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73 Cards in this Set
- Front
- Back
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Feedback gives information about the gap between actual and intended performance. (T/F) |
T
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Analysts should have little interest in improving worker satisfaction with the system. (T/F)
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F
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Prospective projects should be examined from a systems perspective in order to consider the impact of the proposed change on the entire organization. (T/F)
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T
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Reducing errors of data input is a legitimate object of systems projects. (T/F)
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T
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A feasibility impact grid is used to show how each system component affects corporate objectives. (T/F)
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T
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The objectives for the project should be cleared formally on paper as well as informally through talking to people in the business. (T/F)
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T
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Economic feasibility includes the cost of operating the system, but not the cost of the systems analysis team. (T/F)
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F
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Technical feasibility is dependent upon determining human resources for the project. (T/F)
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F
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Judging the feasibility of a proposed systems project is usually a clear-cut decision. (T/F)
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F
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A commitment from management to conduct a feasibility study means that the proposed system is accepted. (T/F)
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F
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Using a weighted average formula to determine expected activity times is probably the best strategy for estimating those times. (T/F)
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F
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The main advantage of the PERT diagram is its simplicity. (T/F)
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F
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PERT is an acronym for Program Evaluation and Review Techniques. (T/F)
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T
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PERT is useful when activities can be done in parallel rather than in sequence. (T/F)
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T
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The length of the arrows in a PERT diagram has a direct relationship with the duration of the activity. (T/F)
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F
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The critical path is defined as the most expensive path. (T/F)
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F
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PERT diagrams occasionally need to use dummy activities to preserve the logic. (T/F)
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T
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An advantage of PERT diagrams is the easy determination of slack time. (T/F)
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T
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Personal information manager software can perform analysis of Gantt charts and PERT diagrams. (T/F)
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F
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A dysfunctional norm may make team members squander precious resources. (T/F)
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T
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COTS software packages are used “as is” and do not support customization. (T/F)
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F
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Systems analysts make the final decision about whether a proposed project is worthy of further study. (T/F)
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F
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Timeboxing uses a PERT chart to calculate the minimum amount of time to develop the complete system and uses the resultant due date as the
installation date. (T/F) |
F
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One of the differences between managing traditional projects and ecommerce projects is that all ecommerce team members have the same set of skills. (T/F)
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F
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A major difference between managing a traditional project and an ecommerce project is that the ecommerce project require developing and implementing a security plan before the new system is installed. (T/F)
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T
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One of the reasons programmers gave for project failure was the belief that adding more people to a project would expedite the project. (T/F)
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T
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The main difference between XP and traditional project management is that you quickly determine resource requirements, then meet with users to confirm the findings. (T/F)
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F
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One of the four control variables of extreme programming may be adjusted to compensate for other variables that may be deficient. (T/F)
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T
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A method that works to decrease the time required to complete a project is to use increased funds to hire additional programmers. (T/F)
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F
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The one resource that extreme programming does not allow the analyst to change is quality. (T/F)
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F
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In extreme programming, scope is determined by listening to customers and getting them to write down their stories. (T/F)
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T
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Having employees work only forty hours a week is one of the extreme programming core practices. (T/F)
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T
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The extreme programmer is asked above all to be a rash decision maker. (T/F)
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F
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In extreme programming, the “Big Boss” needs to show that they have courage in the face of difficult scheduling or functional decisions. (T/F)
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F
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In extreme programming, customers decide what the development team should tackle first. (T/F)
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T
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Two words that characterize a project done with the extreme programming approach are interactive and incremental. (T/F)
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T
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During the productionizing stage, software versions are turned around in a time span of about one month. (T/F)
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F
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One way to think about problems is to:
A. think that they arise from bad programming and older technology. B. visualize them as elements on a feasibility impact grid. C. realize that we all make mistakes and not assign blame to anyone. D. reflect on the lack of perfection within any team framework and avoid the blame syndrome. E. think about them as situations where goals have never been met or are no longer being met. |
E. think about them as situations where goals have never been met or are no longer being met.
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Which of the following is not a specific criteria for project selection?
A. Appropriate timing of project commitment B. Practicality in terms of resources for the analyst and organization C. Backing from programmers D. Worthwhile project compared with other ways the organization could invest resources E. Possibility of improving attainment of organizational goals |
C. Backing from programmers
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Improvements to systems include all the following except:
A. combining processes. B. improving worker satisfaction with the system. C. increasing redundant output. D. reducing errors in input through changes of forms and display screens. E. speeding up a process. |
C. increasing redundant output.
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A feasibility impact grid is used to:
A. determine the technical, economic, and operational feasibility of programs. B. assess the impact improvements to existing systems can make. C. understand the time and money needed for both hardware and human resources. D. plot the operational feasibility of the new system against the human resources available. |
B. assess the impact improvements to existing systems can make.
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Which of the following is not a corporate objective affected by improvements to an information system?
A. Improving cooperation with vendors and partners B. Improving customer service C. Improving the software development strategy of the organization D. Improving internal decision support so that decisions are more effective |
C. Improving the software development strategy of the organization
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The systems analyst should spend _____ time doing feasibility studies, because _____ projects will be executed.
A. little; few B. little; many C. much; few D. much; many |
A. little; few
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Which of the following is an acceptable objective of systems projects?
A. Asserting the superiority of one department over another B. Automating for the sake of automation C. Integrating business subsystems D. Proving the prowess of the systems analysis team |
C. Integrating business subsystems
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Which of the following is concerned with the current technical resources that can be upgraded or added to in order to fulfill the requests under consideration?
A. Economic feasibility B. Operational feasibility C. Tactical feasibility D. Technical feasibility |
D. Technical feasibility
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Which of the following is concerned with the analyst’s time and the costs for system development, hardware, and business employee time?
