University Report: SBM4305 Information Security Project Management

This report provides a comprehensive analysis of project management within the context of information security (IS). It begins by identifying primary threats that can negatively impact the quality of IS projects, such as lack of executive support, scope creep, and cost management issues. The report then delves into the impact of IS project management on legal and ethical issues, as well as cultural differences, highlighting the importance of understanding diverse cultural perspectives and adhering to ethical practices. Furthermore, it examines the closing processes and outputs of IS projects, detailing the steps involved in formal project closure, including financial reconciliation, final reporting, and archiving of project documentation. The report incorporates figures and references to support its findings and concludes by emphasizing the importance of proactive risk management, cultural sensitivity, and effective project closure for successful IS project outcomes.

Running head: PROJECT MANAGEMENT AND INFORMATION SECURITY
Project management and information security
Name of the student:
Name of the university:
Author Note

1PROJECT MANAGEMENT AND INFORMATION SECURITY
Executive summary
The report highlights the preliminary threats for developing information security. For this various
project, qualities are investigated. Then, different ethnic cultural and legal problems are analysed.
Next, the study demonstrated different types of closing processes and methods through which they
are utilised on IS projects that are also to be examined.

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Table of Contents
1. Introduction:......................................................................................................................................3
2. Primary threats to improve quality in IS projects:.............................................................................3
3. Effect of IS project management related to legal problems and ethnic, cultural differences:...........7
3.1. Cultural issues:............................................................................................................................7
3.2. Ethical issues:.............................................................................................................................8
4. Closing process and outputs on how they are utilised:....................................................................10
5. Conclusion:......................................................................................................................................11
6. References:......................................................................................................................................13

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1. Introduction:
Project management is always a composite task. It comprises multiple dimensions. It is very
complicated depending on the class and type of project. In a nutshell, it is the discipline to plan,
organise, secure, manage, lead and control resources for achieving particular aims.
In this study, the primary threats related to developing IS or Information Security for which
project quality is analysed. Further the effect of IS project management, regarding legal issues and
various ethnic, cultural distinctions while performing under global groups. Next, different closing
methods are discussed, and the ways they can be used over IS projects are also analysed.
2. Primary threats to improve quality in IS projects:
First of all, there can be a lack of executive support. The project teams have been lacking
authorities for achieving project aims. Here, in this cases, executive management supports has been
fundamental for project success. Moreover, executive management has been disregarding meetings
and project communications (Peltier, 2016).
Further, there can be conflicts between stakeholders disrupting the projects. The different
members of executive management have been combative to project, and there is disagreement over
various issues on projects at an executive level. Besides executive turnovers has been disrupting
plans, as the primary executives leave any company, the disruption turns into a project issue.
Next, there are threats related to scopes. The scopes get ill-defined as a common risk of
errors or omission in scope definition. Further, scope creeps are inflating the uncontrolled changes
and constant growth of magnitudes (Marchewka, 2014). Here project teams have been adding their
features of products. This is nor the change necessity or requirement.

4PROJECT MANAGEMENT AND INFORMATION SECURITY
Moreover, some of the estimations regarding ordinary risks of the projects has been
inaccurate. Besides, some dependencies have been drastically affecting project costs and schedules.
There have been various activities that have been missing from the scope. Here needed actions are
found to be missing from a definition of scope.
Then, there are various risks to cost management. First of all the cost forecasts are inaccurate.
This estimates projections and costs. Moreover, there is a variability of exchange rates. Here, the
expenses are incurred in foreign currency exchange rates having a drastic effect (Laudon & Laudon,
2015).
As far as change management is concerned, there is a massive quantity of change requests
that increase complicacies of the project and has been facing various distractions through primary
resources. Moreover, there are stakeholder conflicts that have been proposed with changes. Further,
there are a perceptions that the project failed due to those changes. A massive number of priority
changes has been leading to the idea that the project is abandoned. As the budget and time is
continuously extended, the stakeholders have felt that they have missed original targets. Then there
is a lack of change management systems. Here the lack of critical tools is at risks. Besides, there can
be a lack of change management processes. This is critical for project success. Apart from this, the
project has been possessing limited visibility to changes affecting those projects.
Moreover, there is a lack of change control board. This is vital to managing changes for
massive projects. Further, there is a lack of wrong priorities of changes. There are various incorrect
preferences of changes as non-essential modifications are being prioritised affecting critical times.
Then there is low quality of change requests that are of low attributes or ambiguous (Schwalbe,
2015). Moreover, there are change request conflicts having requirements. This has been of no use
under the context of project requirements.

