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POM > 02 Lecture > Flashcards

02 Lecture Flashcards

1
Q

Define a Project

A
  • limited in time,
  • has a clear goal and
  • a specific budget,
  • requiring a concerted effort
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2
Q

A project consists of …

A
  • start date and duration
  • set of deliverables to a client
  • schedule
  • activities required to produce and deliver the deliverables
  • Resources
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3
Q

4 Steps of a Dynamic Model

A
  1. Define Scope
  2. Assign Tasks
  3. Develop System
  4. Deliver System
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4
Q

Roles in a Project Team

A
  1. Project Manager
  2. Analyst
  3. System Architekt
  4. Tester
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5
Q

Assignments of Roles to Participants

A
  • One-to-One
  • Many-to-Few
  • Many-to-“Too-Many”
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6
Q

Problems in Role Assignments

A
  • Incompetence (Peter Principle)
  • Useless role: (Dilbert’s Law) only exists to minimize damager control
  • Increase of Bureaucracy (Parkinson’s Law)
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7
Q

Peter Principle

A

Employees who perform their roles in a hierarchy with competence are promoted to a higher
level until they reach a level where they are no longer competent. There they remain forever

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8
Q

Dilbert’s Law

A

Companies tend to systematically promote their least-competent employee to management
(generally middle management), in order to limit the amount of damage they are capable of

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9
Q

Parkinson’s Law

A

Work expands to fill the time available for its completion

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10
Q

Definition of Delegation

A

Binding a responsibility assigned to one person to another person

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11
Q

Definition of Task

A

A task describes the smallest amount of work monitored (tracked) by the project manager
(Typically 3-10 working days effort (1-2 weeks))

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12
Q

Definition of Activities

A

An activity is a major unit of work
Culminates in a project milestone
Activities can also have internal checkpoints

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13
Q

Definition of Unit of Work (Phases, Steps, Sprints)

A

A task or an activity that contains other tasks and lower-level activities

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14
Q

Definition of Project Function

A

An activity that spans the entire duration of a software

project.

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15
Q

Definition of Work Package

A

A task or activity is specified by a work package which contains:
• Description of work to be done
• Preconditions for starting, duration, required resources
• Work products to be produced, acceptance criteria for it
• Risks involved

A work package must have completion criteria
• Includes the acceptance criteria for the work products produced by the task or activity

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16
Q

Definition of Work Product

A

A work product is the visible outcome of a unit of work

Work products that have to be given to the customer are called deliverables

17
Q

Definition of a Functional Organization

A

people are grouped into departments, each of which

addresses an activity (“function”)

18
Q

Advantages of a Functional Organization

A

Members of a department have a good understanding of the functional area they support

19
Q

Disadvantages of a Functional Organization

A
  • It is difficult to make major investments in equipment and facilities
  • High chance for overlap or duplication of work among departments
20
Q

Definition of a Project-based Organization

A

In a project-based organization people are assigned to a project, each of which has a problem to be solved in a certain time within a given budget

21
Q

Advantages of a Project-based Organization

A

+ Responsive to new requirements (the project is newly established and can be tailored
around the problem)

+ New people can be hired who are familiar with the problem or who have special capabilities

+ There is no idle time for the project members

22
Q

Disadvantages of a Project-based Organization

A
  • Teams cannot be assembled rapidly. Often it is difficult to manage the staffing/hiring process (flat staffing vs. gradual staffing)
  • Because there are no predefined departments (as in a functional organization), roles and responsibilities need to be defined at the beginning of each project
23
Q

What is Gradual Staffing

A

The organization is gradually ramped up by hiring people as needed

Gradual staffing is motivated by saving resources in the early part of the project

24
Q

What is Flat Staffing

A

All the participants are assigned at the start of a project

Consulting companies usually allocate these participants from a pool of available people

25
Q

When to use a Project-based Organization

A
  • Project has high degree of uncertainty
  • Open communication is needed among participants
  • Requirements are expected to change during the project
  • New technology that could effect the outcome may appear during the project
26
Q

Definition of Matrix Organization

A

People from different departments of a functional organization are assigned to work on one or more projects (assigned with less then 100% of their time)

27
Q

Advantages of a Matrix Organization

A

+ Teams for projects can be assembled rapidly from the departments

+ Expertise can be applied to different projects as needed

+ Consistent reporting and decision procedures can be used for projects of the same type

28
Q

Disadvantages of a Matrix Organization

A
  • Team members are often not familiar with each other
  • Team members have different working styles
  • Team members must get used to each other
29
Q

A project organization has at least 3 relationships:

A
  • Decision structure
  • Reporting structure
  • Communication structure
30
Q

Advantages and disadvantages of Information flow in non-hierarchical project organizations

A

+ Cutting down on bureaucracy
+ Reduces development time
+ Decisions are expected to be made at each level

  • Hard to manage
31
Q

What is a Communication event:

A

Information exchange with defined objectives & scope

  • Scheduled: Planned communication (Examples: review, meeting)
  • Unscheduled: Event-driven communication (Examples: Request for change, clarification, bug report)
32
Q

What is a Communication mechanism:

A

Tool or procedure that can be used to deal with a communication event

  • Synchronous: Same time
  • Asynchronous: Different time
33
Q

Pros and cons of an Informal Meeting

A

+ Cheap and effective for resolving simple problems

- Information loss, misunderstandings are frequent

34
Q

Pros and cons of an Formal Meeting

A

+ Effective for issue resolutions and consensus building

- High cost (people, resources)

35
Q

Three roles in a team meeting

A
  • Primary Facilitator
  • Minute Taker
  • Time Keeper
36
Q

Define Deliverables

A

Work products to be delivered to the client

37
Q

Which two styles of Navigation did Gladwin define in the year 1964

A

1) European Navigation (Traditional Planing)

2) Polynesian Navigation (Agile Planing)

POM (10 decks)

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