How can we avoid the'90 percent done'syndrome in software development? Whether through wishful thinking, general optimism, or a desire to avoid confronting difficult situations, many projects do not communicate schedule overruns until late in the project when corrections are much more difficult and the consequences much more severe.
In my consulting experience over the past twenty years, I have found that the most common motivation for implementing a measurement program is to track progress. My clients have typically fallen into one of the following categories:. An acquisition or outsourcing organization wanting increased visibility into vendor progress following a bad experience with a vendor who never got the job done or was very late. A contracting organization experiencing problems in meeting schedules. For them, this situation is no picnic either.
By the time they have missed repeated deadlines, their credibility is lacking and project members are burned out. Executive management wanting a quick, easy-to-understand view of status for a large number of projects. A typical project in trouble shows an activity or Gantt chart that looks something like. Typical Gantt chart reflecting overrun schedules and repeated replanning This pattern is sometimes referred to as a 'slinky chart' because the end date just keeps inching to the right. The amount of time scheduled for integration and test typically gets shorter with each new plan. Filemenu tools deutsch. For projects delivering in multiple increments, we may find that functionality moves to later increments, producing what has been called a 'bow wave' effect. Labbaik allahumma labbaik mp3. Gantt charts provide an easy-to-understand visual representation of the temporal sequencing of activities and certainly have their proper place as a management tool.
But they do not give us information about how much of a given activity or product is completed at any specific time. For example, shows a Gantt chart for a hypothetical project on March 15.
That date marks the halfway point in elapsed time for coding, but that is all the information we have. We know nothing about how much coding was actually done by March 15. Gantt chart for a hypothetical project How can we effectively track progress?
This chapter will describe the characteristics of an effective progress measure. It will also give examples of real-life progress measures that have been used with varying degrees of success, and the pros and cons of each. In each consulting engagement, my objective is to build on what the client currently has available, making those resources more useful.
One of the key messages I try to convey is that effective measurement does not, by itself, fix anything, solve anything, or do anything. Measurement often raises more questions than it answers, but these are better questions than people were asking before.
And that is a big step forward. The effective use of any progress measure requires an honest desire to know the real status of the project and a willingness to take action to correct problems.
Tracking Progress: Criteria for Effective Measures An effective measure for tracking progress should exhibit the following characteristics:. Objectivity: The measurements should be based on criteria that are observable and verifiable. Measurements based on objective criteria are difficult to manipulate to make things look better than they are.
Near real time: The measurements should reflect what is going on in the project now, not what happened a month ago. We want to be managing the present, not the past. Multiple levels: Multiple levels of data enable a manager to drill down and isolate problem areas or to roll up for high-level views. When a project is slipping its schedule, most managers want to know if the entire project is late or specific trouble spots need attention. Along with the drill-down capability, the measure can be rolled up to summary levels for upper management (oversight) review.
Thus, an effective progress measure provides a vehicle for communicating project status to people outside the project. Prediction: The measure must support projections about future progress. Simply knowing that a project is behind schedule is not enough. We also need to predict when it will be completed.
In general, past performance provides the best predictor of the future. Two types of measures are commonly used for tracking progress. Activities Complete: This measure compares actual progress against planned in terms of the number or percentage of completed activities. Work Units Complete: This measure compares actual progress against planned in terms of the number or percentage of completed product units.
Each type of measure has strengths and weaknesses that are discussed in the following sections. Each type can be implemented poorly or effectively. Examples of each have been taken from real projects. Fundamental to each type of measure is the comparison of planned to actual progress. The only way to know whether your project is ahead of or behind schedule is to look at it relative to an expectation. That expectation is your plan.
Feature Article: 90% Done Is Not Almost Done Back when I was a new developer, my boss asked me how long it would take to complete a specific task. I looked at it for about 20 seconds, and said “Four weeks.” “Great,” he said. At the end of the first week, I was 25% done—that’s what I reported on my status report. At the end of the second week, I was 50% done.
At the end of the third week, I was 75% done. At the end of the fourth week, I was 90% done. At the end of the fifth week, I was 92% done. At the end of the sixth week, when I reported I was 92.5% done, my manager finally took pity on me.
