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30 Cards in this Set
- Front
- Back
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What are the three questions addressed in a Scrum meeting? |
1. What have you done since the last meeting? 2. What obstacles stand in your way? 3. What will you do until next scrum meeting? |
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Define what is a direct and what is an indirect cost to a project? Give an example for each. |
Direct Cost - can be directly related to producing the products and services of the project Example: Labor wage Indirect Cost - not directly related to the products or services of the project, but are indirectly related to performing the project Example: Power consumption |
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What does the learning curve theory suggest? Where is it mostly used in project management processes? |
This suggests that there is time that must be taken for familiarizing oneself with the project. Used in requirements analysis |
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Reliability rate of 90% successfully detecting defective products and Ben had a reliability of 90% detecting problematic packaged products. What is the current reliability of the output line for this configuration? |
81% |
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Examples of a type of requirements which will not turn into a specific feature in the product but can be crucial to the project causes are security, availability, performance and etc. There are known as what type of requirements? |
Nonfunctional requirements |
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What does a Pareto analysis(20-80 rule) suggest? |
This suggests that 80% of defect come from 20% of product |
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BAC - $180k PV = $120k AC = $105K EV = $90k
Calculate EAC |
Estimate of Completion EAC=AC+ETC=AC+(BAC-EV/CPI)=BAC/CPI CPI=90k/105k=.857k EAC=180k/.857k=$210k Cost performance index = EV/AC EAC=BAC/CPI |
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A software product had a total of 980 hours up-time and a total of 5 system crashes, in a 1000 hours of operation. a. Calculate the MTBF (Mean Time Between Failures) b. If the remaining 20 hours is the cumulative time spent to get the system back to work from those 5 failures, what would be the MTTR (Mean Time to Recover)? |
MTBF = Total time - Down Time / # of failures MTTR = Total Down Time / # of failures
a. 1000-20/5=196 MTBF b. 20/5=4 MTTR |
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Direct Cut-Over |
Old system is shut down and new turned on.
Pro - Quick delivery Con - Places more pressure and stress on project team. May result in major delayed, frustrated users, lost revenues, and missed deadlines. Not always painless. |
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Parallel |
Old and new systems run concurrently.
Pro - Provides a safety net or backup in case of problems. Can increase confidence in the new system. Con - Takes longer and requires more resources than direct. Places more pressure on the users |
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Phased (or by Organization Unit) |
System is introduced in modules. Pro - Allows for an organized and manged approach for implementing system modules or a system/upgrade. Experience with early implementation can guide and make later implementation go more smoothly. Con - Takes longer. Problems encountered during early phases can impact the overall implementation and also deployment schedule |
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Product Owner Scrum Master a. Taking care of efficiency b. Taking care of competency c. Taking care of effectiveness d. Taking care of competiveness |
Product Owner - Taking care of effectiveness Scrum Master - Taking care of efficiency |
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True/False? The testing phase will not be concluded until all the bugs are fixed. |
FALSE |
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True/False? Testing of web applications are much easier because most of the things are handled by the internet. |
FALSE |
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Within a project, which of the following is always true and which is always false? a. SPI = 1 -> SV = 0 and vice versa b. CD < 0 -> CPI < 1 c. AC < PV -> CPI < 1 d. EV < PV -> SPI < 1 |
TRUE TRUE FALSE TRUE |
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Explain how a 3-tier architecture can make further development of a piece of software easier. |
3 tier architecture can make development easier as the logic, database and front end are all separate and more scalable |
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early/on-time/delayed-over-budget/on-budget/under-budget ? a. SPI < 1, CPI < 1 b. SV=0, CV=0 c. SPI > 1, CV < 0 d. SV > 0, EV < AC |
a. behind schedule, over budget b. on schedule, on budget c. early, over budget d. early, over budget |
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Frequency in the Scrum Method: a. Sprint planning b. Scrum meeting c. Burn-chart update d. Sprint review e. Sprint retrospective |
a. Sprint planning - before each sprint b. Scrum meeting - daily c. Burn-chart update - updated @ end of each sprint d. Sprint review - end of every sprint e. Sprint retrospective - end of every sprint |
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Other SDLC Approaches |
Spiral, V-Model, b-model, Extreme |
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Project Charter Contents |
- Purpose or justification of the project - High-level description of the project (+list of requirements) - High-level list of risks + change management plan - Summary milestone schedule - Name of project manager + authority levels - Name of project sponsor - Communication plan |
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Functional vs. Non-Functional Rquirements |
Functional : Activities system must perform (uses cases and user stories) and based on required business functions Actionable, measurable, testable Non-Functional: Constraints, quality requirements |
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Waterfall VS. Agile Risk and Valued Delivered Graph |
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Waterfall VS. Agile Cost of Change |
Waterfall VS. Agile Cost of Change
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Requirement vs Design |
Requirement : Description of problem , what will be delivered, primary goal is understanding (deals with effectiveness) Design: Description of solution, how it will be done, primary goal is optimized (efficient) effective solution |
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Why is documenting the engineering process and the code a best practice in development? |
Easier to reuse Easier to debug Easier to under by other people Easier to transfer responsibility |
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Static vs Dynamic Testing |
Static: Non-execution based Dynamic: Execution based Positive Testing: Make sure the software generates the expected results if it is used as prescribed Negative Testing: Make sure the software can handle errors if it is used inappropriately or in unexpected conditions
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Levels of Testing |
Unit Testing - Focuses on whether the unit meets requirements stated in specification Integration Testing - Functions can work together as a whole User Acceptance Testing (UAT) - Alpha and Beta |
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Basic Tools for Quality Control |
1. Cause and Effect Diagrams 2. Quality Control Chart 3. Checksheet 4. Histograms 5. Scatter Diagram 6. Pareto Chart 7. Flowcharts 8. Run chart |
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Six Sigma |
The target for perfection is the achievement of no more than 3.4 defect per million opportunities |
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DMAIC |
Is a systematic, closed-loop process for continued improvement that is scientific and fact based
Define, Measure, Analyze, Improve, Control |
