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System Integration and Architecture 1 > Lecture 3 Reviewer > Flashcards

Lecture 3 Reviewer Flashcards

1
Q

A model that describes the structure of a software system in terms of computational components, the relationships among components, and the constraints for assembling the components.

A

software architecture

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2
Q

elements of software architecture =

A

{components, relationships, constraints}

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3
Q

___ are the computational elements which collectively constitute an architecture.

A

Components

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4
Q

A software architecture is typically decomposed into ___, which in turn may be decomposed into ___.

A

subsystems; modules

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5
Q

Examples of components include…

A

clients, services, and persistent stores.

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6
Q

___ are the logical connections between architectural components.

A

Relationships

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7
Q

Examples of abstract component relationships include…

A

dependency, aggregation, and composition.

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8
Q

Examples of concrete component relationships include…

A

client-server protocols and database protocols.

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9
Q

___ provide conditions and restrictions for component relationships.

A

Constraints

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10
Q

They connect the architecture to system requirements.

A

Constraints

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11
Q

Examples of constraints include…

A

restrictions on parameters types for communication protocols and high availability requirements for fault tolerance.

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12
Q

A ___ is a set of tasks that must be completed in order to arrive at a particular goal or outcome.

A

project

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13
Q

Depending on the size and scope of the project, these tasks may be ___, but all projects can be broken down into ___ and what needs to be done to achieve them.

A

simple or elaborate; objectives

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14
Q

5 Key Attributes of a Project

A
  1. Projects have a start and finish point
  2. Projects have a set budget, that is capitalized
  3. The first prototypes of a mass produced product would be considered a project
  4. A project seeks to make instant changes/benefits
  5. A project as a number of steps that make up the project life cycle
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15
Q

A project could be used to produce a standard operating procedure for manufacturing a new product. Once the SOP is approved and is being used to produce said product: The project ends and business as usual proceeds.

A

Projects have a start and finish point

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16
Q

Whereas business as usual would be funded by op’s budget.

A

Projects have a set budget, that is capitalised

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17
Q

as they would form part of the development and launch phase a project. Once in production, the manufacture of said product then becomes business as usual.

A

The first prototypes of a mass produced product would be considered a project

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18
Q

whereas business as usual looks to steady incremental changes over a longer period.

A

A project seeks to make instant changes/benefits

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19
Q

whereas business as usual, products go through ‘product life cycle’: build, use, end of life – disposal..

A

A project as a number of steps that make up the project life cycle

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20
Q

A ___ is defined as a sequence of tasks that must be completed to attain a certain outcome.

A

project

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21
Q

According to the ___, the term ___ refers to ” to any temporary endeavor with a definite beginning and end”. Depending on its complexity, it can be managed by a ___.

A

Project Management Institute (PMI); Project; single person or hundreds

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22
Q

Characteristics of a project

A

A clear start and end date
A project creates something new
A project has boundaries
A project is not business as usual

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23
Q

There are projects that last several years but a project cannot go on forever. It needs to have a clear beginning, a definite end, and an overview of what happens in between.

A

A clear start and end date

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24
Q

Every project is unique, producing something that did not previously exist. A project is a one-time, once-off activity, never to be repeated exactly the same way again.

A

A project creates something new

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25
Q

A project operates within certain constraints of time, money, quality, and functionality. We’ll see more about this in later sections.

A

A project has boundaries

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26
Q

Projects are often confused with processes. A Process is a series of routine, predefined steps to perform a particular function, say, expense reimbursement approvals. It’s not a one-off activity. It determines how a specific function is performed every single time.

A

A project is not business as usual

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27
Q

The diverse nature of projects. Projects come in a wide range of shapes and sizes.

A

A project can:

Be big: Like the construction of the Hoover Dam, take years to complete, and have a humongous budget.
Be small: Like your weekend project of installing a pathway in your lawn
Involve many people: Like planning a wedding
Just yourself: rearranging the photos in your wedding album

28
Q

Types of projects. Projects can be diverse in the ways in which they are implemented.

A
  1. Traditional projects
  2. Agile projects
  3. Remote projects
  4. Agency projects
29
Q

These are run sequentially in phases. These phases are typically initiation, planning, execution, monitoring, and closure. Most high-cost infrastructure projects make use of traditional project management.

A

Traditional projects

30
Q

These are used mainly in software development. They are people-focused and adaptive. They also typically have short turnaround times.

A

Agile projects

31
Q

___ is usually used by distributed teams that seldom meet in person. Handling freelance contributors is an example of a ___.

A

Remote projects: Remote project management

32
Q

___ are outsourced to an agency that is likely to have projects with multiple clients. Marketing and design projects are commonly outsourced to agencies.

A

Agency projects: Agency projects

33
Q

The boundaries of a project. Every project operates within certain boundaries called constraints:

A

Project scope
Project schedule
People
Resources.

34
Q

All of these project constraints depend on what the project aims to achieve and when.

A

Project scope
Project schedule
People
Resources.

