Describe the five stages of the software maturity model
The first stage is referred to as the initial stage. In this stage, the software development projects usually take an ad hoc course ( Turner, 2014) . As a result, the stage has no distinct processes and systems for scheduling and directing projects. Subsequently, the processes prove unstable hence need continual modifications. Moreover, know-how from prior projects is impossible to use as the process of project management is initializing. Thus, the financial plan required and the superiority of the software being developed are barely anticipated. Hence, success at this stage depends entirely on the proficiency and the determination of the project manager and the team of developers.
The second stage is the managed or the repeatable stage. At this stage, primary policies for scheduling and tracking the software development process are well-outlined and executed ( Turner, 2014) . Furthermore, the experience gained from prior projects can be applied for accurate forecasts of the needed input and the potential output of the software development. One of the critical factors is to institute a steady environment that enables the recurrence of effective practices. Therefore, the second stage majors on evolving the competences of the managers to plan attainable obligations and establish governance over the essential starting points and configurations of the product. Furthermore, there is the introduction of basic processes of quality assurance of the software and the subcontracts management.
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In the third stage, also referred to as the defined stage, the software development process has successful, repeatable practices ( Turner, 2014) . The technical processes and software engineering are well-defined and documented. Moreover, contradictions between the various procedures are resolved to ensure harmony in the entire process. Further, the project manager may isolate the best processes from various other projects and ensure their incorporation into the software development thus forming the standard software process for the organization. To realize the goals of the software project, the different teams bind themselves to the requirements of customers as well as their duties to ensure a successful software development process.
The fourth stage is the quantitatively managed stage. Having well-defined processes, the organization at this stage seeks to cultivate statistical baselines that illustrate the anticipated outcomes from the execution of the set processes. The baselines also avail a profound, measurable understanding of the proficiency of the processes of development and the reasons for discrepancies in their performance ( Turner, 2014). With proper statistical management of the development processes, the organization can forecast and regulate project results early in the process of the software development. Moreover, quantitative management permits greater empowerment of teams in the project as well as amplified certainty of outcomes of the project.
The fifth stage is the Optimizing stage. At this stage, the measurements implemented in the fourth stage allow for the identification of weaknesses in the software development process. Moreover, the manager can analyze the expenses and returns of making changes along the process such as the impact of introducing new technologies. At the optimum level of optimizing, the organization applies continual evaluation of the process capabilities as well as identification of areas requiring improvement. Moreover, the organization establishes a strong infrastructure for maintaining continuous change.
Explain how software testing and inspection contribute to the quality of the software
Testing involves numerous techniques that are used to assess, and in so doing, improve the quality of software. Testing and inspection form part of the process of quality assurance which ensures that the software has minimal or no defects at all. Indeed software testing and inspection play a significant role in guaranteeing the quality of the software ( Turner, 2014) . Moreover, through a comprehensive understanding of the testing process, defects can be detected early, and root causes in the manufacturing process fixed to prevent recurrence. Software inspections are well-established practices for decreasing the defects in the software before releasing it to the consumers. Furthermore, roots causes of defects found in the development process receive due improvement, which safeguards against the reoccurrence of those defects. As a result, the testing improves the quality of the future soft wares tremendously. When testing is carried out in each process, it becomes possible for estimation of the degree of residual defects in the software. The testing and inspection serve to determine the reliability criteria for the software before mass production.
Essentially, the cost incurred at fixing software defects soars dramatically the more advanced it is established in the development process of the software. Evidence shows that a defect identified through inspection enables further measures in the development process thus increasing the quality of the end product. Similarly, inspections reduce conveyance time through reducing the time spent in the incorporation and tests phases.
Summarize the knowledge, skills, tasks, and approaches for risk management in an IT project
Risk assessment comprises of three processes namely; identification of risk, analysis, and prioritization of risk. During identification of risk, the team of developers analytically enumerates all possible project risks with the aim of making them explicit. After the identification of risks and enumeration of the same, the process of risk analysis begins. Through analysis of risk, the identified risks are transformed into information for decision making. With a consideration of the probability and potential extent of each risk, proper judgment is made on the priority levels of each risk through a ranking system ( Turner, 2014) . The ranking proves indispensable as the organization would face too high expenses were it to solve each and every identified risk. Moreover, some of the risks have the extremely low probability of occurrence while others would have minimal impact on occurrence. Therefore, the prioritization process serves to determine the risks to be addressed.
Discuss how value engineering and value management contribute to the success of an IT project
Value engineering refers to "the application of a value approach to a planned or conceptual project or service to achieve value improvement." Although the project seeks to gain value after setting off, it also needs to deliver worth to stakeholders. Value engineering and value management emphases deeply on the analysis of product analysis as well as the decomposition of the product in analyzing the value of the project ( Turner, 2014) . The management handling the project uses the analysis to arrive at product decomposition as well as the scope of the project during the initiation process and in the planning process. Further, problem analysis and resolution techniques are applied to determine the extent of problems and explore ways of solving them. Notably, all projects seek to address a business problem or an existing market gap. However, during the process of project scoping, other problems may be identified which may be solved by the project. At this point, creativity comes in to solve the project problems as well as determining the value of solving the problems. Therefore, various creativity techniques are applied to cater for all situations that may arise in the course of the project.
Describe the knowledge, skills, tasks, and approaches used to manage project customers, stakeholders, and suppliers for the success of an IT project
The manager needs to have in-depth plans covering the sought project objectives during the planning and design stages ( Turner, 2014) . Moreover, he/she needs to consult effectively with other experts to have adequate information regarding the project. In the early phases of the project, the project manager will require to negotiate, simplify, and document the stipulations and deliverables of the project. Afterward, the project manager needs to stay tuned to concerns raised by customers and respond appropriately.
The manager needs close communication with suppliers to ensure continuous reporting of the needed material and the frequency of delivery ( Turner, 2014) . Similarly, a methodology of status reporting requires distribution on a scheduled routine. Regarding the stakeholders, the project manage needs to keep them well-versed with the project risks and impacts that the project will achieve. All the pertinent stakeholders must be identified and their interests in the project established to prevent a conflict of interests
6. Summarize how to manage organizational changes that result from the successful completion of an IT project
All the organizational changes must be displayed to the organization members in an exceptional way since the subject of acceptance is critical. Despite being perfectly suited for the organization, the changes will prove valueless if an understanding of the same by the members is ineffective ( Turner, 2014) . Therefore, the first step involves the change agent who must communicate effectively. Moreover, he/she should have a deep understanding of the changes to occur and thus provide clarification to the members. As a result, the change agent manages to help the organization’s members with the acquisition of skill and perfection of the same. Furthermore, problem-solving skills are needed in ensuring a smooth transition into the new changes. At the conclusion of the process of organizational changes, the organizational members should be conversant with the new arrangements and thus result in increased productivity.
Reference
Turner, J. R. (2014). The handbook of project-based management (Vol. 92). New York, NY: McGraw-hill.
