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Project Management > Full Study > Flashcards

Full Study Flashcards

1
Q

What is a Project?

A

A project ends when all the objectives have been met.

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2
Q

What is a Operation?

A

A operation is continuous activity done within a organization to keep it moving.

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3
Q

What are the attributes of a project?

A

1) Achieve a specific objective.
2) Temporary
3) Developed using progressive elaboration.
4) Requires resources.
5) Should have a primary sponsor or customer.
6) Involves Uncertainty
7) Coordinated

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4
Q

What are the constraints of a project?

A

Cost - What is the Budget?
Scope - The Boundaries
Time - When does it need to be done?
Quality - Product and Process Quality
Resources - Central to scheduling of project activities and the orderly completion of the project.

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5
Q

What are the Trippel Constraints?

A

Scope – What are we trying to accomplish
Schedule – How long do we have to complete it?
Resource – People, machine(s) and material costs

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6
Q

What is Management?

A

Control and organization of something. They enable better utilization of resources.

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7
Q

What are the Management Activities?

A

Planning – Deciding what needs to be done.
Organizing – Making the arrangements
Staffing – selecting the right people to do the job.
Directing – giving instructions
Monitoring – Checking on the progress of the project.
Controlling – taking actions and to help hold-ups.
Innovating – coming up with new solutions
Representing – liaising with users

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8
Q

What is project management?

A

It is the application of knowledge, skills, tools, and techniques to project activities in order to meet project requirements.

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9
Q

What is the Difference between Software Project Management and other project management?

A

Software is only a “Brain Product” so it is difficult or highly complex to detect and prevent defects in software.

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10
Q

What is a Project Stakeholder and name some examples?

A

The Stakeholder is the people affected by the project activities.
Examples:
Project sponsor and team
Customers and users
Suppliers

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11
Q

What is the definition of project management Knowledge Areas?

A

It describes the key competencies that project managers must develop.

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12
Q

What are the different Knowledge areas?

A

Core Functions – These are called core knowledge areas because they lead to specific project objectives.
- Scope Management
- Time Management
- Cost Management
- Quality Management
- Stakeholder Management
Facilitating Knowledge Areas – These are the facilitating knowledge areas because they are processes through which the project objectives are achieved.
- Human Resources Management
- Communications Management
- Risk Management
- Procurement Management
Project Integration Management – This is an overarching function that affects and is affected by all the other knowledge areas.

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13
Q

What are the ways to define project success?

A
  • The project met scope, time, and cost goals.
  • The project satisfied the customer/sponsor.
  • The result of the project meets its main
    objective.
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14
Q

What are they key objectives of project Management and explain

A

Quality: This is achieved by careful adherence to standards, effective development techniques, and periodic technical reviews

Productivity: This is the ration between the output volume and the input volume

Risk Reduction: This is any occurrence internal or external, natural or otherwise that threaten liability loss or damage to a project.

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15
Q

What is the Project Manager?

A

The person who has the overall responsibility for the successful initiation, planning, design, execution, monitoring.

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16
Q

What does a Project Manager do?

A
  • Define the requirements of the project.
  • Builds the project team.
  • Lays out the blueprint out for the whole project.
  • Communicates the goals of the project to the team.
  • Gives the budget for each task that needs to be completed.
  • Ensures that the expectations of the Board of Directors and Stakeholders are met.
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17
Q

What is the project managers roles? And explain those roles

A

Leader – Organize the team towards success.

Liaison –Listen to the client, project team and upper management to link the team to them.

Mentor – providing advice and guidance.

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18
Q

What are the responsibilities of the project manager?

A

Planning – Scope, Schedules, Risks, etc.
Setting Goals
Time Management
Budget Allocation and Cost Estimates
Implementation and Monitoring

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19
Q

What is Project Planning?

A

It is the act of deciding how to do something. Continuous activity from concept to delivery
Plans must always be updated with new information and it is the most time consuming activity.

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20
Q

What are the two things that project management can be divided into?

