Second Midterm Flashcards
Which of the following processes of Scope Management Process centers on defining and documenting the stakeholders’ needs to properly manage expectations?
a) Collect Requirements
b) Define Scope
c) Create Work Breakdown Structure
d) Verify Scope
e) Control Scope
a)Collect Requirements
Which of the following processes of Scope Management Process decomposes or divides the major project deliverables into smaller and more manageable components?
a) Collect Requirements
b) Define Scope
c) Create Work Breakdown Structure
d) Verify Scope
e) Control Scope
c) Create Work Breakdown Structure
Which of the following processes of Scope Management Process ensuring that controls are in place to manage proposed scope changes once the project’s scope is accepted?
a) Collect Requirements
b) Define Scope
c) Create Work Breakdown Structure
d) Verify Scope
e) Control Scope
e) Control Scope
What defines what will be, and will not be, part of the project work completed by the project team?
a) Request For Proposal
b) Scope Boundary
c) Deliverable Definition Table
d) Statement of Work
e) Request For Bid
b) Scope Boundary (pg. 136)
_____defines all project-oriented deliverables to be provided by the project team.
a) project scope statement
b) project charter
c) project plan
d) deliverable structure chart
e) deliverable definition table
e) deliverable definition table (p. 138)
_____helps to define detail work packages that will be used to estimate the project schedule and budget.
a) project scope statement
b) project charter
c) project plan
d) deliverable structure chart
e) deliverable definition table
d) deliverable structure chart (p. 139)
The concept of actors is an integral part of:
a) Data flow diagram
b) Use case diagram
c) Joint application development session
d) Deliverable structure chart
e) Deliverable definition table
b) Use case diagram (p. 141)
The term scope creep is best described as:
a) a project team’s inability to define the project’s scope
b) a fundamental change in project scope
c) the project slowdown caused by changes in the project MOV
d) increasing featurism
e) a scary mouthwash salesman
d) increasing featurism
Continuously agreeing to project changes is an example of:
a) scope leap
b) scope creep
c) scope grope
d) project scope growth
e) scope washout
b) scope creep
All change requests are recorded in _____.
a) project workbook
b) post-it notes
c) access database
d) project scope log
e) change control log
e) change control log (p. 147)
Which of the following is a product-oriented scope definition tool?
a) context level data flow diagram
b) deliverable structure chart
c) deliverable definition table
d) work breakdown structure
e) none of the above
a) context level data flow diagram
The PMBOK® area called project time management includes all of the following except:
a) Define Activities
b) Assign Activities
c) Estimate Activity Durations
d) Develop Schedule
e) Control Schedule
b) Assign Activities (p. 153)
Which of the following statements about the work breakdown structure (WBS) is not true?
a) The WBS provides a hierarchical structure that outlines the activities or work that needs to be done in order to complete the project scope.
b) The WBS should support the project’s MOV
c) The WBS should be developed by the project manager.
d) The WBS provides a framework for developing a tactical plan to structure the project work.
e) The WBS provides a bridge or link between the project’s scope and the detailed project plan
c)The WBS should be developed by the project manager. (p. 154)
Project success will be determined in large part by _____
a) familiarity with project management software.
b) producing nice looking reports for management.
c) thinking carefully through activities and estimating their durations.
d) determining exact estimates of activity durations.
e) the skill sets of the project team
c) thinking carefully through activities and estimating their durations. (p. 154)
Confidence in project estimates will be highest _____
a) before the project begins.
b) early in the project.
c) once the team members are assigned.
d) later in the project.
e) when the business case is complete.
d) later in the project. (p. 154)
The Work Breakdown Structure is subdivided into smaller components called:
a) work packages
b) milestones
c) deliverables
d) tasks
e) activities
a) work packages (p. 155)
A significant event or achievement that provides evidence that a deliverable is complete is called a _____
a) work package
b) phase
c) milestone
d) checkpoint
e) phase gate
c) milestone (p. 155)
In the WBS context, a crux is best described by which of the following:
a) a risk metric
b) a phase gate
c) evidence of a phase completion
d) a deliverable
e) a proof of concept
e) a proof of concept (p. 156)
An estimation technique characterized by schedule and cost estimates of how long something should take or should cost.
a) Guesstimating
b) Delphi Technique
c) Time Boxing
d) Top-Down Estimating
e) Bottom-Up Estimating
d) Top-Down Estimating (p. 161)
_____ can be a very effective estimating technique by forcing examination of project risks so that specific budget or schedule targets can be achieved.
