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Software Engineering > Project Management > Flashcards

Project Management Flashcards

1
Q

What are the 8 types of Belbin roles?

A
  • Coordinator
  • Shaper
  • Innovator
  • Resource Investigator
  • Monitor-Evaluator
  • Implementer
  • Team Worker
  • Completer-Finisher
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2
Q

What does the Belbin role Coordinator do?

A

Guiding and controlling leader.

Knows members abilities well.

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3
Q

What does the Belbin role Shaper do?

A

Demanding and coercing confrontational leader.

Pushes members to excel.

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4
Q

What does the Belbin role Innovator do?

A

Innovator and problem solver the “idea” member.

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5
Q

What does the Belbin role Resource Investigator do?

A

Contact person for external resources for the team.

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6
Q

What does the Belbin role Monitor-Evaluator do?

A

Analyses and evaluates proposed solutions and choices.

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7
Q

What does the Belbin role Implementer do?

A

Implements agreed upon plans.

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8
Q

What does the Belbin role Team Worker do?

A

Facilitates team functions and dedicates issues within the team.

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9
Q

What does the Belbin role Completer-Finisher do?

A

Focuses on details and meeting deadlines.

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10
Q

Give 4 reasons why teams fail.

A
  • Inadequate resources.
  • Leadership problems.
  • Impossible goals.
  • Morale problems.
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11
Q

What are characteristics of the ‘closed’ group style?

A

• Managed from the top down.
• The manager gives direction and the troops perform.
• This group is highly effective in well-defined
situations.

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12
Q

What are characteristics of the ‘open’ group style?

A
  • Each member does a job the other are capable of performing.
  • They can switch position, support each other, or review each other’s work.

(best for software engineering)

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13
Q

What are characteristics of the ‘random’ group style?

A
  • Is at the opposite extreme.
  • The key is independent thinking and creativity.
  • This is achieved by ensuring that all member’ ideas are considered. i.e. Brainstorming.
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14
Q

What are characteristics of the ‘synchronous’ group style?

A

• Consists of people who can work effectively by
themselves.
• They have well-designed interfaces but no need to
interact dynamically.

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15
Q

What is slack time?

A

available time – real time

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16
Q

Give some key CAUSES of inaccurate estimates.

A
  • Frequent request for change by users.
  • Overlooked tasks.
  • User’s lack of understanding of the requirements.
  • Insufficient analysis when developing estimates.
  • Lack of coordination of system development.
  • Lack of an adequate method or guidelines for estimating.
17
Q

Give some key INFLUENCES of inaccurate estimates.

A
  • Complexity of the proposed application system.
  • Required integration with existing system.
  • Size of the system expressed as number of functions or programs.
  • Capabilities of the project team members.
  • Extent of programming and documentation standards.
18
Q

What is the critical path?

A

The longest path which has a slack of zero for each node.

It is the path that determines whether or not the project is on schedule.

19
Q

Could you draw an Activity Network Graph?

A

Yes/No?

Nodes of the graph are project milestones.
Edges represent activities.

20
Q

What is a risk? And what is project risk, product risk and business risk?

A

A risk is a probability that some adverse circumstance will occur.

  • Project risks - affect schedule or resources;
  • Product risks - affect the quality or performance of the software being developed;
  • Business risks - affect the organisation developing or procuring the software.
21
Q

What are the 4 steps in the risk management process?

A
  • Risk identification
  • Risk analysis
  • Risk planning
  • Risk monitoring
22
Q

Describe the risk identification step.

A
  • May be team activities or based on the individual project manager’s experience.
  • A checklist of common risks may be used to identify risks in a project.
23
Q

Describe the risk analysis step.

A
  • Assess probability and seriousness of each risk.
  • Probability may be very low, low, moderate, high or very high.
  • Risk consequences might be catastrophic, serious, tolerable or insignificant.
24
Q

Describe the risk planning step.

A

Consider each risk and develop a strategy to manage that risk.

• Avoidance strategies
The probability that the risk will arise is reduced;
• Minimisation strategies
The impact of the risk on the project or product will be reduced.
• Contingency plans
If the risk arises, contingency plans are plans to deal with that risk;

25
Q

Describe the risk monitoring step.

A
  • Assess each identified risks regularly to decide whether or not it is becoming less or more probable.
  • Each key risk should be discussed at management progress meetings.
26
Q

What are the 5 stages in Tuckman’s team development model?

A
  • Forming.
  • Storming.
  • Norming.
  • Performing.
  • Adjourning.
27
Q

Describe the ‘forming’ stage in Tuckman’s team development model.

A
  • There is a lack of clarity.
  • High dependence on leader.
  • Trust has not been established and there are no relationships within the team.

Actions needed:
• Set goals and targets.
• Identify roles within the team.
• Manager needs to be directive and assert position.

28
Q

Describe the ‘storming’ stage in Tuckman’s team development model.

A
  • Roles and responsibilities are articulated.
  • Lots of competition between team members.
  • Lack of team spirit and cliques form.

Actions needed:
• Manager must set expectations with the team.
• Achievements must be recognised and celebrated.
• Team members must respect and listen to each other.
• Feedback is requested, accepted and acted upon.

29
Q

Describe the ‘norming’ stage in Tuckman’s team development model.

A
  • Trust has been established.
  • There is clarity or purpose.
  • Team members are confident.
  • Motivation is high.

Actions needed:
• Manager should self-access.
• Manager should delegate freely within the team.
• Keep raising the bar.

30
Q

Describe the ‘performing’ stage in Tuckman’s team development model.

A
  • Major emphasis is on achieving the team’s goal.
  • High degree of trust.
  • Team takes precedence over individual objectives.

Actions needed:
• Manager should concentrate on facilitating high task performance.
• Team members might ask for assistance from the leader with personal and interpersonal development.

31
Q

Describe the ‘adjourning’ stage in Tuckman’s team development model.

A

Should focus on:

  • Completion of any deliverables.
  • Identify lessons learnt, passing these on for future teams to use.
  • Create a closing celebration acknowledging the contributions of individuals.
32
Q

What are the 8 principles of Software Engineering ethics?

A
  1. Contribute to society and human well-being.
  2. Be honest and trustworthy.
  3. Acquire and maintain professional competence.
  4. Improve the IT understanding of others.
  5. Honour property rights including copyrights and patents, and credit properly the contributions of others.
  6. Be fair and take action not to discriminate.
  7. Respect the privacy of others.
  8. Access computing and communication resources only when authorised to do so.
33
Q

Why do we need a code of ethics in Software Engineering?

A

Software is a key role in all dimensions of life and as professionals, software engineers must conduct their practices at a level of professionalism.

34
Q

What are the 6 types of risk associated with software development?

A
  • Technology
  • People
  • Organisational
  • Tools
  • Requirements
  • Estimation

Software Engineering (8 decks)

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