INFO6007 Project Management in IT
The Complete Exam Bible · S1 2026INFO6007 Overview
- University of Sydney
- Semester 1, 2026
- 2 h lecture + 1 h tutorial weekly
- 6-9 h/wk self-study
- Canvas
INFO6007 treats information-technology project management as an integrated decision discipline. It begins by distinguishing projects from operations, programs and portfolios, then connects temporary work, unique outcomes, objectives and constraints to the recurring reasons IT initiatives fail.
- Assessed by 5% quiz · 10% viva · 35% group plan · 50% final exam
- Pass rule At least 40% in the written exam and at least 50 overall
- Core maths PERT · critical path · EVM · EMV · resource and vendor scoring
- How to prepare Rebuild each decision from inputs, formula, direction and management action
What INFO6007 covers
INFO6007 begins with the project frame, lifecycles and requirements, then works through scope, schedule, cost, quality, resources, risk and procurement. It joins those plans through leadership, governance and integration before moving into IT service management, ITIL 4 and the assessed Project Management Plan.
The quantitative spine covers PERT, critical path, earned value, resource trade-offs, EMV and weighted supplier scoring.
What Makes an IT Project — and Why They Fail
Project vs program vs portfolio; temporary, unique, constrained; triple constraint; why IT projects are inherently difficult; failure patterns despite good technology; the PMBOK knowledge areas and process groups02Lifecycles, Methodologies and Requirements
Five lifecycle phases; Waterfall phases, advantages and disadvantages; Agile values and principles; Scrum sprints, backlog and roles; Kanban; DevOps; requirement gathering; project initiation and the charter03Scope Management: WBS, RTM and Scope Creep
Six scope processes; scope management plan components; collecting requirements; requirements traceability matrix; WBS approaches and types; validating and controlling scope; scope creep and its mitigation04Schedule Management: Networks, PERT and Critical Path
Six schedule processes; defining and sequencing activities; AON, AOA and PDM network diagrams; FS/SS/FF/SF dependencies; PERT three-point estimating; analogous and parametric estimating; critical path method; Gantt charts; controlling schedule05Cost Management and Earned Value Analysis
Types of cost; cost management plan; estimating techniques; cost baseline; earned value PV, EV, AC; CV, SV, CPI, SPI; EAC, ETC, BAC, VAC; traditional vs agile budgeting; IT cost blowouts06Quality Management: Tools, Standards, Cost of Quality
Three quality processes; roles in a QMP; IT quality standards; process audits and QA reviews; testing types; cause-and-effect, control chart, check sheet, histogram, Pareto; Deming's 14 points; Juran; cost of conformance vs non-conformance07Resource Management: Allocation, Motivation, Teams
Six resource processes; RACI matrix; resource breakdown structure and histogram; estimating activity resources; resource loading and levelling; Maslow and Herzberg; Tuckman's five stages; conflict handling; productivity, availability and cost trade-offs08Risk Management: Analysis, EMV and Responses
Risk categories; risk appetite and utility functions; six risk processes; risk breakdown structure; brainstorming, Delphi, interviewing, SWOT; probability-impact matrix; Monte Carlo; decision trees and EMV; threat and opportunity responses; the risk register09Procurement, Contracts and IT Outsourcing
Three procurement processes; make-or-buy analysis; statement of work; RFP vs RFQ; fixed-price, cost-reimbursable and time-and-materials contracts; contract type vs risk; weighted scoring and vendor scorecards; outsourcing models and governance10Leadership, Governance and Strategic Alignment
Project leadership vs project management; leadership styles including adaptive/agile; three communication processes; steering committees and the PMO; governance mechanisms and challenges; strategic alignment frameworks; the balanced scorecard's four perspectives11Integration Management and Change Control
Characteristics that make IT projects distinctive; how the knowledge areas interlock; integration in practice and the PMIS; change control boards; change management in IT projects12IT Service Management and ITIL 4 Foundations
What ITSM is and why it matters; products vs services in IT; where ITSM is used; service relationship models and emerging trends; the four dimensions of service management; the ITIL 4 service value system; the seven guiding principles13The Service Value Chain and ITIL Practices
ITIL governance; the six service value chain activities; the 34 practices in three families; incident, problem, service level and service desk practices; continual improvement; the ITIL value proposition and value streams; automation and AI in ITSM14Building the Project Management Plan
The thirteen required plan sections; how the rubric's 70 marks are distributed; the five highest-weighted plans; peer evaluation and contribution marks; Harvard referencing and the reference criterionEvolving requirements, integration complexity, incomplete information and high stakeholder involvement mean that a technically sound product can still miss its intended value. The guide therefore keeps governance, adoption, service transition and benefits beside the familiar scope, time and cost questions.