“Johanna, do you know when you will be done?” “Nope. Not a clue.” “Would you like a little help learning how to know when you’ll be done?” “You bet!” My manager knew that 90%, 92%, and especially 92.5% done was not anywhere near done. Rather, it was a good clue that I had no idea when I would be done. I’d run smack dab into the 90% Done syndrome. My manager sat me down and asked me questions that helped me break the large tasks into many smaller tasks. Like most people, I’m good at estimating smaller tasks and not so good at estimating larger tasks.
Then, I listed all the test cases I would have to check, to know if this code was done. I didn’t call them test cases back then; I called them “done criteria.” My boss and I both knew that once I’d finished the tasks and made sure my code met the “done criteria,” I would actually be done.
That work took me almost ten weeks to complete. Luckily, I had an understanding manager who helped me plan and test my way out of the 90% Done syndrome. Here are actions you can take, whether you are the one stuck in 90% Done or the manager of a person stuck in 90% Done:.
List everything you need to do, to finish the big chunk of work. I include any infrastructure work such as setting up branches in the source control system. Estimate each item on that list. This initial estimate will help you see how long it might take to complete the entire task. Now, look to see how long each item on that list will take to finish. If you have a task longer than one day, break that task into smaller pieces.
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Breaking larger tasks into these inch-pebbles is critical for escaping the 90% Done syndrome. Determine a way to show visible status to anyone who’s interested. If you’re the person doing the work, what would you have to do to show your status to your manager? If you’re the manager, what do you need to see?
You might need to see lists of test cases or a demo or something else that shows you visible progress. Since you’ve got one-day or smaller tasks, you can track your progress daily. I like to keep a chart or list of the tasks, my initial estimated end time and the actual end time for each task. This is especially important for you managers, so you can see if the person is being interrupted and therefore is multitasking. (See the article about the Split Focus schedule game.) Sometimes, people fall into 90% Done because they’re implementing across the architecture, writing all the GUI or writing all of one layer at a time. If you shift people to implementing by feature and have them work in short iterations, they start trying to estimate and complete smaller chunks of work. Their estimates will be more accurate, and they are more likely to finish the work.
Public Project Management Workshop, Sept 22-24, 2008. Want to learn more approaches to avoid and solve Split Focus and other schedule games? I’m offering a public Sept.
22-24, 2008 in Waltham, MA. If you’d like to learn ways to start a project, steer it to success, and complete it successfully, consider participating in the workshop. See thedescription to see what experiential project management training looks like and for the registration page.
Expect to work hard and have fun! Please do contact me if you have questions. I’ve Joined the Ranks of the Podcasters.
Successfully implementing concurrent development has proven difficult for many organizations. However, many theories addressing concurrent development treat either technical aspects of the development process (e.g., precedence relationships) or behavioral issues (e.g., creating effective cross-functional teams), but not their linkages. We argue that much of the complexity of concurrent development—and the implementation failures that plague many organizations—arises from interactions between the technical and behavioral dimensions. We use a dynamic project model that explicitly represents these interactions to investigate how a “Liar's Club”—concealing known rework requirements from managers and colleagues—can aggravate the “90% syndrome,” a common form of schedule failure, and disproportionately degrade schedule performance and project quality.
We discuss the role of the incentives on and behavior of engineers and managers in concurrent development failure and explore policies to improve project performance. Keywords, 1. Abdel-Hamid, T. Understanding the “90% Syndrome” in Software Project Management: A Simulation-Based Case Study, Journal of Systems and Software, 8: 319-330., 2. Adler, P.S., Mandelbaum, A., Vien, N. And Schwerer, E.
From Project to Process Management: An Empirically-based Framework for Analyzing Product Development Time, Management Science, 41(3): 458-484., 3. The Evolution of Cooperation, New York: Basic Books. Backhouse, C.J.
And Brookes, N.J. Concurrent Engineering, What's Working Where, Gower, Brookfield, VT: The Design Council. Challenges of Integration in Semiconductor Manufacturing Firms, IEEE Transactions of Engineering Management, 46(4): 417-428., 6. Baldwin, C.Y. And Clark, K.B.
Design Rules: The Power of Modularity, MIT Press, Cambridge, MA. Effects of Time Pressure on Fully Connected and Hierarchical Architectures of Distributed Decision-making, In: Yvonne Waern (ed.), Co-operative Process Management, Cognition and Information Technology, London: Taylor & Francis, Ltd. The Mythical Man-Month, Reading, MA: Addison-Wesley. Sources of Schedule Risk in Complex System Development, Systems Engineering, 2(3): 129-142., 10. Controlling Software Projects, Yourdon, New York.