A

Business Plans – these concentrates on the relationship with the customer

Technical Planning – This is used internally with the development group.

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21
Q

What are the steps in the Step Wise project Planning approach?

A
  1. Select Project
  2. Identify project scope and objectives
  3. Identify Project Infrastructure
  4. Analyze project characteristics
  5. Identify the products and activities
  6. Estimate effort for each activity
  7. Identify activity risks
  8. Allocate resources
  9. Review / publicize plans
  10. Execute the plan
  11. Lower-level planning
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22
Q

What are the two estimation techniques?

A

Bottom-up estimation: Allows teams to estimate how long each sub-task will take. This time then rolls up into an overall time-to-project-completion estimate

Control Activities: These are the policies, procedures, techniques, and mechanisms that help ensure that management’s response to reduce risks identified during the risk assessment process is carried out. In other words, control activities are actions taken to minimize risk

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23
Q

What is the definition of business planning?

A

This determines how all the assets of the company will be marshaled to achieve the goals and objectives of the project.

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24
Q

What are the three key activities of business planning?

A

Determining Objectives
Proposal Writing
Forecasting the demand for the product

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25
Q

What are the components of a Business Proposal?

A

1- Executive Summary
2- Statement of need
3- Project Description
4- Budget
5- Organization Information
6- Conclusion

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26
Q

Why do we need to forecast?

A

It is necessary to know if there is a market for the product before vomiting and investing in it.

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27
Q

What are ways to forecast? and explain them.

A

Quantitative Assessment Method – Take the numbers or qualities of what has been sold in the past to forecast the future.

Qualitative Assessment Method – Based on how customers and experts think a product will sell.

Casual Methods – Works with assumption that a product will sell well.

Methods Using Time Series – Make a graph of sales to see the ups and downs of the product to determine if it is worth it.

Requirements Analysis -
Allows you to understand and document the customers’ needs.

28
Q

What are the tools used in the requirement analysis?

A

1- Ranking
2- Value Analysis
3- Requirement Risk Analysis
4- Mandatory and Optional Requirements
5- Kano Analysis
6- Stakeholder Impact Analysis

29
Q

What is technical planning?

A

Technical planning, as opposed to program or project planning, addresses the scope of the technical effort required to develop the system products

30
Q

What is the Project Lifecycle?

A

It is a series of activities which are necessary to fulfil project goals or objectives.

31
Q

What are the three classifications for Software Processes? and explain them

A

Predictive Life Cycle - The Major constraint of the project is determined ahead of time (Scope, Time, and Cost). The project gets split into phases which can be either sequential or overlapping.

Iterative and Incremental - Unlike the predictive life cycle the full scope is not determined and only the for the first iteration of the project. The project gets split into phases which can be either sequential or overlapping.

Adaptive/Agile - The phases are done at a more rapid pace than the iterative or incremental models, they usually have a duration of 2 – 4 weeks. The project gets split into phases which can be either sequential or overlapping.

32
Q

What are the models?

A

Agile Model
Waterfall Model
V-Model
Spiral Model

33
Q

What are the steps in using the Agile Model?

A

1- Requirement Gathering
2- Requirement Analysis
3- Design
4- Coding
5- Unit Testing
6- Acceptance Testing

34
Q

What are some principles of the Agile Model?

A

Establish close contact with the customer during development.

Recommended that teams should be kept small (5-9 people)

Frequent delivery of incremental versions of the software.

Usually uses pair programming (Pair programming is an

Agile software development technique originating from Extreme programming (XP) in which two developers’ team together on one computer. The two people work together to design, code and test user stories.)

35
Q

What are the advantages and disadvantages of using the agile model?

A

Advantages:
Working with Pair Programming helps produce compact well written programs.
Reduced development time.
Customers get an idea of the software after each iteration.

Disadvantage:
Lack of formal documentation can create confusion and
misinterpretations.
Maintenance on the software can be complicated due to a lack of
proper paperwork

36
Q

What are the steps in using the Waterfall Model?