The planning sequence moves from lifecycle and methodology choice into requirements, scope and schedule.
Waterfall, Agile, Scrum, Kanban and DevOps are treated as choices to justify from uncertainty, compliance, feedback and delivery conditions rather than as labels to praise or reject.
Requirements are traced through the RTM; deliverables are decomposed through a WBS; dependencies are represented through AON, AOA and PDM; PERT is reconstructed as (O + 4M + P) / 6; and critical-path reasoning is shown from predecessor logic rather than inferred from a bar chart.
Cost, quality, resources and risk supply the unit's most reusable control methods.
Earned Value Management begins with PV, EV and AC, then calculates CV, SV, CPI, SPI, EAC, ETC and VAC with every direction checked against the worked values. Quality tools are selected by question—cause, stability, frequency, distribution, priority or process flow. Resource choices separate hourly rate from productivity, availability, working time and calendar time.
Risk uses the six-process sequence explicitly taught in the unit and retains the distinction between threats, opportunities, issues and residual exposure.
Procurement, leadership and integration show how specialised plans become one managed system. Make-or-buy, solicitation, contract form, weighted scoring and vendor governance are linked to buyer and seller exposure.
Leadership behaviour is separated from governance decision rights; the steering committee, sponsor, PMO and project manager are given different jobs.
Integration and change control then trace one proposed change across scope, schedule, cost, resources, quality, risk, benefits and adoption so that the project never carries several incompatible versions of reality.
The final subject block connects projects to IT service management and ITIL 4. Services are distinguished from products; the four service-management dimensions balance people, technology, suppliers and value streams; the Service Value System connects opportunity and demand to value; and the six Service Value Chain activities are combined into value streams rather than forced into a waterfall.
Incident, problem, service level, service desk and continual improvement practices are applied to operating scenarios. The final chapter consolidates all of this into the thirteen-section Project Management Plan and the published 70-mark rubric.
How INFO6007 is assessed
| Component | Weight | Format |
|---|---|---|
| Early Feedback Task (Early Semester Feedback Task) | 5% | Individual, auto-graded Canvas quiz covering Weeks 1–3; due Week 4. The unit materials describe multiple choice, and the Week 1 assessment briefing also includes True/False and open-book conditions. |
| Oral/Viva based evaluation (Viva / Interactive Oral) | 10% | In-person, secured assessment in the timetabled tutorial; 10 minutes, no notes, covering Weeks 1–7. Canvas says from Week 8 / Week 8 onwards; the Week 1 briefing says Weeks 8, 9 and 10. |
| Group Assignment (Group project) — Project Management Plan for a complex IT project | 35% | One consolidated submission at the end of Week 12. The 35% comprises a 30% group report plus 5% SparkPlus peer evaluation completed twice; groups contain 4–5 students within one tutorial. |
| Final Exam · hurdle | 50% | Supervised exam in the Formal Exam Period. Ten MCQs and three short-answer questions with 3–4 sub-questions; 10 minutes reading plus 2 hours writing. One double-sided A4 notes sheet is permitted. |
The final examination has two published pass conditions: achieve at least 40% in the written examination and an overall final mark of at least 50; failing either may cap the final mark at 45. Hurdle status for the first three tasks is not stated—confirm on Canvas. The Canvas assessment page and Week 1 table call the exam closed-book while permitting one double-sided handwritten and/or typed A4 notes sheet; the Week 1 briefing calls the same arrangement restricted open-book. The Week 13 review lecture additionally lists a bilingual dictionary. Confirm current materials on Canvas. No examination date is stated beyond the Formal Exam Period. Canvas says extensions can be requested for all tasks, while the S1 2026 quiz briefing said no extensions for the Early Feedback Task; confirm the current task page.
