can be friendly
  164.             (agreed upon) or hostile (no agreement).</p>
  165.           <h3 class="card-title">Agile</h3>
  166.           <p class="card-text">A philosophy of software development that promotes incremental development and
  167.             emphasizes adaptability and collaboration.</p>
  168.           <h3 class="card-title">Angel investor</h3>
  169.           <p class="card-text">Individual who provides a small amount of capital to a startup for a stake in
  170.             the company. Typically precedes a Seed Round and usually happens when the startup is in its infancy.
  171.           </p>
  172.  
  173.           <h3 class="card-title">B2B</h3>
  174.           <p class="card-text">Business to business. This describes a business that is targeting another business
  175.             with
  176.             its product or services. B2B technology is also sometimes referred to as enterprise technology. This
  177.             is
  178.             different
  179.             from B2C which stands for business to consumer and involves selling products or services directly to
  180.             individual
  181.             customers.</p>
  182.           <h3 class="card-title">Benchmark</h3>
  183.           <p class="card-text">The process by which a startup company measures their current success. An investor
  184.             measures a company's growth by determining whether or not they have met certain benchmarks. For
  185.             example,
  186.             company A
  187.             has met the benchmark of having X amount of recurring revenue after 2 years in the market.</p>
  188.           <h3 class="card-title">Bootstrapped</h3>
  189.           <p class="card-text">A company is bootstrapped when it is funded by an entrepreneur's personal
  190.             resources or the company's own revenue. Evolved from the phrase "pulling oneself up by one's
  191.             bootstraps."</p>
  192.           <h3 class="card-title">Buyout</h3>
  193.           <p class="card-text">A common exit strategy. The purchase of a company's shares that gives the purchaser
  194.             controlling interest in the company.</p>
  195.           <h3 class="card-title">Disruption</h3>
  196.           <p class="card-text">Also known as disruptive innovation. An innovation or technology is disruptive
  197.             when it "disrupts" an existing market by doing things such as: challenging the prices in the market,
  198.             displacing an
  199.             old technology, or changing the market audience.</p>
  200.           <h3 class="card-title">Incubator</h3>
  201.           <p class="card-text">An organization that helps develop early-stage companies, usually in exchange for
  202.             equity in the company. Companies in incubators get help for things like building their management
  203.             teams,
  204.             strategizing their growth, etc.</p>
  205.           <h3 class="card-title">IPO</h3>
  206.           <p class="card-text">Initial public offering. The first time shares of stock in a company are offered on
  207.             a
  208.             securities exchange or to the general public. At this point, a private company turns into a public
  209.             company (and is
  210.             no longer a startup).</p>
  211.           <h3 class="card-title">NDA</h3>
  212.           <p class="card-text">Non-disclosure agreement. An agreement between two parties to protect sensitive or
  213.             confidential information, such as trade secrets, from being shared with outside parties.</p>
  214.           <h3 class="card-title">Pivot</h3>
  215.           <p class="card-text">The act of a startup quickly changing direction with its business strategy. For
  216.             example, an enterprise server startup pivoting to become an enterprise cloud company.</p>
  217.           <h3 class="card-title">Proof of concept</h3>
  218.           <p class="card-text">A demonstration of the feasibility of a concept or idea that a startup is
  219.             based on. Many VCs require proof of concept if you wish to pitch to them.</p>
  220.           <h3 class="card-title">ROI</h3>
  221.           <p class="card-text">This is the much-talked-about "return on investment." It's the money an investor
  222.             gets
  223.             back as a percentage of the money he or she has invested in a venture. For example, if a VC invests $2
  224.             million for a
  225.             20 percent share in a company and that company is bought out for $40 million, the VC's return is $8
  226.             million.</p>
  227.           <h3 class="card-title">Round</h3>
  228.           <p class="card-text">Startups raise capital from VC firms in individual rounds, depending on the stage
  229.             of
  230.             the company. The first round is usually a Seed round followed by Series A, B, and C rounds if
  231.             necessary.
