INFO6007 Project Management in IT
The Complete Exam Bible · S2 2026INFO6007 Overview
- University of Sydney
- Semester 2 2026
- Postgraduate unit
- Two hour final exam
INFO6007 Project Management in IT is a postgraduate University of Sydney unit about planning, delivering and controlling complex technology projects. It combines qualitative judgement with quantitative tools.
- Largest component The final exam carries 60 percent and a hurdle.
- Assessed product The group submits one integrated Project Management Plan.
- Quantitative core Practise networks, PERT and earned value calculations.
- Control habit Trace every approved change across connected plans.
What you get in the full INFO6007 Exam Bible
- 14 chapters, 41 pages — every examinable topic, week by week
- 34 original practice questions in the Final Exam format
- 14 worked examples, solved the way INFO6007 marks
- 14 computed figures, redrawn from the course’s own numbers
- Exam-morning plan for the Final Exam (60%) — what to revise last, where marks are lost
Free on this page: assessment table, chapter map, one worked example, key terms, FAQ. The rest is in the full exam bible.
INFO6007 Course Changes in Semester 2 2026
Compared with Semester 1 2026
What's new
- ✅Group project25%
What's changed
- 🔄Final Exam50% → 60%
What's removed
- ❌Group Assignment (Group project) — Project Management Plan for a complex IT project35%
How INFO6007 is assessed in S2 2026
| Component | Weight | Format |
|---|---|---|
| Early Semester Feedback Task | 5% | Individual auto graded multiple choice quiz on Weeks 1 to 3, due in Week 4 |
| Weekly progress evaluation | 10% | Individual tutorial stand ups, best five results from seven in Weeks 6 to 12 |
| Group project | 25% | Consolidated Project Management Plan due in Week 13 |
| Final Exam · hurdle | 60% | Two hour closed book supervised exam; one double sided A4 notes sheet allowed; at least 40 percent of exam marks required |
From the course outline for Semester 2, 2026 (as of 2026-10-30); dates and venues are subject to confirmation. Always check your own subject guide and LMS for the authoritative timetable. See how INFO6007 has been assessed over time
How INFO6007 has been assessed over time
2 teaching periods tracked. Open an earlier period to see its full assessment.
- Semester 2 2026 CurrentSee table above ↑
Semester 1 2026ShowHide
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. Final exam: 50% (hurdle). Source: course outline, as of 2026-08-03.
What other students are asking about INFO6007
- Where can I find lecture notes or study guides for INFO6007 at USyd?
- The INFO6007 study guide in AskSia Library covers Project Management in IT in 14 chapters, with the assessment table, a chapter-by-chapter topic map, key terms and a worked example, free to read on this page.
- Is there a final exam in INFO6007, and how much is it worth?
- Yes. In the offering this AskSia Library guide is built from, Final Exam carries 60% of the INFO6007 mark; the full split is Early Semester Feedback Task 5%, Weekly progress evaluation 10%, Group project 25%, Final Exam 60%.
- What does INFO6007 cover on lifecycles, methods and requirements?
- In AskSia Library's INFO6007 guide, the Lifecycles, Methods and Requirements chapter explains waterfall, Agile, Scrum, Kanban, DevOps, requirements and initiation.
- What does INFO6007 cover on scope management: boundaries, wbs and control?
- In AskSia Library's INFO6007 guide, the Scope Management: Boundaries, WBS and Control chapter explains scope statements, decomposition, validation and controlled change.
- What does INFO6007 cover on schedule networks, pert and critical path?
- In AskSia Library's INFO6007 guide, the Schedule Networks, PERT and Critical Path chapter explains dependencies, three point estimates, float and compression.
What INFO6007 covers
INFO6007 moves from defining IT projects and selecting delivery methods into scope, schedule, cost, quality, resources and risk, then connects procurement, governance, integration and service management in one Project Management Plan.
What Makes an IT Project and Why Projects Fail
Project identity, triple constraints, broader success and failure diagnosisThis chapter defines a project as temporary work producing a unique outcome and separates project delivery from ongoing operations. It broadens success beyond time and budget to include usable quality, stakeholder value, adoption and benefits.
- Projects compared with operations
- Scope, time and cost trade offs
- Quality, value and adoption
- Success criteria and benefits
- Common IT failure patterns
- Cause based recovery decisions
Lifecycles, Methods and Requirements
Waterfall, Agile, Scrum, Kanban, DevOps, requirements and initiationThis chapter chooses a delivery method from uncertainty, feedback needs, compliance and release patterns. It compares Waterfall, Agile, Scrum, Kanban and DevOps without treating any method as universally superior.