Free control drill: read an EVM status report
- InputsEV = 30% × $100,000 = $30,000; PV = 35% × $100,000 = $35,000; AC = $40,000.
- VarianceCV = EV − AC = −$10,000 and SV = EV − PV = −$5,000.
- IndexesCPI = EV/AC = 0.75 and SPI = EV/PV = 0.857.
- ForecastEAC = BAC/CPI = about $133,333; VAC = BAC − EAC = about −$33,333.
- MeaningNegative variances and indexes below one agree: the project is over budget and behind schedule at the status date.
Key terms
- Project
- Temporary work undertaken to create a unique product, service or result within objectives and constraints.
- Work Breakdown Structure
- A hierarchical decomposition of the project's deliverable scope into manageable components.
- Requirements Traceability Matrix
- A record connecting requirements to their origin, rationale, deliverables, verification and status.
- Critical path
- The longest dependency path through the schedule network under the current duration assumptions.
- Earned Value
- The budgeted value of work actually completed at the status date.
- Expected Monetary Value
- The probability-weighted sum of monetary outcomes for a decision branch.
- Change control
- The governed process for recording, analysing, deciding and implementing proposed baseline changes.
- Service Value Chain
- Six ITIL 4 activities that combine in different value streams to transform demand into value.
INFO6007 FAQ
Is there a hurdle in INFO6007?
Yes. The published requirement is at least 40% in the written examination and an overall final mark of at least 50. Failing either may cap the final mark at 45. Hurdle status for the other tasks is not stated—confirm on Canvas.
Is the INFO6007 final exam open book or closed book?
The sources use both labels for the same notes arrangement. Canvas and the assessment table say closed-book with one double-sided handwritten and/or typed A4 sheet; the Week 1 briefing calls it restricted open-book. Confirm current instructions on Canvas.
What can I bring into the INFO6007 exam?
The consistent allowance is one double-sided A4 notes sheet, handwritten or typed/printed. The Week 13 review lecture additionally lists a bilingual dictionary; that item is not stated on the Canvas assessment page, so confirm the current exam instructions.
How many questions are in the INFO6007 final exam?
The review lecture states 10 multiple-choice questions and three short-answer questions, each with three to four sub-questions. Total time is 2 hours 10 minutes: 10 minutes reading and 2 hours writing.
When is the INFO6007 viva and what does it cover?
Canvas says it runs from Week 8 / Week 8 onwards; the Week 1 briefing says Weeks 8, 9 and 10. It is a 10-minute secured tutorial assessment with no notes and covers Weeks 1–7. No rubric is available here.
How is the INFO6007 group assignment marked?
The 35% comprises a 30% consolidated group report plus 5% SparkPlus peer evaluation completed twice. The published rubric is out of 70: 60 report marks and 10 teamwork marks.
What sections does the Project Management Plan need?
The assessment lists thirteen scored plan sections from the charter and stakeholder plan through core and support plans to monitoring and control. An optional technical appendix is not separately assessed and attracts no additional marks.
When is the final exam?
The available assessment information states only the Formal Exam Period. No examination date is published in the unit materials available here; confirm Canvas and the official examination timetable.
How to study for the exam
Study INFO6007 by rebuilding decisions rather than memorising slide lists. For each knowledge area, write its purpose, the evidence it consumes, the artefact it produces, the person who uses that artefact and the neighbouring plans that must change with it.
Practise from small cases: classify project work, choose a lifecycle, trace one requirement, decompose a deliverable, draw predecessor logic, calculate a PERT estimate, and explain the critical path. Keep a calculation ledger for EVM, resource decisions, EMV and weighted scoring. Every row should include the formula, substituted values, result, direction and management interpretation.
Preserve precision when a rounded intermediate value feeds a forecast. For qualitative chapters, use claim–evidence–reasoning–action paragraphs and name the decision owner. For the group plan, audit horizontal consistency: the same scope assumptions should drive schedule, cost, resource, risk, quality and monitoring sections.
For the final exam, practise explaining concepts in your own words, comparing methods with examples, applying them to scenarios and completing calculations. Attempt every short-answer part, but do not invent a per-question mark scheme. Confirm all operational details, including the exam date, current viva window, extensions and permitted materials, on Canvas.
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