a) Guesstimating
b) Delphi Technique
c) Time Boxing
d) Top-Down Estimating
e) Bottom-Up Estimating
d) Top-Down Estimating (p. 161)
An estimation technique characterized by the dividing the project into smaller modules and then directly estimating the time and effort in terms of person-hours, person-weeks, or person-months for each module best describes
a) Guesstimating
b) Delphi Technique
c) Time Boxing
d) Top-Down Estimating
e) Bottom-Up Estimating
e) Bottom-Up Estimating (p. 162)
With _____, activity estimates are usually provided by the team members.
a) Guesstimating
b) Delphi Technique
c) Time Boxing
d) Top-Down Estimating
e) Bottom-Up Estimating
e) Bottom-Up Estimating (p. 162)
_____ is the most common, real-world method of estimating projects.
a) Guesstimating
b) Delphi Technique
c) Time Boxing
d) Top-Down Estimating
e) Bottom-Up Estimating
e) Bottom-Up Estimating (p. 162)
An estimation technique characterized by picking numbers out of the air or “ballparking”.
a) Guesstimating
b) Delphi Technique
c) Time Boxing
d) Top-Down Estimating
e) Bottom-Up Estimating
a) Guesstimating (p. 160)
_____ may result in long hours and frustration for the project team, which may lead to burnout.
a) Guesstimating
b) Delphi Technique
c) Time Boxing
d) Top-Down Estimating
e) Bottom-Up Estimating
c) Time Boxing (p. 161)
What is BOTTOM-UP ESTIMATING?
Most real-world estimating is made using bottom-up estimating (8).
Bottom-up estimating involves dividing the project into smaller modules and then directly estimating the time and effort in terms of person-hours, person-weeks, or person-months for each module. The work breakdown structure provides the basis for bottom-up estimating because all of the project phases and activities are defined. The project manager, or better yet the project team, can provide reasonable time estimates for each activity. In short, bottom-up estimating starts with a list of all required tasks or activities and then an estimate for the amount of effort is made. The total time and associated cost for each activity provides the basis for the project’s target schedule and budget.
Although bottom-up estimating is straightforward, confusing effort with progress can be problematic (9).
What is TOP-DOWN ESTIMATING?
Top-down estimating involves estimating the schedule and/or cost of the entire project in terms of how long it should take or how much it should cost. Top-down estimating is a very common occurrence that often results from a mandate made by upper management (e.g., Thou shalt complete the project within six months and spend no more than $500,000!).
Often the schedule and/or cost estimate is a product of some strategic plan or because someone thinks it should take a certain amount of time or cost a particular amount. On the other hand, top-down estimating could be a reaction to the business environment. For example, the project may have to be completed within six months as a result of a competitor’s actions or to win the business of a customer (i.e., the customer needs this in six months).
Once the target objectives, in terms of schedule or budget, are identified it is up to the project manager to allocate percentages to the various project life cycle phases and associated tasks or activities. Data from past projects can be very useful in applying percentages and ensuring that the estimates are reasonable. It is important to keep in mind that top-down estimating works well when the target objectives are reasonable, realistic, and achievable. When made by people independent from the project team, however, these targets are often overly optimistic or overly aggressive.
What is Ed Yourdon’s ‘death march’ project? (pg. 135)
I define a death march project as one whose “project parameters” exceed the norm by at least 50 percent. This doesn’t correspond to the “military” definition, and it would be a travesty to compare even the worst software project with the Bataan death march during the Second World War, or the “trail of tears” death march imposed upon Native Americans in the late 1700s. Instead, I use the term as a metaphor, to suggest a “forced march” imposed upon relatively innocent victims, the outcome of which is usually a high casualty rate. ((7) p. 2)
Project parameters include:
The schedule, staff, budget or other resources as well as the functionality, features, performance requirements, or other aspects of the project.
A “death march” project means one or more of the following constraints has been imposed (pg. 135):
(LIST ALL FOUR CONSTRAINTS)
▪ The project schedule has been compressed to less than 50 percent of its original estimate.
▪ The staff originally assigned or required to complete the project has been reduced to less than 50 percent.
▪ The budget and resources needed have been reduced by 50 percent or more.
▪ The functionality, features, or other performance or technical requirements are twice what they should be under typical circumstances.
How can top-down estimating be a very effective approach to cost and schedule analysis?