- Project lifecycle and process groups
- Waterfall phase control
- Agile feedback cycles
- Scrum and Kanban flow
- DevOps delivery and operations
- Requirements gathering techniques
Scope Management: Boundaries, WBS and Control
Scope statements, decomposition, validation and controlled changeThis chapter converts objectives into deliverables, inclusions, exclusions, assumptions and measurable acceptance criteria. A deliverable oriented Work Breakdown Structure defines the total scope and supports estimation, ownership and control.
- Scope management approach
- Scope statement and exclusions
- Acceptance criteria
- Deliverable decomposition
- WBS dictionary
- Scope validation
Schedule Networks, PERT and Critical Path
Dependencies, three point estimates, float and compressionThis chapter turns WBS work into activities, dependencies, duration estimates and a controlled schedule. Network analysis comes before visual presentation because it reveals the path that determines completion.
- Activity definition from the WBS
- Dependency sequencing
- Network diagrams
- PERT expected duration
- Forward and backward passes
- Critical path and total float
Cost Baselines and Earned Value Analysis
Estimation, reserves, PV, EV, AC, variances, indices and forecastsThis chapter estimates, budgets and controls IT project cost. It distinguishes analogous, parametric, bottom up and three point estimating, then separates contingency from management reserve.
- Cost types and estimation
- Contingency and management reserves
- Time phased cost baseline
- Planned Value, Earned Value and Actual Cost
- Cost and schedule variances
- CPI and SPI
Quality Planning, Assurance and Control
Measurable criteria, process assurance, product control and acceptanceThis chapter turns broad quality goals into measurable criteria, named evidence and authorised acceptance. It distinguishes preventive process assurance from product inspection and testing, then connects verification, validation and failure costs.
- Quality objectives in IT projects
- Measurable standards and criteria
- Quality assurance
- Quality control
- Verification and validation
- Prevention, appraisal and failure costs
Resource Allocation, Teams and Conflict
Capacity, capability, responsibility, levelling and team developmentThis chapter plans human and physical resources by capability, quantity, timing, duration and ownership. It checks whether the dependency based schedule is feasible with available capacity and distinguishes smoothing from levelling.
- Human and physical resources
- Capability and availability
- RACI responsibilities
- Resource loading
- Smoothing and levelling
- Training and team development
Risk Analysis, Ownership and Responses
Cause event effect statements, prioritisation, EMV and monitoringThis chapter writes actionable cause event effect risk statements, analyses probability and impact, chooses responses and monitors triggers.
- Risk identification techniques
- Cause event effect statements
- Qualitative probability and impact
- Expected monetary value
- Threat and opportunity responses
- Owners and triggers
Procurement, Contracts and Vendor Control
Make or buy, commercial risk, supplier control and closureThis chapter starts procurement with a make or buy decision and a precise statement of need. It compares broad commercial forms by uncertainty, measurability and the party able to manage each risk.
- Make or buy analysis
- Statement of need
- Supplier evaluation
- Fixed price arrangements
- Cost reimbursable and time materials work
- Contract performance control
Leadership, Governance and Strategic Alignment
Decision rights, escalation, benefits and continued justificationThis chapter separates leadership from governance while showing why IT projects require both. Leadership builds direction, trust and coordinated action. Governance defines decision rights, evidence, thresholds, forums and escalation.
- Leadership and stakeholder commitment
- Sponsor and project manager roles
- Project boards and technical authority
- Decision thresholds
- Escalation packs
- Benefits ownership
Integration Management and Change Control
Impact analysis, authorised baselines, adoption and connected updatesThis chapter coordinates the project as one controlled system. A change request is defined, assessed across every affected plan, decided by the proper authority and implemented through consistent baseline updates.
- Project integration responsibilities
- Change request definition
- Cross plan impact analysis
- Change authority and decisions
- Baseline updates
- Current and future state assessment
IT Service Management Foundations
Service value, utility, warranty, ownership and operational readinessThis chapter extends project thinking beyond release into sustained service value. It distinguishes utility, which makes a service fit for purpose, from warranty, which makes it fit for use through availability, capacity, continuity and security.
- Services and stakeholder outcomes
- Service value
- Utility and warranty
- Service provision and consumption
- Service ownership
- Operational readiness
Service Functions, Processes and Improvement
Incidents, problems, changes, monitoring and continual improvementThis chapter distinguishes service records and practices by purpose. Incident management restores service, problem management investigates causes, change enablement controls modifications, and monitoring provides evidence about conditions.