Product-Process Development Integration in Manufacturing, Management Science, 41: 1224-1237., 12. Ford, D.N., Hou, A. And Seville, D. An Exploration of Systems Product Development at Gadget Inc. System Dynamics Group Report D-4460, Sloan School of Management.
Massachusetts Institute of Technology, Cambridge, MA. And Sterman, J.D. Overcoming the 90% Syndrome: Iteration Management in Concurrent Development Projects, Concurrent Engineering: Research and Applications (this issue).
And Moffat, L. Withdrawl of Team Autonomy During Concurrent Engineering, Management Science, 43(9): 1275-1287., 15. And Porteus, E.L. Optimal Timing of Review in Concurrent Desing for Manufacturabillity, Management Science, 41(9): 1431-1447., 16. Operationalizing the Concept of Concurrent Engineering: A Case Study from the US Auto Industry, IEEE Transactions on Engineering Management, 43(2): 124-132., 17. Hayes, R.H., Wheelwright, S.C. And Clark, K.B.
Dynamic Manufacturing, Creating the Learning Organization, New York: The Free Press. Joglekar, N.R., Yassine, A.A., Eppinger, S.D. And Whitney, D.E. Performance of Coupled Development Activities with a Deadline, Management Science, 47(12): 1605-1620., 19. (January 1998). Measuring Progress in Software Development, PM Network, Project Management Institute, 12(1): 29-32.
And Majchrzak, A. Concurrent Engineering Tools: Are the Human Issues Being Ignored, IEEE Transactions on Engineering Management, 43(2): 189-201. Managing the Simultaneous Execution of Coupled Phases in Concurrent Product Development, IEEE Transactions on Engineering Management, 43(2): 210-217., 22. And Terwiesch, C. Communication and Uncertainty in Concurrent Engineering, Management Science, 44(8): 1032-1048., 23. McAllister, J.
And Backhouse, C. An Evolving Product Introduction Process. In: Backhouse, C.
And Brookes, N. (eds), Concurrent Engineering, What Works Where, Gower, Brookfield, VT. Fast Cycle Time, How to Align Purpose, Strategy, and Structure for Speed, New York: The Free Press. Tools and Teams: Competing Models of Integrated Product Development Project Performance, Journal of Engineering Technology and Management, 15: 55-85., 26. Patterson, M.L.
Accelerating Innovation, Improving the Process of Product Development, New York: Van Nostrand Reinhold. Repenning, N.P.
And Sterman, J.D. Getting Quality the Old-Fashioned Way: Self-Confirming Attributions in the Dynamics of Process Improvement, In: Scott, R. (eds), Improving Theory and Research on Quality Enhancement in Organizations, pp.
201-235, Thousand Oaks, CA: Sage. Repenning, N. And Sterman, J. Nobody Ever Gets Credit for Fixing Defects that Didn't Happen: Creating and Sustaining Process Improvement, California Management Review, 43(4): 64-88.
Rosenthal, S.R. Effective Product Design and Development, Homewood, IL: Business One Irwin. And Kleiner, A. The Learning Initiative at the AutoCo Epsilon Program, 1991-1994, Center for Organizational Learning, Sloan School of Management, Massachusetts Institute of Technology, Cambridge, MA. 21st Century Jet, The Making of the Boeing 777, London: Pan Books. The Sciences of the Artificial, Cambridge, MA: The MIT Press. Stahl, J., Luczak, H., Langen, R., Weck, M., Klonaris, P.
And Pfeifer, T. Concurrent Engineering of Work and Production Systems, European Journal of Operational Research, 100: 379-398., 34.
Sterman, J.S. Business Dynamics, Systems Thinking and Modeling for a Complex World, New York: Irwin McGraw-Hill. Sterman, J.D. Learning in and about Complex Systems, System Dynamics Review, 10(2-3): 291-330., 36. Sterman, J., Repenning, N.
And Kofman, F. Unanticipated Side Effects of Successful Quality Programs: Exploring a Paradox of Organizational Improvement, Management Science, 43(4): 503-521., 37. Sullivan, K.J., Griswold, W.G. And Ben Hallen, Y.C. (September 2001). The Structure and Value of Modularity in Software Design, In: Proceedings of the Joint International Conference on Software Engineering and ACM SIGSOFT Symposium on the Foundations of Software Engineeering, Vienna.