35
Q

The outcome of a project results in ___. Anything that’s produced during the project’s development such as documents, plans, and project reports is considered a ___. A ___ may also be the result of the project itself.

A

deliverables

36
Q

Having a final deliverable, as well as a finite timespan, distinguishes project management from business-as-usual operations. Since projects are unlike routine operations, most people involved are those who usually don’t work together. Sometimes, the professionals involved will come from different organizations and geographies. If the desired outcome is achieved on time and within budget, a project is considered to be a success.

A

Having a final deliverable, as well as a finite timespan, distinguishes project management from business-as-usual operations. Since projects are unlike routine operations, most people involved are those who usually don’t work together. Sometimes, the professionals involved will come from different organizations and geographies. If the desired outcome is achieved on time and within budget, a project is considered to be a success.

37
Q

Project life cycle – 5 stages

A
  1. Initiation
  2. Planning
  3. Execution
  4. Monitoring and Controlling
  5. Closing
38
Q

The first phase in a project’s life cycle is called ___. Here, a project officially launches. It is named, and a broad plan is defined. Goals are identified, along with the project’s constraints, risks, and shareholders. At this point, shareholders decide if they want to commit to the project.

A

project initiation; Initiation

39
Q

A roadmap that will guide teams from creating a project plan throughout the project’s execution and closure phases is developed comprehensively during the planning stage. Deadlines must be set, and resources must be allotted. Breaking down tasks into smaller, manageable activities makes it easier to manage project risks, costs, quality, time, and so on.

A

Planning

40
Q

The project plan is implemented during the ___ phase. At this point, teams will work on the deliverables to ensure that the project meets the necessary requirements.
Everyone usually gathers for a meeting to mark the official start of the project, where teams can get acquainted with each other and discuss their roles in the success of the project. Modes of communication and project management tools are identified before the project plan is executed.

A

project execution; Execution

41
Q

The project ___ phase happen at the same time as the execution phase. It’s the job of the project manager to oversee operations and make sure that everything is headed in the right direction, according to plan.
Aside from overseeing the project’s performance, project managers have to monitor resources, manage risks, head status meetings, and reports, etc. If unforeseen issues arise, the project manager may have to make adjustments to the plans, as well as the project schedule

A

Monitoring and Controlling

42
Q

The final phase of the project management life cycle known as the ___ phase isn’t as simple as delivering the output itself. Project managers have to record all deliverables, organize documents in a centralized location, and hand over the project to the client or the team responsible for overseeing its operations during the project closure phase.
Not only that, but teams come together for a final meeting to discuss the insights they’ve learned and to reward the hard work of each member.

A

project closure; Closing

43
Q

When is a project considered a success?

A

The short of it is that a project that is completed on time and on a budget can be considered a success. However, a project can be evaluated on many criteria:
Does it meet business requirements?
Is it delivered on schedule and on a budget?
Does it deliver the expected value and ROI?
What defines a successful project is likely to change based on the type of project. This is why it is important to define what project success means during the initiation and planning phases of a project.

44
Q

How to implement a project

A

Initiation
Planning
Execution
Monitoring
Closure

45
Q

___ can vary based on the methodology used. In traditional project management, implementation is done in 5 phases.

A

Project implementation

46
Q

This phase involves making the case for the project to convince the project stakeholders. A ___ is created with basic information about the project including probable resource use and feasibility.

A

Project Initiation Document (PID); Initiation

47
Q

This phase occurs once a project has received approval from stakeholders. This is a critical phase that involves a myriad of tasks including contingency planning, allocating tasks, and planning resource sharing.

A

Planning

48
Q

This is the phase when the actual work happens. Periodical reviews are conducted to ensure that execution happens within schedule.

A

Execution

49
Q

___ happens in tandem with execution. Constant monitoring by the project manager is required to ensure that work goes on minus hiccups.

A

Monitoring

50
Q

This phase involves the important final tasks in the project including project delivery to the client and documenting the learnings from the project.

A

Closure

51
Q

16 Key Steps To Successful IT Project Management

A
  1. Encourage a culture of fast learning.
  2. Strengthen your prioritization skills.
  3. Focus on outcome-based KPIs (key performance indicator)
  4. Build in a contingency plan.
  5. Remember the four key aspects of management.
  6. Understand the problem statement.
  7. Estimate the required time and resources.
  8. Adapt your communication style as needed.
  9. Repeat and improve based on feedback.
  10. Leverage executive sponsorship.
  11. Let those close to the work make decisions.
  12. Understand the motivations of all the stakeholders.
  13. Invest in tools that promote collaboration.
  14. Focus on product management.
  15. Stage progressive planning activities.
  16. Do some hands-on work.
52
Q

As project requirements evolve and customer feedback quickly alters priorities, it is fundamental that the project manager thoroughly understands the technology the team is working on. Taking the time to dig into the code, working hands-on with the product or conducting a test round are all essential for a tech leader to fully grasp the project status and the team’s needs. - Wolfgang Thieme, BehrTech

A

Do some hands-on work

53
Q

IT projects often involve planning beyond the iteration level to provide a long-term, holistic view of the investment and the steps needed to realize the vision. Instead of adopting a big-design-up-front approach, tech teams should stage planning activities and use progressive elaboration to address priorities, estimates and commitments at the vision, roadmap, release, sprint and stand-up levels. - Christopher Yang, Corporate Travel Management

A

Stage progressive planning activities

54
Q

The key to project management in today’s world is that it needs to be focused on product management. That’s the currency for the new normal. Product management encompasses a complicated set of projects and value streams feeding into the product release. Effective project managers understand this and plan accordingly so dependencies will be complete by the time someone is ready to work on a piece. - Bob Davis, Plutora

A

Focus on product management.