A

1- Requirement Gatherings and Analysis
2- System Design
3- Implementation
4- Testing
5- Deployment of the System
6- Maintenance

37
Q

What are the steps of the V-Model with the corresponding testing steps?

A

1- Business Requirement Analysis
2- System Design
3- Architectural Design
4- Model Design
5- Coding Phase

Testing:
1- Unit Testing
2- Integration Testing
3- System Testing
4- Acceptance Testing

38
Q

What are the steps of the Spiral Model?

A

1- Identification
2- Design
3- Construct or Build
4- Evaluation and Risk Analysis

39
Q

What is the protype Model?

A

It refers to building software application prototypes which displays the functionality of the product under development but may not actually hold the exact logic of the original software.

40
Q

What are the steps in the Prototype Model?

A

1- Requirement Gathering
2- Quick Design
3- Building Prototype
4- Customer Evaluation
5- Refining Prototype
6- Engineering Product

41
Q

What is the Work Breakdown Structure?

A

Work breakdown structures (WBS) are used to divide large projects into separate, manageable tasks like the way software is divided using stepwise refinement. It is used to identify the specific piece of work (work package) to be accomplished and it DOES NOT SHOW THE SEQUENCE OF WORK OR TIME RELATIONSHIPS.

42
Q

What are project networks?

A

Project Activities can be described as a network known as the Activity Network and it consists of Nodes and Arcs.

43
Q

What are the two formats of Project Networks? With an explanation.

A

Activity-on-the-Node (AON) – Activities are represented by Nodes and the relationships by Arcs.

Activity-on-the-Arc (AOA) – Activities are represented by Arcs and the relations are implicitly embedded in the network Nodes, also known as Activity-on-the-Arrow.

44
Q

What are the 4 types of relationships between nodes?

A

Finish-to-Finish
Start-to-Start
Finish-to-Finish
Start-to-Finish

45
Q

What is risk management?

A

It is the process of assuring that all problems are discovered early enough with the purpose of giving enough time to recover from the problem without missing schedules of overspending.

46
Q

What are some Risk Control Mechanisms?

A

Entry and Exit criteria
Intermediate Checkpoints
Performance Prediction and analysis
Prototyping and modeling
Walkthroughs, Inspections and Reviews
Process and Process
Development Methods
Metrics
Configuration Management
Testing and quality assurance
Capacity Planning

47
Q

What are the two ways of doing walkthroughs?

A

One:
Distribute the material well in advance of the meeting.
Each Reviewer reads and creates two lists one with items that needs to be explained and one that has everything that seems incorrect.

Two:
The representative of the team “walks” through the document with the team.
Each reviewer interrupts as needed to bring up the item of concern.

48
Q

What are the steps of a walkthrough?

A

Overview
Preparation
Actual Inspection
Rework
Follow-up

49
Q

What are the steps of the Risk Management Process?

A

1- Establish Context
Strategic Context: The environment within which the
organization operates.
Organizational Context: The objectives, core activities and
operations of the organization.
2- Identify Risks
3- Analyze and Evaluate Risks
4- Treat Risks
5- Monitor and Review

50
Q

What are the risk treatment options?

A

Avoiding the risk
Accepting the risk
Reducing the risk
Transferring the risk
Retaining the risk
Financing the risk

51
Q

What is estimation?

A

Accurate estimation is one of the hardest parts of a project.
As project complexity increases estimation becomes more difficult.

52
Q

What are project estimation techniques? With an Explanation.

A

Expert Judgement - Requires a level of expert judgement within the project and business environment, usually done by the project manager.

Analogous Estimating - Used when there is a lot of historical data from which assumptions can be made and similarity in size and complexity can be seen.

Parametric Estimating - Has a higher level of accuracy that analogous due to the statistical nature of the estimating technique. Based on average known rates (lines of code in a software project) and it is highly dependent on the quality of the data source and the knowledge of the project specifics.

Bottom-up Estimating - Breaks down and estimates each part of the broken-down project. Individual costs for each work package is totaled to form the full bottom-up estimate. Takes the most time to do but provides the highest level of accuracy.