  232.             In rare
  233.             cases, rounds can go as far as Series F, as was the case with Box.net.</p>
  234.           <h3 class="card-title">SaaS</h3>
  235.           <p class="card-text">Software as a service. A software product that is hosted remotely, usually over the
  236.             internet (a.k.a. "in the cloud").</p>
  237.           <h3 class="card-title">Startup</h3>
  238.           <p class="card-text">A startup company is a company in the early stages of operations. Startups are
  239.             usually seeking to solve a problem of fill a need, but there is no hard-and-fast rule for what makes a
  240.             startup. A
  241.             company is considered a startup until they stop referring to themselves as a startup.</p>
  242.           <h3 class="card-title">Term sheet</h3>
  243.           <p class="card-text">A non-binding agreement that outlines the major aspects of an investment to be
  244.             made in a company. A term sheet sets the groundwork for building out detailed legal documents.</p>
  245.           <h3 class="card-title">Vesting</h3>
  246.           <p class="card-text">When an employee of a company gains rights to stock options and contributions
  247.             provided by the employer. The rights typically gain value (vest) over time until they reach their full
  248.             value after a
  249.             pre-determined amount of time. For example, if an employee was offered 200 stock unites over 10 years,
  250.             20 units
  251.             would vest each year. This gives employees an incentive to perform well and stay with the company for
  252.             a
  253.             longer
  254.             period of time.</p>
  255.  
  256.         </div>
  257.  
  258.       </div>
  259.       <!-- Card -->
  260.  
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  262.       <div class="card mb-4">
  263.  
  264.         <div class="card-header">
  265.           <h3><a
  266.              href=" https://www.techrepublic.com/blog/the-enterprise-cloud/mini-glossary-cloud-computing-terms-you-should-know/"
  267.              target="_blank" rel="noopener">Cloud computing terms</a> </h3><span class="text-muted">by James
  268.             Sanders</span>
  269.         </div>
  270.  
  271.         <!--Card content-->
  272.         <div class="card-body">
  273.  
  274.           <h3 class="card-title">Advertising-based pricing model</h3>
  275.           <p class="card-text">A pricing model whereby services are offered to customers at
  276.             low or no cost, with the service provider being compensated by advertisers whose ads are delivered to the
  277.             consumer
  278.             along with the service.</p>
  279.           <h3 class="card-title">Amazon Simple Storage Service (S3)</h3>
  280.           <p class="card-text">Part of AWS, S3 allows for the storage and retrieval of
  281.             data. It can also be used to host static websites.</p>
  282.           <h3 class="card-title">AWS</h3>
  283.           <p class="card-text">The organizational unit of Amazon that provides a variety of cloud services. AWS operates
  284.             from 11 physical locations across North and South America, Europe, Asia, and Australia.</p>
  285.           <h3 class="card-title">Cloud</h3>
  286.           <p class="card-text">A metaphor for a global network, first used in reference to the telephone network and
  287.             now commonly used to represent the internet.</p>
  288.           <h3 class="card-title">Cloud provider</h3>
  289.           <p class="card-text">A company that provides cloud-based platform, infrastructure, application, or
  290.             storage services to other organizations and/or individuals, usually for a fee.</p>
  291.           <h3 class="card-title">Consumption-based pricing model</h3>
  292.           <p class="card-text">A pricing model whereby the service provider charges its
  293.             customers based on the amount of the service the customer consumes, rather than a time-based fee. For
  294.             example, a
  295.             cloud storage provider might charge per gigabyte of information stored.</p>
  296.           <h3 class="card-title">Disruptive technology</h3>
  297.           <p class="card-text">A business term that describes innovations that improve products or
  298.             services in unexpected ways. These innovations change the methods used to accomplish a task and re-shape the
  299.             market
  300.             for that task. Cloud computing is considered a disruptive technology because of its elasticity, flexible
  301.             pricing
  302.             models, and maintenance cost compared to traditional IT service provisioning.</p>
  303.           <h3 class="card-title">Google Apps</h3>
  304.           <p class="card-text">Google's Software as a Service (SaaS) product includes an office productivity
  305.             suite, email, calendar, and file storage and sharing. Google Apps for Business includes an enterprise
  306.             administration
  307.             interface and archiving tools, and support for legal holds document discovery compliance. Google Apps for
  308.             Education
  309.             includes additional collaboration and reporting tools for classroom environments.</p>
  310.           <h3 class="card-title">Hosted application</h3>
  311.           <p class="card-text">An internet-based or web-based application software program that runs on a
  312.             remote server and can be accessed via an internet-connected PC or thin client.</p>
  313.           <h3 class="card-title">Microsoft Azure</h3>
  314.           <p class="card-text">Microsoft's cloud platform that provides a myriad of Platform as a Service
  315.             (PaaS) and IaaS offerings, including Microsoft-specific and third-party standards, for developers to deploy
  316.             cloud
  317.             applications and services.</p>
  318.           <h3 class="card-title">Microsoft Office 365</h3>
  319.           <p class="card-text">Microsoft's software plus services model that offers Microsoft Office on
  320.             a subscription-based pricing model, with cloud storage abilities. For business and enterprise use, Office
  321.             365
  322.             includes email and SNS, with cloud-hosted instances of Exchange Server and Skype for Business, among others.