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Figure 1: “Threats to information security.”
(Source: Bauer, Bernroider & Chudzikowski, 2017), page number: 145-159)
Apart from this, stakeholders are turning to be disengaged. This takes place as the
stakeholders have been ignoring communications of projects.
Further, stakeholders have inaccurate expectations. Here the stakeholders have been
developing false hopes where it is believed that the project has been achieving various things that
have not been present in plans, requirements and many more. Besides, stakeholder turnovers have
been leading to project disruptions. As they fail to support projects, they have negative attitudes
towards projects (McIlwraith, 2016). Further, there are stakeholder conflicts that denote
disagreements between stakeholders on various issues of projects. Moreover, there are process inputs
ternalEx
threats to
information
security
uman threatsH
hysical securityP
threats
egal threatsL
ther threatsO
conomic andE
social threats
Software threats
Communication
security threats
ewtrok securityN
threats

6PROJECT MANAGEMENT AND INFORMATION SECURITY
that are of poor quality. The data from stakeholders have been of low quality such as requirements,
change requests and business cases.
Figure 2: “Information security steps to be integrated.”
(Source: Soomro, Shah & Ahmed, 2016), page number: 215-225)
Then there are problems with communications. The project teams have been
misunderstanding requirements. As a project team misinterprets these requirements, there are gaps to
be developed between work packages, needs and expectations. Next, there are communication
overheads. As the primary project resources have been spending high over their rime engaging
stakeholders on various issues of projects, the change requests of their tasks have been falling behind
(Goldes et al., 2017). Next, some communications are challenging not to be underestimated. One
he innformation security o jectives are toT b
e included in project o jectivesb b ;
nformation security ris assessment isI k
conducted at an early stage of the project
to identify necessary controls
information security is part of all phases of
the applied project methodology.

7PROJECT MANAGEMENT AND INFORMATION SECURITY
requires to communicate with similar concepts in various manners prior the people remember that.
Further, the users have inaccurate expectations. Here the risk on the project occurs as the users are
unable to know how the project has been coming on to their ways. At last, there have been different
impacts on individuals who were not kept informed. Here, stakeholders are missing in the
communication plan.
3. Effect of IS project management related to legal problems and ethnic, cultural
differences:
3.1. Cultural issues:
The culture determines the way in which people and companies have been operating daily,
and different problems are faced every day. This has been occurring as there are conflicts due to
various cultures (Haqaf & Koyuncu, 2018). Thus, the diversity that is found among employees has
needed higher attention from management such that sensitive skills drive the relationships. Therefore
the leaders have relationships with their followers.
Here among skills needed from project managers, this is the ability to know the culture of
people of their team. Having adequate knowledge about the culture of team members is a significant
challenge. The project managers are needed to deal with this regularly.
Awareness among various cultures is helpful to managers in managing and developing teams
in practical ways. Knowing the effect of cultural influences are vital for these kinds of global
projects, and multicultural competence has been becoming as complex factors for project managers
(Webb et al., 2014). Global project managers require cultural diversities for project managers in
identifying potential benefits and disadvantages to a team from various cultures. This reason is that
with cultural orientations, it is valuable as the managers understand how to handle that.

8PROJECT MANAGEMENT AND INFORMATION SECURITY
Figure 3: “Wide areas to be considered:”
(Source: Ndungu & Kandel, 2015)
3.2. Ethical issues:
Contract laws are always a tricky legal game, varying from places. Project management
processes combine those legal agreements for protecting companies against litigations.
First of all, there are skipping of legal issues, where various project managers have not been
making any mistake on any side of caution. This is until they create and construct industry. Thus,
verbal agreements can be made that are unreachable. Very often, team or employee theft of secret or
proprietary data is a cause of the clients to find attorneys. This is the most effective way for
attorneys contract attorneys to pen down service of project management agreement (Nicholas &
Steyn, 2017). This must never be used as the lieu of legal advice. To assure complete protection
from this litigation, the project managers must write down their service agreements. They should
ndividual identityI
and role within the
project versus
family of origin
and community
Verbal and
emotional
e pressivenessx
Relationship
e pectationsx
Style of
communication anguageL ersonal prioritiesP ,
values and beliefs, ime orientationT

9PROJECT MANAGEMENT AND INFORMATION SECURITY
keep in mind that they might not change service agreements in every project for avoiding legal
challenges that have been originating from projects that are managed.
As there are no service agreements in proper place, various consequences can take place.
First of all, the project terms have not been including a timeline of projects. It must be revealed that
who should be working and managing on projects. This involves a timeframe of a project that must
reveal who must be operating and working on the project. It has included a change of orders clause
with unforeseen costs. The clients have been requesting penalty clauses as the work is not finished as
per promise (Ndungu & Kandel, 2015). As one requires to use external resources, suppliers and
vendors they must be monitoring those sources. Here sub-contractor agreements with companies
must be named as external insured is mandatory. Then some communications must determine clients
and business. As this takes place, it must be indicated. They stuck to written legal agreements and
assured that they refer contact to be verbal. This can be in the form of faxes or emails.

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Figure 4: “Ways in which project manager can help fellow project managers for ethical
issues.”
(Source: Maarop et al., 2016, page number: 3023-3026)
4. Closing process and outputs on how they are utilised:
The first step is to confirm who must work according to requirements. As the project is
closed, every deliverable of the project should be finished and delivered to customers. One must
consider formal acceptance of customers for the complete tasks. Then there is a full closure of total
procurements. As the project gets closed, one must be completing remaining payments. These are
required to make partners and suppliers. These procurements are also completed, and a gaining of
Selling the value of project management in
whatever way they can.
uilding good job profiles and career progressionB
tracks for project managers.
Acting as a consultant when they face problems
and need advice.
plaining to them the importance of certificationEx ,
studying and networking"“
oing out of the way to help them acquireG “ - - - ”
the skills and the methods that they need in
their profession.