A top-down approach may force the project manager to examine the project’s risks more closely so that a specific budget or schedule target can be achieved. By understanding the risks, trade-offs, and sensitivities objectively, the various project stakeholders can develop a mutual understanding that leads to better estimation. This outcome, however, requires that all stakeholders be willing to communicate and make trade-offs.
What does ‘Analogous Estimation’ refer to? (pg. 136)
Developing estimates based on one’s opinion that there is a significant similarity between the current project and others.
What is one of the most crucial—and difficult—activities in project management?
Estimating the time it will take to complete a particular task. Since a resource generally performs a particular task, a cost associated with that particular resource must be allocated as part of the time it takes to complete that task. (pg. 136)
Who said this quote about estimation techniques?
“The seeds of major software disasters are usually sown in the first three months of commencing the software project. Hasty scheduling, irrational commitments, unprofessional estimating techniques, and carelessness of the project management function are the factors that tend to introduce terminal problems. Once a project blindly lurches forward toward an impossible delivery date, the rest of the disaster will occur almost inevitably. “
T. Capers Jones (pg. 136)
List all 6 estimation techniques:
- Guesstimating
- Delphi
- time boxing
- top-down
- bottom-up
- poker planning.
What is a common problem with guesttimating?
Clients sometimes ask for a ‘ballpark’ estimate. Project managers are often overly optimistic and, therefore, their guesstimates are overly optimistic. Underestimating can result in long hours, reduced quality, and unmet client expectations.
What is a confidence interval?
If you ever find yourself being pressured to guesstimate, your first impulse should be to stall until you have enough information to make a confident estimate. You may not, however, have that luxury, so the best approach is to provide some kind of confidence interval. For example, if you think something will probably take three months and cost $30,000, provide a confidence interval of three to six months with a cost of $30,000 to $60,000. Then, quickly offer to do a little more research to develop a more confident estimate. Notice that even though three months and $30,000 may be the most likely estimate, an estimate of two to six months was not made. Why? Because people tend to be optimists, and the most likely case of finishing in three months is probably an optimistic case.
What is the DELPHI TECHNIQUE?
The Delphi technique involves multiple experts who arrive at a consensus on a particular subject or issue. Although the Delphi technique is generally used for group decision making, it can be a useful tool for estimating when time and money warrant the extra effort. To estimate using the Delphi technique, several experts need to be recruited to estimate the same item. Based on information supplied, each expert makes an estimate and then all the results are compared. If the estimates are reasonably close, they can be averaged and used as an estimate. Otherwise, the estimates are distributed back to the experts, who discuss the differences and then make another estimate. In general, these rounds are anonymous and several rounds may take place until a consensus is reached. Not surprisingly, using the Delphi technique can take longer and cost more than most estimation methods, but it can be very effective and provide reasonable assurance when the stakes are high and the margin for error is low.
What is TIME-BOXING?
Time boxing is often used on Agile projects whereby a box of time is allocated for a sprint; however, this technique can also be used for a specific activity or task or for any component of the WBS. This allocation is based more on a requirement than just on guesswork. For example, a project team may have two (and only two) weeks to build a prototype during a sprint. At the end of the two weeks, work on the prototype stops, regardless of whether the prototype is 100 percent complete. Used effectively, time boxing can help focus the project team’s effort on an important and critical task.
What does SDLC stand for?
Systems Development Life Cycle
What does PLC stand for?
Project Life Cycle
What is a PLC (Project Life Cycle)?
A collection of logical stages or phases that map the life of a project from its beginning to end.
How is a project’s life cycle defined?
WIthin a particular methodology.
What are Project Management Body of Knowledge (PMBOK®) and PRojects IN Controlled Environments (PRINCE2®)?
Two popular and widely used project management methodologies
What is an SLDC?
A software development life cycle that focuses on the development and delivery of the project’s product or information system solution.
What do Learning Cycles provide?
A tool for the project stakeholders to challenge assumptions, increase team learning, and document lessons learned.
What is the difference between Waterfall and Agile, two widely known and used approaches for product and systems development?
Waterfall provides a more structured approach, Agile has been gaining popularity as a flexible approach to developing systems in a dynamic environment. Each approach has its own strengths and weaknesses, and choosing the right approach for the right project is an important project management decision.
What is fast-tracking?
Starting the next phase before the current phase is complete. This can sometimes reduce the project’s schedule, but the overlapping of phases can be risky and should only be done when the risk is deemed acceptable.