Terwiesch, C., Loch, C.H. And DeMeyer, A. Preliminary Information, Interdependence and Task Concurrency in Product Development, Forthcoming in Organization Science. And Raynar, K.A. Effects of Scheduled Overtime on Labor Productivity: Quantitative Analysis, Source Document 98, Construction Industry Institute, Austin, TX. Wheelwright, S.C. And Clark, K.B.
Revolutionizing Product Development, Quantum Leaps in Speed, Efficiency, and Quality, New York: The Free Press. Yassine, A., Joglekar, N., Braha, D., Eppinger, S.
And Whitney, D. Information Hiding in Product Development: The Design Churn Effect, Forthcoming Research in Engineering Design, Volume 14.
. Answer all the Questions given below: 1. A is a short-term endeavour undertaken to make a unique product, service, or output. A) Program b) Process c) Project d) Portfolio 2.
Which of the following is not the potential advantage of using good project management? A) Shorter development times b) Higher worker morale c) Lower cost of capital d) Higher profit margins 3. Which of the following is not the attribute of the project? A) Projects are unique b) Projects are developed by using progressive elaboration c) Projects have a main customer or sponsor d) Projects involve little uncertainty 4. Which of the following is not a part of triple constraint of a project management? A) Meeting scope goals b) Meeting time goals c) Meeting communications goals d) Meeting cost goals 5.
Initial stage of any project is a) Proposal b) Conceptualization c) Implementation d) Management 6. is an application of the knowledge, skills, tools and techniques to project activities to fulfil project needs. A) Project management b) Program management c) Project portfolio management d) Requirements management 7. Project portfolio management addresses goals of organization, whereas project management addresses goals.
A) Strategic, tactical b) Tactical, strategic c) Internal, external d) External, internal 8. Number of application development projects done for the similar functional group may best be managed as part of a a) Portfolio b) Program c) Investment d) Collaborative 9. Which of the following is not one of the top ten skills or competencies of an efficient project manager? A) People skills b) Leadership c) Integrity d) Technical skills 10.
What is the certification program called which the Project Management Institute provides? A) Microsoft Certified Project Manager (MCPM) b) Project Manager Professional (PMP) c) Project Management Expert (PME) d) Project Management Mentor (PMM) 11. A is a series of actions directed towards the particular output. A) Goal b) Process c) Plan d) Project 12. Processes include coordinating people and other resource to perform project plans and generates the products, service, or outputs of the project or phase. A) Initiating b) Planning c) Executing d) Monitoring & controlling 13.
Which process group usually needs most resources and time? A) Initiating b) Planning c) Executing d) Monitoring and controlling 14.
A work breakdown structure, project schedule, and cost estimates are result of the process. A) Initiating b) Planning c) Executing d) Monitoring and controlling 15. Which process group includes activities from each of the nine knowledge areas?
A) Initiating b) Planning c) Executing d) Monitoring and controlling 16. Project management as the profession is almost unique in having institutions concerned with its development who promote what they term their a) Body of language b) Body of knowledge c) Strategy d) Work 17. Initiating involves developing the project charter and preliminary project scope statement, that are part of the project management knowledge. A) Integration b) Scope c) Communications d) Risk 18.
A explains how things must be done, and different organizations often have different ways of doing things. A) Regulation b) Process c) Standard d) Methodology 19. involves measuring progress toward project objectives and talking corrective actions. A) Initiating b) Planning c) Executing d) Monitoring and controlling 20. What type of report do project teams make to reflect on what went right with the project? A) Lessons – learned report b) Status report c) Final project report d) Business case 21.
Project manager is responsible for a) Overseeing change b) Cross functional activities c) Ever changing set of tasks d) All above 22. Many people use to have standard format for preparing a variety of project management documents. A) Methodologies b) Templates c) Project management software d) Standards 23. What is the last step in four – stage planning process for choosing information technology projects? A) Information technology strategy planning b) Business area analysis c) Project planning d) Resource allocation 24. New government law needs an organization to report data in the new way. Under which category will the new information system project to offer this data fall?
A) Problem b) Opportunity c) Directive d) Regulation 25. A is a document which formally identifies the existence of the project and offers direction on the project’s aim and management.