11PROJECT MANAGEMENT AND INFORMATION SECURITY
formal acceptance with deliverables are to be considered by customers. The client must be
representing written documents, and this is email and signed off documents. This indicates that the
projects are finished and has been accepting outputs of projects. Then there is a completion of the
final reporting which is measured and recorded. It includes cost performances, quality performances
(Barlette, Gundolf & Jaouen, 2015). This, for example, is finished within budget and is not
completed. It indicates how the project has been exceeding planned budgets.
Then are indexing and achieving of records. Here the collected documents are finalised. The
ultimate versions of plans for project management and all needed documents are achieved as per
records of the company. Then there are updating of lessons learnt. These are gathered from every
stakeholder. These are stored in resources of the organisational process of the company. Next, there
is hand-off completion of products. As this project gets finished, the project product is provided to
the end users. This requires predetermined assistances of various documents that are described
regarding how to operate or use those products.
Then there are project closure steps. This indicates the release of the resource. Here, as the
project gets successfully finished, every assignment of project resources have been closed. Here the
lessons learned inputs originating from project resources gets gathered and released to a
marketplace. As it is seen, the closure of the project is also vital like various other stages. Hence the
project managers must consider these tasks for severe considerations for useful results for plans.
5. Conclusion:
The above study shows that managing projects are an essential skill set. The managers must
consider this an ideal starting point for managing projects. They must also discuss plans to be taken
to future and seek to learn and deploy essential skills and knowledge of project management. To

12PROJECT MANAGEMENT AND INFORMATION SECURITY
provide the projects successfully, this is vital to begin undoubtedly through determining what the
project has been resulting in. In this study, they must also demonstrate practical methods for
understanding and exploring aims from the outset of projects. They should also consider every factor
that has been affecting executions. The report shows various stages regarding how to manage, cost,
schedule, scope and plans the project from start to finish. As all kinds of projects have been
depending on people who have been delivering that, this course has also been enabling to explore
how one can effectively manage and communicate with individuals. Thus they can employ various
skills of leadership for successfully delivering their projects. In this way, different practical methods
can be learnt by using the powers of project management irrespective of the size of the project. The
study helps in exploring how one can gain advantages through utilizing techniques of project
management in their plans.

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6. References:
Barlette, Y., Gundolf, K., & Jaouen, A. (2015). Toward a better understanding of SMB CEOs'
information security behavior: Insights from threat or coping appraisal. Journal of
Intelligence Studies in Business, 5(1).
Bauer, S., Bernroider, E. W., & Chudzikowski, K. (2017). Prevention is better than cure! Designing
information security awareness programs to overcome users' non-compliance with
information security policies in banks. computers & security, 68, 145-159.
Goldes, S., Schneider, R., Schweda, C. M., & Zamani, J. (2017, June). Building a viable information
security management system. In Cybernetics (CYBCONF), 2017 3rd IEEE International
Conference on (pp. 1-6). IEEE.
Haqaf, H., & Koyuncu, M. (2018). Understanding key skills for information security managers.
International Journal of Information Management, 43, 165-172.
Laudon, K. C., & Laudon, J. P. (2015). Management information systems (Vol. 8). Prentice Hall.
Maarop, N., Thamadharan, K., Samy, G. N., Zainuddin, N. M. M., Azmi, A., Yusop, O. M., &
Azizan, A. (2016). Information Security Management System Implementation Success
Factors: A Review. Advanced Science Letters, 22(10), 3023-3026.
Marchewka, J. T. (2014). Information technology project management. John Wiley & Sons.
Martinelli, R. J., & Milosevic, D. Z. (2016). Project management toolbox: tools and techniques for
the practicing project manager. John Wiley & Sons.

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McIlwraith, A. (2016). Information security and employee behaviour: how to reduce risk through
employee education, training and awareness. Routledge.
Ndungu, M., & Kandel, S. (2015). Information Security Management in Organizations.
Nicholas, J. M., & Steyn, H. (2017). Project management for engineering, business and technology.
Routledge.
Peltier, T. R. (2016). Information Security Policies, Procedures, and Standards: guidelines for
effective information security management. Auerbach Publications.
Schwalbe, K. (2015). Information technology project management. Cengage Learning.
Soomro, Z. A., Shah, M. H., & Ahmed, J. (2016). Information security management needs more
holistic approach: A literature review. International Journal of Information Management,
36(2), 215-225.
Turner, R. (2016). Gower handbook of project management. Routledge.
Webb, J., Ahmad, A., Maynard, S. B., & Shanks, G. (2014). A situation awareness model for
information security risk management. Computers & security, 44, 1-15.