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ISS > Lesson 4 > Flashcards

Lesson 4 Flashcards

1
Q

Quality triangle components / project review

A

Scope
Cost
Time / Schedule

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2
Q

Two schools of IT Project Management

A
  1. Traditional (Waterfall) PM

2. Agile PM

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3
Q

Steps of Waterfall PM

A
  1. Requirements
  2. Design
  3. Implementation
  4. Verification
  5. Maintenance
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4
Q

Steps of Agile PM

A
  1. Requirements
  2. Design
  3. Develop
  4. Test
  5. Deploy
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5
Q

Main difference between Agile PM and Waterfall PM

A

The scope.

Waterfall: scope must be established before software development.

Agile: scope is not clear it can change during the project.

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6
Q

Waterfall: Constantly changing requirements/scope due to?

A
  • Lack of discipline
  • Not enough planning
  • Failure to establish clear requirements
  • Allowing scope creep (success is a moving target)
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7
Q

Agile: Constantly changing requirements/scope because of?

A
  • Requirements do not exist. Users do not know what they want from an application at the beginning of the project.
  • Users cannot communicate their needs at the beginning of the project.
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8
Q

Waterfall: Constantly changing requirements/scope solutions.

A

Discipline in planning

Agreement in advance on what the project will accomplish (what users’ requirements are)

Requirement outside the scope is only accepted if an official notice is given that adjusts the budget and schedule of the project

Create contingency plans for possible problems (risks)

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9
Q

Agile: Constantly changing requirements/scope solutions.

A

Don’t waste time on too much planning

Start building the system fast
- Create prototypes for small projects

Detailed walkthroughs of a process for big projects

Accept that you will inevitably have messes.
- Better early mess than a late-breaking disaster.

Fail faster to succeed sooner

Active attention to the detail

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10
Q

Agile PM components / best fits / advantages

A

High exploration-factor

High customer responsiveness

Organizations with innovative cultures

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11
Q

Waterfall PM components / best fits / advantages

A

Clear requirements at the beginning

Small or no changes to requirements during the project

Patient customers

Mechanistic culture

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12
Q

Two (traditional) approaches for keeping things on schedule (planning)

A

Gantt chart

Critical path

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13
Q

IT Project Management Maturity (traditional) approach.

Name the five maturity levels/scores

A

CMMI: Capability Maturity Model Integration

  1. Initial
  2. Managed
  3. Defined
  4. Quantitatively managed
  5. Optimizing
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14
Q

IT architecture definition:

A

The overall design of computing systems

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15
Q

Three applications/systems of IT architecture (give some examples)

A

Back-end systems

  • Accounting
  • Human resource
  • Finance
  • Production

Middle-end systems

  • Order fulfillment
  • Inventory management
  • Shipping

Front-end systems

  • Order placement
  • Customer relationship management (CRM)
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16
Q

Define spaghetti systems

A

Spaghetti systems are the results of kludges for fast system development

Kludge: a quick-and-dirty solution that is clumsy, inelegant, inefficient, difficult to extend, and hard to maintain.

17
Q

IT risks and its corresponding Business risks due to spaghetti systems

A

Complexity of system interdependencies
–> Service outage

Difficult to integrate systems

  • -> Inadequate (financial) controls
  • -> Decision making based on incomplete data
  • -> Vulnerability to internal security threats

Difficult to implement real-time systems
–> No support for real-time response to market

18
Q

Solution for spaghetti systems

A

Enterprise Architecture (EA)

19
Q

Requirements/steps for Enterprise Architecture (EA)

A
  1. Focus on whole organization
  2. Develop blueprints of current architecture
  3. Develop blueprints of desired architecture
  4. Develop roadmap for transition
20
Q

Enterprise Architecture (EA) + Agile PM

A

Agile EA

21
Q

Enterprise Architecture (EA) is more aligned with?

A

Traditional (Waterfall) PM

22
Q

De-escalation

A

The termination or redirection of an escalating IT project

23
Q

De-escalation process (4 phases)

A

Phase 1: Problem recognition

Phase 2: Re-examine prior course of action

Phase 3: Search for alternative action

Phase 4: Implement exit strategy

24
Q

7 key roles in de-escalation process

A 
Messenger
Exit sponsor
Exit champion
Exit catalyst
Exit blocker
Legitimizer
Scapegoat
25
Q

6 bases of power (for compliance)

A

Reward power (personal/impersonal) –> give rewards

Coercive power (personal/impersonal) –> force by threat or punishment

Expert power –> expertise

Informational power –> convincing

Legitimate power –> demand through right

Referent power –> celebrities

26
Q

Legitimate power subcategories

A

Position (authority)

Reciprocity (you’re indebted)

Equity (compensate)

Dependence (responsibility for someone in need)

27
Q

Roles phase 1 of de-escalation process

A

Phase 1: Problem recognition

Messenger (only in phase 1)
Exit sponsor
Exit champion
Exit catalyst
Exit blocker
Legitimizer
28
Q

Roles phase 2 of de-escalation process

A

Phase 2: Re-examination of prior course of action

Exit sponsor
Exit champion
Exit catalyst
Exit blocker
Legitimizer
29
Q

Roles phase 3 of de-escalation process

A

Phase 3: Search for alternative action

Exit sponsor
Exit champion
Exit catalyst
Exit blocker

30
Q

Roles phase 4 of de-escalation process

A

Phase 4: Implement exit strategy

Exit champion
Exit blocker
Legitimizer
Scapegoat (only in phase 4)

ISS (10 decks)

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