  323.           </p>
  324.           <h3 class="card-title">Middleware</h3>
  325.           <p class="card-text">Software that sits between applications and operating systems, consisting of a set
  326.             of services that enable interoperability in support of distributed architectures by passing data between
  327.             applications. So, for example, the data in one database can be accessed through another database.</p>
  328.           <h3 class="card-title">Pay as you go</h3>
  329.           <p class="card-text">A cost model for cloud services that encompasses both subscription-based and
  330.             consumption-based models, in contrast to the traditional IT cost model that requires up-front capital
  331.             expenditures
  332.             for hardware and software.</p>
  333.           <h3 class="card-title">Software as a Service (SaaS)</h3>
  334.           <p class="card-text">Cloud application services, whereby applications are delivered
  335.             over the internet by the provider so the applications don't have to be purchased, installed, and run on the
  336.             customer's computers. SaaS providers were previously referred to as application service providers.</p>
  337.           <h3 class="card-title">Subscription-based pricing model</h3>
  338.           <p class="card-text">A pricing model that lets customers pay a fee to use the
  339.             service for a particular time period, often used for SaaS services.</p>
  340.  
  341.         </div>
  342.  
  343.       </div>
  344.       <!-- Card -->
  345.  
  346.       <!-- Card -->
  347.       <div class="card mb-4">
  348.         <div class="card-header">
  349.           <h3><a href=" https://www.techrepublic.com/blog/it-consultant/it-project-management-terms-you-should-know/"
  350.              target="_blank" rel="noopener">IT project management terms</a> </h3> <span class="text-muted">by Andrew
  351.             Makar</span>
  352.         </div>
  353.         <!--Card content-->
  354.         <div class="card-body">
  355.  
  356.           <h3 class="card-title">Assumption</h3>
  357.           <p class="card-text">There may be external circumstances or events that must occur for the project to
  358.             be successful (or that should happen to increase your chances of success). If you believe that the
  359.             probability of
  360.             the event occurring is acceptable, you could list it as an assumption. An assumption has a probability
  361.             between 0 and
  362.             100%; that is, it is not impossible that the event will occur (0%), and it is not a fact (100%) &mdash; it
  363.             is
  364.             somewhere in between. Assumptions are important because they set the context in which the entire remainder
  365.             of the
  366.             project is defined. If an assumption doesn't come through, the estimate and the rest of the project
  367.             definition may
  368.             no longer be valid.</p>
  369.           <h3 class="card-title">Constraints</h3>
  370.           <p class="card-text">Constraints are limitations that are outside the control of the project team and
  371.             need to be managed around. They are not necessarily problems. However, the project manager should be aware
  372.             of
  373.             constraints because they represent limitations that the project must execute within. Date constraints, for
  374.             instance,
  375.             imply that certain events (perhaps the end of the project) must occur by certain dates. Resources are almost
  376.             always
  377.             a constraint, since they are not available in an unlimited supply.</p>
  378.           <h3 class="card-title">Cost variance</h3>
  379.           <p class="card-text">The cost variance (CV) is used to measure the cost difference between a
  380.             project's earned value (EV) and the actual cost (AC) to deliver progress to date (CV = EV &ndash; AC). In
  381.             application, positive CVs indicate the project is under budget, since it is delivering more value than
  382.             incurring
  383.             cost. If the project has a negative CV, it is over budget. Even positive CVs should be examined for root
  384.             cause.</p>
  385.           <h3 class="card-title">Critical path</h3>
  386.           <p class="card-text">The critical path is the sequence of activities that must be completed on
  387.             schedule for the entire project to be completed on schedule. It is the longest duration path through the
  388.             workplan.