A) Project charter b) Preliminary scope statement c) Business case d) Project management plan 26. ICOM model, which is one of the key roles of project manager, stand for a) Integrated Constraint of Mechanism b) Inputs, Outputs, Constraints & Mechanism c) Inputs, Outputs, Constraints & Money d) None 27. A often includes sensitive information, so it must not be part of the overall project plan for anyone to see. A) Business case b) Project charter c) Personnel chart d) Stakeholder analysis 28. Which of the following is not a suggestion for performing integrated change control? A) Use good configuration management b) Minimize change c) Establish a formal change control system d) View project management as a process of constant communication and negotiation 29. refer(s) to all the work involved in creating products of the projects and processes used to create them.
A) Deliverables b) Milestones c) Scope d) Product development 30. Suppose you have a project with major categories known as planning, analysis, design, and testing. What level of the WBS would these items fall under? A) 0 b) 1 c) 2 d) 3 31.
Which of the following is not a best practice which can help in avoiding scope problems on information technology projects? A) Keep the scope realistic b) Use off-the-shelf hardware and software whenever possible c) Follow good project management processes d) Don’t involve too many users in scope management 32. Having ascertains the portfolio of projects obtained objectives for each of them, we have to move to the next stage of the strategy process to balance the objectives a) Policy deployment b) Strategy matrix c) Project performance measurement d) None 33. What key restaurant chain terminated a large project after spending $170 million on it, firstly since they realized the project scope was too much to handle? A) Burger King b) Pizza Hut c) McDonalds d) Taco Bell 34. Scope is often achieved by the customer inspection and then sign – off on key deliverables. A) Verification b) Validation c) Completion d) Close – out 35.
Project management software helps you to develop a , that serves as a basis for creating Gantt charts, assigning resources, and allocating costs. A) Project plan b) Schedule c) WBS d) Deliverable 36. WBS (Work Breakdown Structure) is also called as: a) Chunking b) Unbundling c) Both (a) & (b) d) None 37. What is the initial process in planning the project schedule? A) Milestone definition b) Activity definition c) Activity resource estimation d) Activity sequencing 38.
Predecessors, successes, logical relationships, leads and lags, resource requirements, constraints, imposed dates, and assumptions are all examples of. A) Items in an activity list b) Items on a Gantt chart c) Milestone attributes d) Activity attributes 39. As the project manager for a software development project, you are helping to develop its schedule. You decide that writing code for the system can’t begin till sign off on the analysis work. What type of dependency is this? A) Technical b) Mandatory c) Discretionary d) External 40. You can’t start editing a technical report till someone else completes the first draft.
What type of dependency does this represent? A) Finish – to – start b) Start – to – start c) Finish – to – finish d) Start – to – finish 41. Involves going through the cycle several times to test the effects of the changes make on the outcomes. A) Planning b) Strategy c) Iterative d) None 42. Figure given belo shows two activities A & B; B cannot start until A finished and the times for A & B are 5 and 7 days respectively. This logic is called: a) Dependency b) Precedence c) Freedom d) None 43. In the figure given below calculate the EET (earliest event time) at 20.
A) 10 b) 20 c) 5 d) 25 44. What symbol on a Gantt chart represents a slipped milestone?
A) A black arrow b) A white arrow c) A black diamond d) A white diamond 45. Which type of diagram shows planned and actual project schedule information? A) A network b) A Gantt chart c) A Tracking d) A milestone chart 46. is a network diagramming technique used to predict total project duration. A) PERT b) A Gantt chart c) Critical path method d) Crashing 47. Which of the following statement is false? A) “Growing grass” was on the critical path for a large theme park project.
B) The critical path is the series of activities that determine the earliest time by which a project can be completed. C) A forward pass through a project network diagram determines the early start and early finish dates for each activity. D) Fast tracking is a technique for marking cost and schedule trade-offs to obtain the obtain the greatest amount of schedule comparison for the least incremental cost. is a method of scheduling which considers limited resources when creating a project schedule and includes buffers to protect the project completion date. A) Parkinson’s Law b) Murphy’s Law c) Critical path analysis d) Critical chain scheduling 49. is a resource scarified or foregone to achieve a specific objective or something given up in exchange.
A) Money b) Liability c) Trade d) Cost 50. What is chief goal of project cost management? A) To complete a project for as little cost as possible b) To complete a project within an approved budget c) To provide truthful and accurate cost information on projects d) To make sure that an organization’s money is used widely 51. A fundamental of ‘Theory of Constraints’ (TOC) is to manage systems by focusing on the constraints, termed as a) Watermark b) Bottleneck c) Tick-sheet d) None 52. “An activity will expand to fill the time available”; it is a) Newton’s Law b) Parkinson’s Law c) Einstein’s Law d) None 53.