55
Q

In today’s remote work environment, it’s essential for teams to invest in tools that create a seamless employee experience for every project. By breaking down communication and collaboration silos through solutions like a virtual network operations center, teams can complete projects faster, more efficiently and from any location in the world. - Phil Tee, Moogsoft

A

Invest in tools that promote collaboration.

56
Q

Most people think that project management is simply about organization, structure and reporting progress, but what differentiates a project manager is the ability to manage relationships. A firm understanding of all the stakeholders, including their motivations, will help smooth out any rough edges around execution. - John Bellone, SS&C Health

A

Understand the motivations of all the stakeholders.

57
Q

Assign decision-making authority to those who are closest to the work, not those with the biggest salaries. Managers in general, and project managers in particular, are rewarded for “managing up” well. The temptation is then to delegate decision-making upward as well—but the further away a decision is made from the person doing the work, the worse decision it will be. - Paul Lanzi, Remediant

A

Let those close to the work make decisions.

58
Q

Executive sponsorship goes a long way toward keeping all stakeholders accountable for progress throughout the process. Having one voice set the tone for strategic alignment brings greater clarity and focus to the collective efforts of the larger team. More importantly, that sponsor must remain engaged on paper and in practice, reviewing the project holistically to solve problems as they present. - Meghann Chilcott, XIL Consulting

A

Leverage executive sponsorship.

59
Q

The key is repetition. Any project management technique can be effective if repeated and improved based on the feedback. Methodologies based on books never work out of the box; they need to be adjusted according to the team dynamics and have to be followed religiously. - Amit Ojha, Green Wave Ingredients

A

Repeat and improve based on feedback.

60
Q

The key is the ability to communicate. A project manager sits in the middle of organized chaos. This means they have to be able to change their communication style to fit the style of each segment (and sometimes each person) in their audience. Knowing how to pivot on the fly requires an incredible amount of emotional intelligence and perception. - Jeffrey Ton, InterVision

A

Adapt your communication style as needed.

61
Q

One of the keys to successful IT project management is the ability to establish an estimation of every task’s effort and the time that will need to be invested. Having a better understanding of how long certain tasks will take will allow you to better allocate resources inside your team, which boosts productivity. - Sagi Gidali, Perimeter 81

A

Estimate the required time and resources.

62
Q

First of all, understand the problem statement. What problem are you trying to solve? This will help determine and confirm the right success criteria and tell you when the project is “done.” Sometimes teams get caught up in a shiny new solution or have different reasons for wanting to get something done. If the team can align on a clear and concise problem statement, this helps with alignment and focus. - Caroline Wong, Cobalt.io

A

Understand the problem statement.

63
Q

Project management, just like any type of management, should cover four aspects: planning, organization, motivation and control. It will only work if all four elements are present. You can’t simply start the execution without a proper plan; at the same time, your plan will fail if you don’t spend enough time onboarding the team and giving them your full support. - Alex Tsepko, Skylum

A

Remember the four key aspects of management.

64
Q

You know what they say: “If you fail to plan, you are planning to fail.” Planning is crucial to successful IT project management. One aspect that is often overlooked is contingency planning. A proper plan should include contingencies for scenarios likely to impede project execution. - Justin Stanley, TokenEx

A

Build in a contingency plan.

65
Q

Focus on key performance indicators that are outcome-based, such as customer experience, which reduces the cost of customer acquisition and adds lifelong customer value. These are more relevant than typical project metrics focused on time, cost and scope. - Ashok Reddy, Digital.ai

A

Focus on outcome-based KPIs (key performance indicator)

66
Q

There is usually more work than resources. It is important to be very strong in prioritization. One way to prioritize is to work backward from an objective and identify the projects on the critical path. Once these critical projects are identified, they should be funded adequately and executed efficiently. - Ashish Bansal, Twitch

A

Strengthen your prioritization skills.

67
Q

Organizations would do well to cultivate and encourage a culture of “learning faster.” It is critically important for project managers to understand a daunting task that stakeholders have—making strategic decisions in an ever-changing world. Project teams that can implement innovative ideas and deliver real value to the marketplace faster and better than the competition win. - Jabari Butler, Healing Community Center

A

Encourage a culture of fast learning.

System Integration and Architecture 1 (9 decks)

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