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New Multimedia > IT152_Lecture_12_Planning_Principles_2013a > Flashcards

IT152_Lecture_12_Planning_Principles_2013a Flashcards

1
Q

System Development Life Cycle (SDLC) defines…?

A

the stages that a system goes through from conception through to its creation.

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2
Q

Many SDLCs in use…?

A
  • all follow the same fundamental principles
  • Waterfall not suitable
  • Other such as Prototype, Spiral, RAD better
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3
Q

Phase 1…?

A

Planning and analysis.

Step 1: Developing the concept

Step 2: Stating the purpose

Step 3: Identifying the target audience

Step 4: Developing the specifications*

Step 5: Design

Step 6: Storyboard and navigation

Step 7: Developing the content

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4
Q

Phase 2…?

A

Creating or development.

Step 8: Authoring the title

Step 9: Testing the title

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5
Q

Phase 3….?

A

Production.

Step 10: Testing the title

Step 11: Post-production

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6
Q

Specifications is the task of…?

A

precisely describing the software to be written, usually in a very clear and precise way.

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7
Q

Most projects start with a…?

A

project specification or client brief or project definition document.

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8
Q

When creating a project specification you need to…?

A

Obtain and analyse the client specification with the project purpose, audience, etc.

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9
Q

Once you have a sense of the scope and content then you can…?

A

plan the structure and allocated time to phases and individual tasks, resources and people.

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10
Q

Purpose…?

A

Why are you doing this work? Describe the desired end result of this project.

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11
Q

Objectives…?

A

What specific outcomes will be achieved, and how will you measure these outcomes?

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12
Q

Scope…?

A

What are the boundaries for this project (for example, type of work, type of client, type of problem, geographic area covered)?

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13
Q

Deliverables…?

A

What will the project deliver as outputs? Where you can, describe deliverables as tangible items like reports, products, or services. Remember to include a date that each deliverable is expected. You’ll use this information to monitor milestones

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14
Q

Constraints…?

A

What things must you take into consideration that will influence your deliverables and schedule? These are external variables that you cannot control but need to manage.

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15
Q

Assumptions…?

A

What assumptions are you making at the start of the project? If necessary, schedule work to confirm these assumptions.

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16
Q

Project planning…?

A

is part of project management, which relates to the use of schedules such as Gantt charts to plan and subsequently report progress within the project environment.

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17
Q

Planning allows you to…?

A
  • Save time and Money
  • Ensure all steps and requirements are covered
  • Resources are used efficiently
  • Solve dispute if there is any
  • Allow for multiple modifications
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18
Q

Rule of thumb for development is…?

A

80% planning and 20% production

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19
Q

Initially, the project scope (total outputs requirement) is defined and the appropriate methods for completing the project are determined from…?

A

the specification.

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20
Q

The scope is drawing a boundary around what is…?

A

required and often more importantly what’s not.

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21
Q

Tasks necessary to complete the work are listed and grouped into a…?

A

work breakdown structure.

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22
Q

The logical dependencies between tasks are defined using an activity network diagram that enables identification of…?

A

the critical path.

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23
Q

Then the total overall exercise can be estimated (Project Plan) and costs for each activity can be allocated to each resource, giving the…?

A

total project cost.

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24
Q

Scope (project management) of a project is the sum total of all of a project’s outputs and…?

A

their requirements or features.

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25
Q

The scope is defined by the..?

A

requirements.

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26
Q

Once scope is defined plan…?

A

content.

27
Q

Once scope is defined you may have to acquire…?

A

archived film material, books/art in private collections, legal problems of access to material to overcome.

28
Q

Plan when are where they will be…?

A

needed.

29
Q

Prioritize requirements can be classified as…?

A

‘mandatory’, ‘desirable’, or ‘optional’

30
Q

Separate out the…?

A

individual tasks.

31
Q

List all the various tasks necessary to…?

A

complete the work.

32
Q

How long will tasks take to…?

A

complete

33
Q

What are the critical dependencies between activities and task, these are when one task is a..?

A

prerequisite of others e.g. Film then edit video.

34
Q

Estimate and allocate the…?

A

time, cost, and person for each.

35
Q

The logical dependencies between tasks are defined using..?

A

an activity network diagram that enables identification of the critical path. (CPM)

36
Q

Do not confuse duration with…?

A

work.

37
Q

It is important to get estimates right for two main reasons…?

A
  • Time estimates drive the setting of deadlines for delivery of projects, and hence peoples’ assessments of your readability.
  • They often determine the pricing of contracts and hence their profitability.
38
Q

The three elements that can vary in a project estimates…?

A

time, money and people.

39
Q

When estimating the cost, be sure you include the hidden costs of…?

A

administration and management.

40
Q

When you are not sure use previous project as a…?

A

basis.

41
Q

Some production costs can be estimated using…?

A

metrics.

42
Q

The first stage in estimating time accurately is…?

A

to fully understand what you need to achieve.

43
Q

Inevitability is the difficult to understand, tricky problems that take…?

A

the greatest amount of time to solve.

44
Q

The best way to review the job is to…?

A

list all tasks in full detail. Simple techniques such as Drill-Down are useful for this.

45
Q

Group all tasks into a…?

A

work breakdown structure or project plan.

46
Q

Derive key milestones and break project into key points to monitor…?

A

time, cost and outcomes.

47
Q

Set up project plan showing…?

A
  • Estimated Hours Vs Actual Hours
  • Estimated Date Vs Actual Completion Date
  • Calculate + or – over hours budget
48
Q

The problems in software projects come from three different viewpoints…?

A

project managers, developers and customers.

49
Q

project managers problems include…?

A

poor roles definition, lack of estimating and planning skills, lack of decision making skills. Project managers do need to face the schedule, budget and quality constraints.

50
Q

developers problems include…?

A

lack of knowledge in the application area, lack of knowledge about developing standards, lack of up to date documentations, deadline pressure, changes of application requirements.

51
Q

projects need to be…?

A

monitored closely to avoid problems.

52
Q

the purpose of the project monitoring and control is to keep…?

A

the team and management up to date on the projects progress.

53
Q

If the project deviates from the plan, then the project manager can..?

A

take action to correct the problem.

54
Q

Project monitoring and control involves status meetings to…?

A

gather status for the team.

55
Q

When changes need to be made, change control is used to…?

A

keep the products up to date.

56
Q

Techniques such as Gantt Charts, Critical Path Analysis (CPA) reduce large projects down into a…?

A

set of small projects.

57
Q

With simple projects, tools like Gantt Charts and Critical Path Diagrams are often required but may…?

A

over complicate project scheduling and communication.

58
Q

The Critical Path Method, (CPM) or Critical Path analysis, is a..?

A

mathematically based algorithm for scheduling a set of project activities.

59
Q

The essential technique for using CPM is to construct a model of the project that includes the following…?

A
  • A list of all activities required to complete the project (also known as Work breakdown structure),
  • The time (duration) that each activity will take to completion, and
  • The dependencies between the activities.
60
Q

Using the 3 values, CPM calculates the longest path of planned activities and to the end of the project, and the earliest and the latest that…?

A

each activity can start and finish without making the project longer.

61
Q

Risk is a concept that denotes a potential negative impact to…?

A

a project from a possible future event.

62
Q

A risk management plan should be used to…?

A

propose effective controls for managing the risks.

63
Q

Risks are calculate by…?

A

impact or cost x likelihood.

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