  389.             If an activity on the critical path is delayed by one day, the entire project will be delayed by one day
  390.             (unless
  391.             another activity on the critical path can be accelerated by one day).</p>
  392.           <h3 class="card-title">Deliverable</h3>
  393.           <p class="card-text">A deliverable is any tangible outcome that is produced by the project. All
  394.             projects create deliverables, which can be documents, plans, computer systems, buildings, aircraft, etc.
  395.             Internal
  396.             deliverables are produced as a consequence of executing the project and are usually needed only by the
  397.             project team.
  398.             External deliverables are created for clients and stakeholders. Your project may create one or many
  399.             deliverables.
  400.           </p>
  401.           <h3 class="card-title">Gantt chart</h3>
  402.           <p class="card-text">A Gantt chart is a bar chart that depicts activities as blocks over time. The
  403.             beginning and end of the block correspond to the beginning and end-date of the activity.</p>
  404.           <h3 class="card-title">Lifecycle</h3>
  405.           <p class="card-text">Lifecycle refers to the process used to build the deliverables produced by the
  406.             project. There are many models for a project lifecycle. For software development, the entire lifecycle might
  407.             consist
  408.             of planning, analysis, design, construct/test, implementation, and support; this is an example of a
  409.             "waterfall"
  410.             lifecycle. Other lifecycles include iterative development, package implementation, and research and
  411.             development.
  412.             Each of these lifecycle models represents an approach to building on your project's deliverables.</p>
  413.           <h3 class="card-title">Milestone</h3>
  414.           <p class="card-text">A milestone is a scheduling event that signifies the completion of a major
  415.             deliverable or a set of related deliverables. A milestone, by definition, has duration of zero and no
  416.             effort. There
  417.             is no work associated with a milestone. It is a flag in the workplan to signify that some other work has
  418.             completed.
  419.             Usually, a milestone is used as a project checkpoint to validate how the project is progressing. In many
  420.             cases there
  421.             is a decision, such as validating that the project is ready to proceed, that needs to be made at a
  422.             milestone.</p>
  423.           <h3 class="card-title">Objective</h3>
  424.           <p class="card-text">An objective is a concrete statement that describes what the project is trying to
  425.             achieve. The objective should be written at a low level, so that it can be evaluated at the conclusion of a
  426.             project
  427.             to see whether it was achieved. Project success is determined based on whether the project objectives were
  428.             achieved.
  429.             A technique for writing an objective is to make sure it is Specific, Measurable, Attainable/Achievable,
  430.             Realistic,
  431.             and Timebound (SMART).</p>
  432.           <h3 class="card-title">Program</h3>
  433.           <p class="card-text">A program is the umbrella structure established to manage a series of related
  434.             projects. The program does not produce any project deliverables &mdash; the project teams produce them all.
  435.             The
  436.             purpose of the program is to provide overall direction and guidance, to make sure the related projects are
  437.             communicating effectively, to provide a central point of contact and focus for the client and the project
  438.             teams, and
  439.             to determine how individual projects should be defined to ensure that all the work gets completed
  440.             successfully.</p>
  441.           <h3 class="card-title">Program manager</h3>
  442.           <p class="card-text">A program manager is the person with the authority to manage a program. (Note
  443.             that this is a role. The program manager may also be responsible for one or more of the projects within the
  444.             program.) The program manager leads the overall planning and management of the program. All project managers
  445.             within
  446.             the program report to the program manager.</p>
  447.           <h3 class="card-title">Project</h3>
  448.           <p class="card-text">A project is a temporary structure to organize and manage work and ultimately to
  449.             build a specific defined deliverable or set of deliverables. By definition, all projects are unique, which
  450.             is one
  451.             reason it is difficult to compare different projects to one another.</p>
  452.           <h3 class="card-title">Project baseline</h3>
  453.           <p class="card-text">The project baseline is used to establish the original set of budget and
  454.             schedule estimates based on the approved project scope prior to project execution. Effective project
  455.             managers
  456.             compare the project baseline to the current project status to determine specific cost or schedule variances.
  457.           </p>
  458.           <h3 class="card-title">Project definition (charter)</h3>
  459.           <p class="card-text">Before you start a project, it is important to know the overall
  460.             objectives of the project, as well as the scope, deliverables, risks, assumptions, project organization
  461.             chart, etc.
  462.             The project definition (or charter) is the document that holds this relevant information. The project
  463.             manager is
  464.             responsible for creating the project definition. The document should be approved by the sponsor to signify
  465.             that the
  466.             project manager and the sponsor are in agreement on these important aspects of the project.</p>
  467.           <h3 class="card-title">Project Management Office</h3>
  468.           <p class="card-text">The Project Management Office (PMO) is an organization within a
  469.             company that develops and enforces project management processes, tools, and techniques. A PMO may form at a
  470.             program
  471.             level, a department level, or at an enterprise level. A PMO typically provides support for program or
  472.             portfolio
  473.             governance, project portfolio management, resource management, and issue and risk management.</p>
  474.           <h3 class="card-title">Project manager</h3>
  475.           <p class="card-text">The project manager is the person with the authority to manage a project. The
  476.             project manager is 100% responsible for the processes used to manage the project. He or she also has people
  477.             management responsibilities for team members, although this is shared with the team member's functional
  478.             manager. The
  479.             processes used to manage the project include defining the work, building the workplan and budget, managing
  480.             the
  481.             workplan and budget, scope management, issues management, risk management, etc.</p>
  482.           <h3 class="card-title">Project phase</h3>
  483.           <p class="card-text">A phase is a major logical grouping of work on a project. It also represents
  484.             the completion of a major deliverable or set of related deliverables. On an IT development project, logical
  485.             phases
  486.             might be planning, analysis, design, construct (including testing), and implementation.</p>
  487.           <h3 class="card-title">Project plan</h3>
  488.           <p class="card-text">The project plan (not to be confused with the project schedule) is the document
  489.             that describes the processes, tools, and techniques used to manage and control the project. Common processes
  490.             include
  491.             specific project level processes such as change management, issue management, risk management, document
  492.             management,
  493.             and time management for project schedule updates.</p>
  494.           <h3 class="card-title">Project schedule/work schedule</h3>
  495.           <p class="card-text">The project schedule is commonly associated with Microsoft
  496.             Project or a similar scheduling tool. The project schedule is the series of tasks with durations, resources,
  497.             and
  498.             specific dependencies that forecasts the project end date.</p>
  499.           <h3 class="card-title">Project team</h3>
  500.           <p class="card-text">The project team consists of the full-time and part-time resources assigned to
  501.             work on the deliverables of the project. They are responsible for understanding the work to be completed;
  502.             completing
  503.             assigned work within the budget, timeline, and quality expectations; informing the project manager of
  504.             issues, scope
  505.             changes, and risk and quality concerns; and proactively communicating status and managing expectations.</p>
  506.           <h3 class="card-title">Request for proposal</h3>
  507.           <p class="card-text">The request for proposal (RFP) is a formal request used by organizations
  508.             to identify potential solutions and services from a list of vendors. Based on the RFP, the organization will
  509.             identify a smaller list of vendors to issue a request for quotation.</p>
  510.           <h3 class="card-title">Requirements</h3>
  511.           <p class="card-text">Requirements are descriptions of how a product or service should act, appear, or
  512.             perform. Requirements generally refer to the features and functions of the deliverables you are building on
  513.             your
  514.             project. Requirements are considered to be a part of project scope. High-level scope is defined in your
  515.             project
  516.             definition (charter). The requirements form the detailed scope. After your requirements are approved, they
  517.             can be
  518.             changed through the scope change management process.</p>
  519.           <h3 class="card-title">Risk</h3>
  520.           <p class="card-text">There may be potential external events that will have a negative impact on your project
  521.             if they occur. Risk refers to the combination of the probability the event will occur and the impact on the
  522.             project
  523.             if the event occurs. If the combination of the probability of the occurrence and the impact to the project