A. Economic feasibility B. Operational feasibility C. Tactical feasibility D. Technical feasibility |
A. Economic feasibility
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Which of the following is dependent upon determining human resources for the project?
A. Economic feasibility B. Operational feasibility C. Tactical feasibility D. Technical feasibility |
B. Operational feasibility
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Who has final responsibility for judging the feasibility of a systems project?
A. Computer operators B. Input personnel C. Management D. Programmers E. Systems analysts |
C. Management
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Which of the following is most valuable in estimating project time?
A. Experience B. Historical records C. Industry standards D. Mathematical programming |
A. Experience
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Which of the following is not an advantage of a Gantt chart?
A. Communicating with users B. Controlling activities C. Planning activities D. Showing precedence |
D. Showing precedence
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A Gantt chart contains _______ on the vertical axis.
A. time B. money C. a description of the activities D. precedence |
C. a description of the activities
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Which of these statements about PERT diagrams is not true?
A. An arrow represents activities. B. A circle represents events. C. The length of the arrow indicates activity length. D. Pseudo activities must occasionally be shown. |
C. The length of the arrow indicates activity length.
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A PERT diagram is useful when:
A. activities can be done in parallel rather than sequence B. there is no slack time available. C. the project team needs to know which activities should be done at which point in time. D. activities do not have any precedent activities. |
A. activities can be done in parallel rather than sequence
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The longest path through a PERT diagram is called:
A. slack time. B. the precedent activity path. C. maximum path time. D. the critical path. |
D. the critical path.
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Which of the following is not an advantage of using a PERT diagram over a Gantt chart?
A. Easy identification of the order of precedence B. Easy determination of slack time C. Easy to show activities that occur at any given point in time D. Easy identification of the critical path |
C. Easy to show activities that occur at any given point in time
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Project scheduling software:
A. runs best under the DOS operating system. B. allows the analyst to easily create Gantt charts and PERT diagrams. C. is primarily used for calendaring functions and to-do lists. D. are graphical tools but do not perform any calculations, such as dates or other information. |
B. allows the analyst to easily create Gantt charts and PERT diagrams.
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Which of the following is a technique for prioritizing goals and delivering the most critical ones on a specific due date?
A. PERT diagrams B. Timeboxing C. Gantt charts D. Critical path analysis |
B. Timeboxing
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Which of the following is useful for storing phone and fax numbers, planners and to-do lists?
A. Personal information managers B. Computerized project management software C. Timeboxes D. Clockwork software |
A. Personal information managers
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When teams have two leaders, there is:
A. one for technical details, one for user relationships. B. one for technical details, one to manage the design of user interfaces. C. one for accomplishing tasks, one for social relationships. D. one for accomplishing tasks, one for technical design details. |
C. one for accomplishing tasks, one for social relationships.
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Which of the following is not a reason that goal setting motivates team members?
A. It clarifies what must be done to get results. B. It makes explicit what is expected of team members. C. It portrays the operational technology in understandable terms. D. Simply setting goals and monitoring them seems to motivate individuals. |
C. It portrays the operational technology in understandable terms.
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Which of the following is not a difference between managing ecommerce projects and traditional projects?
A. The data used in ecommerce is scattered all over the organization. B. The staff used for ecommerce has a unified set of skills. C. Ecommerce managers need to initially build internal and external partnerships. D. Security in ecommerce is a must. |
B. The staff used for ecommerce has a unified set of skills.
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Which of the following is a reason given by programmers for failed projects?
A. Impossible or unrealistic completion dates B. Not adding more people to the project to expedite it C. Seeking outside help instead of trusting the development staff D. Not enough programming development tools |
A. Impossible or unrealistic completion dates
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Which of the following is not one of the four variables that a systems developer can control?
A. Cost B. Quality C. Scope D. Errors |
D. Errors
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The four activities of extreme programming are:
A. coding, testing, debugging, and implementing. B. coding, debugging, implementing, and maintaining. C. coding, testing, listening, and designing. D. debugging, testing, listening, and designing. |
C. coding, testing, listening, and designing.
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Which of the following times is not included in extreme programming project management?
A. Time to listen to the customers B. Time to reflect on what you have learned C. Time to design D. Time to code |
B. Time to reflect on what you have learned
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Internal software quality includes:
A. functionality and documentation. B. functionality and conformance. C. structure and conformance. D. modularization and functionality. |
B. functionality and conformance.
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In extreme programming, scope is determined by:
A. examining the time and cost of the project, along with required functionality. B. examining the user requirements within budget constraints. C. creating diagrams that show the boundaries of the system. D. listening to customers and getting them to write down their stories. |
D. listening to customers and getting them to write down their stories.
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Which of the following is not an extreme programming core practice?
A. Using pair programming B. Having an onsite customer C. Producing the highest quality software possible D. Having a forty hour work week |
C. Producing the highest quality software possible
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The extreme programming programmer is above all asked to be a(n):
A. excellent communicator. B. quick coder. C. efficient debugger. D. rash problem solver. |
A. excellent communicator.
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Which of the following development team members is responsible for estimating and providing feedback on the team’s estimates?
A. Coach B. Big boss C. Tracker D. Tester |
C. Tracker
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Which of the following development team members is responsible for bringing out the best qualities in all the other team members while remaining in the background most of the time?
A. Coach B. Big boss C. Tracker D. Tester |
A. Coach
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Which of the following is not a benefit of pair programming?
A. Reducing turnover B. Improving documentation quality C. Minimizing scope creep D. Keeping defects to a minimum |
B. Improving documentation quality
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Which of the following is not one of the five extreme programming stages? |
D. Documenting |
