14 Lecture Flashcards

1
Q

What are the components of an estimation?

A
  • cost
  • scope
  • time
  • infrastructure
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2
Q

How are Personnel Costs estimated

A

person days * cost rate

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3
Q

How is the Development Time Estimated

A

Duration = Effort / People

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4
Q

What does Brook’s Law state

A

Adding more people to a late project makes it even later

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5
Q

How to estimate a project with the Top-Down Approach

A
  1. Estimate effort for the whole project

2. Breakdown to different project phases and work products

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6
Q

How to estimate a project with the Bottom-Up Approach

A
  1. Start with effort estimations for tasks on the lowest possible level
  2. Aggregate the estimates until top activities are reached

(good if you already have activities tasks and knowledgeable developers)

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7
Q

What is an expert estimation based on and name 3 methods

A

Based on:

  • Experience
  • Domain Knowlege

Methods:

  • T-Shirt sizes
  • Planning Poker
  • Delphi
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8
Q

What is an algorithmic estimation based on and name 3 methods

A

Based on:

  • KPIs
  • Formulas
  • Metrics

Methods:

  • Lines of Code
  • COCOMO II
  • Aron
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9
Q

What is the cone of uncertainty

A

At the beginning of a project, before requirements elicitation, estimates have an uncertainty of factor 4

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10
Q

Name three advantages of planning poker

A

+ Wisdom of the Crowd
+ Conversation is a great pool of important issues
+ Story points can be used to determine the Sprint velocity

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11
Q

Name three disadvantages of planning poker

A
  • Based on expert opinion
  • Estimation may vary between two teams
  • Estimation changes with different skills and experience
    • long discussions
    • lazy developers -> overestimate
    • people average the amount of points -> limits the discussion
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12
Q

Which three elements are in a dependency diagram?

A
  1. Event
  2. Activity
  3. Span time
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13
Q

What is the Critical Path?

A
  • A sequence of activities that take the longest time to complete
  • Defines how long the project will take
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14
Q

What is a Noncritical Path

A
  • A sequence of activities that can be delayed with the project still finishing in time
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15
Q

How do you determine the critical path in a PERT-Diagram?

A

forward pass analysis

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16
Q

How do you determine slack times in a PERT-Diagram?

A

backward pass analysis

17
Q

What does PERT stand for

A

Program Evaluation and Review Technique

18
Q

What is the Formula for Time Expected

A

TE = (O + 4M + P) / 6

O: Optimistic
M: Most likely
P: Pessimistic

19
Q

When should a milestone view be used

A
  • Project introduction

- High executive briefings

20
Q

When should a activities view be used

A
  • Developer meeting
21
Q

When should a Gantt Chart view be used?

A

(experienced team) person-centered view

(beginner team) activity-oriented view

22
Q

When should a PERT Chart view be used

A
  • Illustration of tasks and dependencies
23
Q

Name three reasons for schedules to overrun

A
  • Activities don‘t finish early (Prakinson)
  • Lateness is passed down the schedule
  • Activities are not independent
  • Multitasking causes more delays
  • Features are not developed by priority
  • Uncertainty is ignored
  • Estimates become commitments
24
Q

How to shorten the project duration

A
  • Re-check the original span time estimates
  • Consider different strategies to perform activities
  • Hire more experienced personnel
  • Parallelize Activities (Cirt path)
  • Develop a new strategy
  • Don’t use Fudge factor