  524.             is too
  525.             high, you should identify the potential event as a risk and put a proactive plan in place to manage the
  526.             risk.</p>
  527.           <h3 class="card-title">Schedule variance</h3>
  528.           <p class="card-text">The schedule variance (SV) is an EV management term used to measure the
  529.             project&rsquo;s schedule performance by comparing the project's EV to the project baselined planned value
  530.             (PV). The
  531.             formula is SV = EV - PV. A positive SV indicates the project is ahead of schedule, while a negative SV
  532.             indicates the
  533.             project is behind schedule.</p>
  534.           <h3 class="card-title">Scope</h3>
  535.           <p class="card-text">Scope is the way you describe the boundaries of the project; it defines what the
  536.             project will deliver and what it will not deliver. High-level scope is set in your project definition
  537.             (charter) and
  538.             includes all of your deliverables and the boundaries of your project. The detailed scope is identified
  539.             through your
  540.             business requirements. Any changes to your project deliverables, boundaries, or requirements would require
  541.             approval
  542.             through scope change management.</p>
  543.           <h3 class="card-title">Scope change management</h3>
  544.           <p class="card-text">The purpose of scope change management is to manage change that
  545.             occurs to previously approved scope statements and requirements. Scope is defined and approved in the scope
  546.             section
  547.             of the project definition (charter) and the more detailed business requirements. If the scope or the
  548.             business
  549.             requirements change during the project (and usually this means the client wants additional items), the
  550.             estimates for
  551.             cost, effort, and duration may no longer be valid. If the sponsor agrees to include the new work in the
  552.             project
  553.             scope, the project manager has the right to expect that the current budget and deadline will be modified
  554.             (usually
  555.             increased) to reflect this additional work. This new estimated cost, effort, and duration become the
  556.             approved
  557.             target.</p>
  558.           <p>Sometimes the project manager thinks that scope management means having to tell the client "no." That makes
  559.             the
  560.             project manager nervous and uncomfortable. However, the good news is that managing scope is all about
  561.             getting the
  562.             sponsor to make the decisions that will result in changes to project scope.</p>
  563.           <h3 class="card-title">Waterfall methodology</h3>
  564.           <p class="card-text">A waterfall methodology is a predictive life cycle methodology with
  565.             sequential phases, which include Analysis, Design, Development, Testing, and Deployment. Predictive
  566.             methodologies
  567.             work well when the requirements and design are well defined, as found in the construction or manufacturing
  568.             processes. For software projects, an agile methodology is recommended despite the abundance of waterfall
  569.             methodologies found across industries.</p>
  570.           <h3 class="card-title">Work breakdown structure</h3>
  571.           <p class="card-text">The work breakdown structure (WBS) is a list of major deliverables
  572.             that the project team will complete during the project. The WBS is organized in a hierarchy and is typically
  573.             decomposed into several sub-levels. A WBS can be used to visually define the project into smaller chunks, so
  574.             the
  575.             team can better understand and plan the activities needed to complete the deliverables. Diagramming tools
  576.             such as
  577.             Microsoft Visio or mind mapping tools such as Mindjet or MindGenius can be used to build a visual WBS.
  578.             (Read: Five
  579.             tips for building a work breakdown structure)</p>
  580.           <h3 class="card-title">Workplan (schedule)</h3>
  581.           <p class="card-text">The project workplan tells you how you will complete the project. It
  582.             describes the activities required, the sequence of the work, who is assigned to the work, an estimate of how
  583.             much
  584.             effort is required, when the work is due, and other information of interest to the project manager. The
  585.             workplan
  586.             allows the project manager to identify the work required to complete the project and also allows the project
  587.             manager
  588.             to monitor the work to determine whether the project is on schedule.</p>
  589.  
  590.  
  591.         </div>
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  593.  
  594.       </div>
  595.       <!-- Card deck -->
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  597.  
  598.  
  599.  
  600.     </div>
  601.   </div>
  602.  
  603.   <p class="footer">Communications-Professional Writing -&nbsp;School of Communications, Media, Art, and Design</p>
  604.  
  605. </body>
  606.  
  607. </html>
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