- Service desk coordination
- Incident restoration
- Problem cause analysis
- Change enablement
- Monitoring and events
- Known errors and workarounds
Building the Project Management Plan
Subsidiary plans, rubric evidence, integration and coherenceThis chapter assembles the assessed Project Management Plan as one professional management system.
- Charter and stakeholder foundations
- Literature and governance
- Scope to schedule dependency
- Cost and resource reconciliation
- Risk and quality integration
- Communication and change control
The early weeks define projects, success and common failure patterns, then compare Waterfall, Agile, Scrum, Kanban and DevOps while developing requirements, a charter and stakeholder evidence. Scope work becomes a deliverable oriented Work Breakdown Structure. Schedule work turns that structure into dependencies, three point duration estimates, a critical path and a controlled baseline.
Cost work links estimating and reserves to Earned Value Management, where Planned Value, Earned Value and Actual Cost reveal cost and schedule performance. Later planning connects quality assurance and control, human and physical resources, risk ownership, procurement, leadership, governance, integration and organisational change.
The service management chapters extend the view beyond go live by asking whether a service is useful, dependable, supportable and improving. The Semester 2 assessment has four components: a 5 percent early feedback quiz, 10 percent weekly progress evaluation, a 25 percent group project and a 60 percent final exam.
The group project is one consolidated Project Management Plan built from the supplied templates, and its rubric separately rewards integration and professional coherence. The final is a two hour closed book supervised examination with one double sided A4 notes sheet allowed.
It is a hurdle task requiring at least 40 percent of the exam marks, alongside an overall unit mark of at least 50. The available materials do not publish a final question count or section pattern, so this guide prepares the methods and decision boundaries without inventing a paper format.
Worked example · free
Read an earned value status report
- +1CV = EV minus AC = $60,000 minus $85,000 = minus $25,000, so the project is over budget for completed work.
- +1SV = EV minus PV = $60,000 minus $70,000 = minus $10,000, so earned progress trails plan.
- +1CPI = EV divided by AC = 0.706, below one, showing cost inefficiency.
- +1SPI = EV divided by PV = 0.857, below one, showing the project is behind planned progress.
- +1EAC = BAC divided by CPI = about $283,333 if current cost performance continues.
- +1Forecast overrun is about $83,333; investigate causes before approving corrective change.
Key terms
- Project charter
- The document that authorises a project and establishes its high level purpose, boundaries, stakeholders and authority.
- Work breakdown structure
- A deliverable oriented hierarchy that decomposes total project scope into manageable work packages.
- Scope baseline
- The approved scope statement, WBS and WBS dictionary used to assess and control change.
- Critical path
- The longest duration path through a valid activity network, which determines the earliest project finish.
- Total float
- The time an activity can move without delaying the project finish under the current network.
- Planned Value
- The budgeted cost of work scheduled by the status date.
- Earned Value
- The budgeted cost of work actually completed by the status date.
- Actual Cost
- The cost incurred for the work completed by the status date.
- Quality assurance
- Preventive, process oriented work that checks whether suitable methods and controls are being used.
- Quality control
- Product oriented inspection and testing that finds whether deliverables meet defined criteria.
- Risk register
- The controlled record of risks, analysis, owners, responses, triggers and current status.
- Utility
- The functionality that makes a service fit for its intended purpose.
- Warranty
- The availability, capacity, continuity and security conditions that make a service fit for use.
INFO6007 FAQ
How difficult is this project management unit?
The unit combines broad management judgement with quantitative schedule and cost tools. The challenge is connecting decisions across plans: requirements affect scope, scope creates schedule and cost, and approved changes must update risk, resources, quality and operations. Regular calculation practice and a coherent project case make the workload more manageable.
What are the assessment components?
The current Semester 2 outline lists a 5 percent early feedback quiz, 10 percent weekly progress evaluation, a 25 percent group project and a 60 percent final exam. The numeric weights total 100 percent. The group project is developed during the semester and submitted as one consolidated Project Management Plan.
What is the final exam format?
The official current outline states a two hour supervised closed book final examination worth 60 percent. One double sided A4 sheet of handwritten or typed notes is allowed. The available materials do not publish a question count or section breakdown, so confirm current administrative details on the official unit page.
Is the final exam a hurdle?
Yes. The current Semester 2 outline states that students must achieve at least 40 percent of the final examination marks. Students must also earn an overall final mark of 50 or more. Treat the notes sheet as a retrieval tool for formulas, decision rules and category distinctions.
Are past papers included here?
No past final examination, sample final or practice final is present in the current source folder. The practice questions in this guide are original and are based on the tool types taught in lectures and tutorials, including method choice, scope, network analysis, earned value and integrated control decisions.
