Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

IT 510 > IT 510 Ch 3 > Flashcards

IT 510 Ch 3 Flashcards

1
Q

Activity

A

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. See also task.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Best-case estimate

A

The most optimistic outcome

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Bottom-up technique

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Brooks’ Law

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Code review

A

See structured walk-through.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Concurrent task

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Critical path

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Critical Path Method (CPM)

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Dependent task

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Design review

A

See structured walk-through.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

duration

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Event

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Finish day/date

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Gantt chart

A

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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Milestone

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Network diagram

A

A PERT chart also is referred to as a network diagram

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Open source

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Person-day

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

PERT/CPM

A

The Program Evaluation Review Technique (PERT) 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 Critical Path Method (CPM) was developed by private industry to meet similar project management needs. The important distinctions between the two methods have disappeared over time, and today the technique is called either PERT, CPM, or PERT/CPM.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Predecessor task

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

Probably-case estimate

A

The most likely outcome is called probable-case estimate

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Program Evaluation Review Technique (PERT)

A

See PERT/CPM.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

Project coordinator

A

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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

Project leader

A

The person charged with leading a project from a technical perspective

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

Project management

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

Project manager

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

Code review

A

See structured walk-through

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

Concurrent task

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

Critical path

A

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

30
Q

Critical Path Method (CPM)

A

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

31
Q

Dependent task

A

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

32
Q

Design review

A

See structured walk-through

33
Q

Duration

A

The amount of time it will take to complete a task

34
Q

Event

A

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

35
Q

Finish day/date

A

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

36
Q

Gantt chart

A

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.

37
Q

Milestone

A

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

38
Q

Network diagram

A

A PERT chart also is referred to as a network diagram

39
Q

Open source

A

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

40
Q

Person-day

A

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

41
Q

PERT/CPM

A

The Program Evaluation Review Technique (PERT) 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 Critical Path Method (CPM) was developed by private industry to meet similar project management needs. The important distinctions between the two methods have disappeared over time, and today the technique is called either PERT, CPM, or PERT/CPM.

42
Q

Predecessor task

A

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

43
Q

Probable-case estimate

A

The most likely outcome is called a probable-case estimate

44
Q

Program Evaluation Review Technique (PERT)

A

See PERT/CPM

45
Q

Project coordinator

A

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.

46
Q

Project monitoring

A

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

47
Q

Project planning

A

Identifying project tasks and estimating completion time and costs

48
Q

Project reporting

A

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

49
Q

Project scheduling

A

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.

50
Q

Project triangle

A

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

51
Q

Qualitative risk analysis

A

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

52
Q

Quantitative risk analysis

A

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

53
Q

Risk

A

An event that could affect the project negatively

54
Q

Risk identification

A

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

55
Q

Risk management

A

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

56
Q

Risk management plan

A

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.

57
Q

Risk response plan

A

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

58
Q

Slack time

A

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).

59
Q

Start day/date

A

The day or date when a task is scheduled to begin

60
Q

Structured walk-through

A

A review of a project team member’s work by other members of a 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 reviews, or testing reviews, depending on the phase in which they occur.

61
Q

Successor task

A

Each of the concurrent task of a predecessor task

62
Q

Task

A

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. See also activity.

63
Q

task box

A

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 task box in the PERT/CPM chart

64
Q

Task group

A

A task that represents several activities

65
Q

Task ID

A

A number of code that uniquely identifies a task

66
Q

Task name

A

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

67
Q

Task pattern

A

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

68
Q

Testing review

A

See structured walk-through

69
Q

Weight

A

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

70
Q

Work breakdown structure (WBS)

A

A project broken down into a series of smaller tasks. See also Gantt chart; PERT/CPM chart

71
Q

Worst-case estimate

A

The most pessimistic outcome

IT 510 (6 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions