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CTS-285 > Chapter 3 - Managing Systems Projects > Flashcards

Chapter 3 - Managing Systems Projects Flashcards

1
Q

The three major components of a project: cost, scope, and time. A project manager tries to find the optimal balance among these factors

A

project triangle

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2
Q

The person charged with managing a project from an administrative perspective.

A

project manager

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3
Q

The person charged with leading a project from a technical perspective.

A

project leader

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4
Q

The person who handles administrative responsibilities for the development team and negotiates with users who might have conflicting requirements or want changes that would require additional time or expense.

A

project coordinator

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5
Q

Identifying project tasks and estimating completion time and costs.

A

Project planning

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6
Q

The creation of a specific timetable to facilitate completion of a project. Also involves selecting and staffing the project team and assigning specific tasks to team members.

A

Project scheduling

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7
Q

Guiding, supervising, and coordinating the project team’s workload.

A

Project monitoring

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8
Q

Providing regular progress reports to management, users, and the project team itself.

A

Project reporting

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9
Q

A project broken down into a series of smaller tasks.

A

work breakdown structure (WBS)

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10
Q

A horizontal bar chart that illustrates a schedule. Developed many years ago by Henry L. Gantt as a production control technique. Still are in common use today

A

Gantt chart

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11
Q

A task that represents several activities.

A

task group

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12
Q

See PERT/CPM.

A

Program Evaluation Review Technique (PERT)

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13
Q

Shows a project as a network diagram. The activities are shown as vectors, and the events are displayed graphically as nodes. Although ___ developed separately from the Program Evaluation Review Technique (PERT), the two methods are essentially identical.

A

Critical Path Method (CPM)

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14
Q

The ___________________________ was developed by the U.S. Navy to manage very complex projects, such as the construction of nuclear submarines. At approximately the same time, the ____________________ was developed by private industry to meet similar project management needs. The important distinctions between the two methods

A

PERT/CPM

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15
Q

A method for analyzing a large, complex project as a series of individual tasks, called project tasks.

A

bottom-up technique

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16
Q

A PERT chart also is referred to as a _________.

A

network diagram

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17
Q

Any work that has a beginning and an end and requires the use of company resources including people, time, and/or money. Examples include conducting a series of interviews, designing a report, selecting software, waiting for the delivery of equipment, and training users.

A

task / activity

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18
Q

Any work that has a beginning and an end and requires the use of company resources including people, time, and/or money. Examples include conducting a series of interviews, designing a report, selecting software, waiting for the delivery of equipment, and training users.

A

Task / activity

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19
Q

A reference point that marks a major occurrence. Used to monitor progress and manage a project.

A

events /milestone

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20
Q

A reference point that marks a major occurrence. Used to monitor progress and manage a project.

A

Event / milestones

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21
Q

A single prior task upon which two or more concurrent tasks depend.

A

predecessor tasks

22
Q

The amount of work that one person can complete in one day.

A

person-day

23
Q

The most optimistic outcome

A

best-case estimate

24
Q

The most likely outcome

A

probable-case estimate

25
Q

The most pessimistic outcome.

A

worst-case estimate

26
Q

An important multiplier that managers factor into estimates so they can be analyzed.

A

weight

27
Q

A logical sequence of tasks in a WBS. Can involve sequential tasks, multiple successor tasks, and multiple predecessor tasks.

A

task pattern

28
Q

A component of a PERT/CPM chart that contains important scheduling and duration information about a task. Each task in a project is represented by its own _______ in the PERT/CPM chart.

A

task box

29
Q

A brief descriptive name for a task, which does not have to be unique in the project. For example, a task named Conduct Interviews might appear in several phases of the project.

A

task name

30
Q

A number or code that uniquely identifies a task.

A

task ID

31
Q

The amount of time it will take to complete a task.

A

duration

32
Q

The day or date when a task is scheduled to begin.

A

start day/date

33
Q

The day or date when a task is scheduled to be finished.

A

finish day/date

34
Q

A task is said to be ___________ when it has to be completed in a serial sequence.

A

dependent tasks

35
Q

A task that can be completed at the same time as (in parallel with) another task.

A

concurrent task

36
Q

Each of the concurrent tasks of a predecessor task.

A

successor task

37
Q

A series of events and activities with no slack time. If any activity along the _________ falls behind schedule, the entire project schedule is similarly delayed. As the name implies, a _________ includes all activities that are vital to the project schedule.

A

critical path

38
Q

The amount of time by which an event can be late without delaying the project. The difference between latest completion time (LCT) and earliest completion time (ECT)

A

Slack time

39
Q

A review of a project team member’s work by other members of the team. Generally, systems analysts review the work of other systems analysts, and programmers review the work of other programmers, as a form of peer review. _________________ should take place throughout the SDLC and are called requirements reviews, design reviews, code

A

structured walk-through

40
Q

See structured walk-through.

A

design reviews

41
Q

A review of a project team member’s work by other members of the team to spot logic errors. Generally, systems analysts review the work of other systems analysts, and programmers review the work of other programmers, as a form of peer review. Structured walk-throughs should take place throughout the SDLC and are called requirements reviews, design

A

code reviews

42
Q

Software that is supported by a large group of users and developers. The source code is made freely available.

A

open-source

43
Q

An event that could affect the project negatively.

A

risk

44
Q

The process of identifying, evaluating, tracking, and controlling risks to minimize their impact.

A

Risk management

45
Q

Includes a review of the project’s scope, stakeholders, budget, schedule, and any other internal or external factors that might affect the project. The plan should define project roles and
responsibilities, risk management methods and procedures, categories of risks, and contingency plans.

A

risk management plan

46
Q

Listing each risk and assessing the likelihood that it could affect a project.

A

Risk identification

47
Q

Evaluating risk by estimating the probability that it will occur and the degree of impact.

A

Qualitative risk analysis

48
Q

Evaluating risk in terms of the actual impact in terms of dollars, time, project scope, or quality.

A

quantitative risk analysis

49
Q

A proactive effort to anticipate a risk and describe an action plan to deal with it. An effective ______________ can reduce the overall impact by triggering a timely and appropriate action.

A

risk response plan

50
Q

Frederick Brooks, an IBM engineer, observed that adding more manpower to a late software project only makes it later.

A

Brooks’ law

51
Q

The process of planning, scheduling, monitoring, controlling, and reporting upon the development of an information system.

A

project management

CTS-285 (12 decks)

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