What does the group project require?
The group submits a comprehensive Project Management Plan covering the charter, stakeholder evidence, governance, scope, schedule, cost, resources, risk, quality, communication, change and monitoring. The rubric rewards both individual plan quality and integration, coherence, presentation and credible references.
Which calculations should I practise?
Practise three point duration estimates, network paths and float, then Earned Value Management using PV, EV and AC. You should be able to calculate CV, SV, CPI, SPI and a stated EAC formula, and explain the direction of every result before recommending action.
Questions students ask in each INFO6007 chapter
- Why can an on time project still fail?
- Time and budget show delivery performance, but the product may still be unusable, insecure, rejected by stakeholders or unable to produce the intended benefits. Success needs agreed outcome and acceptance evidence. Chapter 01 · What Makes an IT Project and Why Projects Fail
- When does Waterfall fit an IT project?
- It fits better when requirements and interfaces are stable, formal approvals matter and late change is expensive. Even then, stakeholder validation and risk control remain necessary throughout delivery. Chapter 02 · Lifecycles, Methods and Requirements
- What makes a good WBS?
- It is deliverable oriented, complete against the approved scope, decomposed to manageable work packages and supported by a dictionary. Each unit appears once and children fully represent the parent. Chapter 03 · Scope Management: Boundaries, WBS and Control
- How do I identify the critical path?
- Build a valid dependency network, calculate the duration of every complete path and select the longest. Confirm timing with forward and backward passes when networks become more complex. Chapter 04 · Schedule Networks, PERT and Critical Path
- What is the difference between contingency and management reserve?
- Contingency reserve covers identified uncertainty and belongs in the cost baseline. Management reserve covers unpredictable work and sits outside that performance baseline under higher authority. Chapter 05 · Cost Baselines and Earned Value Analysis
- How do QA and QC differ?
- Quality assurance examines and improves the process used to create outputs. Quality control inspects and tests the actual outputs against measurable criteria, then verifies corrections. Chapter 06 · Quality Planning, Assurance and Control
- Why can a logical schedule be impossible?
- Dependencies may be valid while multiple activities require the same scarce person, environment or equipment. Resource loading exposes this capacity mismatch before dates are approved. Chapter 07 · Resource Allocation, Teams and Conflict
- How do I write a useful risk statement?
- Write the cause, the uncertain event and the effect on a project objective. This structure supports analysis, response design, ownership and monitoring more effectively than a vague category. Chapter 08 · Risk Analysis, Ownership and Responses
- When does fixed price work well?
- It works better where scope is stable, outputs and acceptance are measurable, dependencies are visible and the seller can realistically control the allocated delivery and commercial risk. Chapter 09 · Procurement, Contracts and Vendor Control
- How are leadership and governance different?
- Leadership influences direction, trust and commitment. Governance establishes formal authority, decision evidence, thresholds, forums and accountability. Effective delivery needs both rather than substituting one for the other. Chapter 10 · Leadership, Governance and Strategic Alignment
- Why does change control examine every plan?
- Project plans are connected. A product change can alter work, dependencies, cost, resources, risk, quality, contracts, training and support, so isolated approval creates baseline contradictions. Chapter 11 · Integration Management and Change Control
- How is a service different from a project?
- A project delivers temporary change with defined completion, while a service sustains outcomes through ongoing operation, support, monitoring, ownership and continual improvement after project closure. Chapter 12 · IT Service Management Foundations
- What is the difference between incident and problem?
- Incident management restores service for a current interruption. Problem management investigates and controls underlying causes so similar incidents become less likely to recur or less damaging. Chapter 13 · Service Functions, Processes and Improvement
- What must the group project contain?
- It compiles the charter, stakeholder plan, literature review, governance, scope, schedule, cost, resources, risk, quality, communication, change and monitoring and control sections into one proposal. Chapter 14 · Building the Project Management Plan
How to study for the exam
Build revision in connected passes. First classify the project, method and requirements evidence. Next practise scope decomposition, network analysis, PERT and earned value until formulas and direction tests are automatic. Then use one original project scenario to connect quality, resources, risk, procurement, governance, change and service readiness.
Design the permitted A4 notes sheet around compact decision rules, not paragraphs: include formulas, the meaning of indices above and below one, threat and opportunity responses, assurance versus control, incident versus problem, and utility versus warranty.
For the group project, run a weekly coherence audit so every deliverable appears in the schedule, every scheduled activity is resourced and costed, every major risk has an owner and response, and every acceptance test has an authorised decision route. Confirm current exam logistics on the official unit page rather than relying on an invented question pattern.
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