Three-Point Estimating (PERT) - A very good estimating technique which greatly increases the project estimates. This approach makes it easier for other experts to provide input.

Vendor-Bid Analysis - External suppliers conduct acts on your behalf (Outsourcing). Done through a competitive bidding process and an evaluation is made for each bid.

53
Q

What are key considerations of using Analogous Estiamting?

A

How is this project different from the historical data.
What adjustments need to be done to compensate for the differences.
How accurate is the historical data.
Is the historical data internal or external form the organization.
What external factors do we need to account for.
Can the estimate be verified by an external expert.

54
Q

What are the advantages of using PERT?

A

Psychologically easier to provide a number when you have a wide range.
Starting with worst case gives you less resistance.
When you have the worst case it is easier to calculate most likely.
Reduces instinct to inflate estimates.

55
Q

What are key aspects to keep in mind when using the Vendor-Bid Analysis?

A

Bid quality relies on quality of scope documentation.
Requires knowledgeable and capable vendors.
Price may be inflated due to unknown or risk transference.
Can be difficult to determine individual component costs.
Does not improve internal knowledge for future projects

56
Q

What is the Basic COCOMO model

A

Quick, early, rough order of magnitude estimates of software costs.
Does not account for hardware constraints, personal quality, and experience. The sue of modern tools and techniques or any other project attribute that can have significant influence on software costs, this limits accuracy. It gives approximate estimates of the project parameters.

57
Q

What is the intermediate COCOMO model?

A

Uses the basic COCOMO Model as a starting point.
Has different coefficients for calculating effort that the basic model.

58
Q

What is the Detailed/Advanced COCOMO Model

A

Has a major shortcoming to the basic and intermediate COCOMO model because it considers the project to be one big entity.
Uses effort multipliers for each phase of the project.
Yields better estimates because the cost ratings may be different during each phase.
Reduced margin of error in the final estimate.

59
Q

What are the advantages of the COCOMO Model?

A

Is transparent, you can see how it works unlike other models like SLIM.
Drivers are helpful estimators as you can see the impact of different factors that affect project costs.

60
Q

What are the disadvantages of the COCOMO Model?

A

It is hard to accurately estimate KDSI early in the project when effort estimates are required.
KDSI is not a size measure but a length measure.
Extremely vulnerable to misclassification of development mode.
Success depends largely on running the model needs of the organization, using historical data which is not always available.

61
Q

What are function points?

A

These measure a software project by quantifying the information processing functionality associated with major external data input, output, or file types.
Depends on identifying specific functions within the software to calculate a number that indicates relative complexity.

62
Q

What are the five user function types?

A

External Inputs (Input)
External Output (Output)
Internal Logical File (Files)
External Interface Files (Interfaces)
External Inquiry (Queries)

63
Q

What is payback and what is it used for?

A

Financial aspects of all organizations are critical to the long-term viability of the organization. To demonstrate financial viability of a new system

64
Q

What are some payback techniques? With explanation?

A

Payback Analysis – Used to determine how long it will take to repay an investment.

Return-on-Investment (ROI) – This will determine the percentage returned on the total cost of the system.

Present Value (PV) – It is like ROI except that it also considers the time value on money.

65
Q

What is Cash Flow Forecasting?

A

Assists in evaluating the timing of money coming in and out of a business.
May not be paid immediately for work that has been done.
May have to pay for goods and services you require immediately.
Also reveals the gap between cash receipts and payments.
May identify whether you may or may not need to borrow money and when.

66
Q

What is net cash flow and what can it provide to a organization?

A

Net Cash Flow is the difference between the inflows and the outflows within a identified period.
Can Provide:
Potential cash shortfalls before it happens.
Enables potential surplus cash to be identified and used efficiently.
Ensure that adequate cash is available for necessary capital
expenditure.
Encourage more efficient use of resources and to reduce cost.

67
Q

What is the Payback Period?

A

The Payback Period is the amount of time it takes to reach a breakeven point.

Project Management (1 decks)

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