Which of the following is not a key output of project cost management? A) A cost estimate b) A cost management plan c) Updates to the cost management plan d) A cost baseline 54. If a company loses $5 for every $100 in revenue for a certain product, what is profit margin for that product?
A) -5 percent b) 5 percent c) -$5 d) $5 55. reserves allow for future situations which are unpredictable.
A) Contingency b) Financial c) Management d) Baseline 56. You are preparing a cost estimate for a building based on its location, purpose, number of square feet, and other characteristics.
What cost estimating technique are you using? A) Parametric b) Analogous c) Bottom – up d) Top – down 57.
involves allocating the project cost calculates to individual work items over time. A) Reserve analysis b) Life cycle costing c) Project cost budgeting d) Earned value analysis 58. is a project performance measurement technique which integrates scope time, and cost data. A) Reserve analysis b) Life cycle costing c) Project cost budgeting d) Earned value analysis 59.
If the actual cost for a WBS item is $1500 and its earned value was $2000, what is its cost variance, and is it under or over budget? A) The cost variance is -$500, which is over budget b) The cost variance is -$500, which is under budget c) The cost variance is $500, which is over budget d) The cost variance is $500, which is under budget 60. If a project is halfway completed and its schedule performance index is 110% and its cost performance index is 95%, how is it progressing? A) It is ahead of schedule and under budget b) It is ahead of schedule and over budget c) It is behind schedule and under budget d) It is behind schedule and over budget 61. To find out the cost of particular element in advance of the project, which technique can be employed?
A) Parametric estimating b) Asbuts c) Forecasts d) All above 62. is the degree to which a set of inherent characteristics fulfils requirements. A) Quality b) Conformance to requirements c) Fitness for use d) Reliability 63. What is the aim of project quality management? A) To produce the highest quality products and services possible b) To ensure that appropriate quality standards are met c) To ensure that the project will satisfy the needs for which it was undertaken d) All of the above 64. generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization.
A) Quality audits b) Design of experiments c) Six Sigma d) Benchmarking 65. What tool can you use to find out whether a process is in control or out of control? A) A cause – and – effect diagram b) A control chart c) A run chart d) A scatter chart 66. Complication to the critical path represents the formation of compound series of activities often involving several paths that has been termed a) The critical chain b) The critical path c) TOC d) Resource path 67. Six Sigma’s target for perfection is the achievement of no more than defects, errors, or mistakes per million opportunities. A) 6 b) 9 c) 3.4 d) 1 68.
The seven run rule states that if seven data points in the row on a control chart are all below the mean, above the means, or all increasing or decreasing, then the process requires to be examined for problems. A) Random b) Non – random c) Six Sigma d) Quality 69. What is the preferred order for performing testing on information technology projects? A) Unit testing, integration testing, system testing, user acceptance testing b) Unit testing, system testing, integration testing, user acceptance testing c) Unit testing, system testing, user acceptance testing, integration testing d) Unit testing, integration testing, user acceptance testing, system testing 70.
is known for his work on quality control in Japan and developed the 14 points for Management in his text Out of the Crisis. A) Juran b) Deming c) Crosby d) Ishikawa 71. Theory of constraints (TOC) is successfully applied in a) Planning b) Checking c) Manufacturing d) Controlling 72. PMI’s OPM3 is an example of a model or framework for helping organization improve their processes and systems.
A) Benchmarking b) Six Sigma c) Maturity d) Quality 73. Which of the following is not part of project human resource management?
A) Resource estimating b) Acquiring the project team c) Developing the project team d) Managing the project team 74. causes people to participate in the activity for their own enjoyment. A) Intrinsic motivation b) Extrinsic motivation c) Self motivation d) Social motivation 75. At the bottom of Maslow’s pyramid or hierarchy of needs are needs. A) Self – actualization b) Esteem c) Safety d) Physiological 76. power is based on a person’s individual charisma.
A) Affiliation b) Referent c) Personality d) Legitimate 77. What technique you can use to resolve resource conflicts by delaying tasks? A) Resource loading b) Resource leveling c) Critical path analysis d) Over allocation 78.
Which of the following is not a tool or technique for managing project team? A) Observation and conversation b) Project performance appraisals c) Issue logs d) Social Styles Profile 79. What do many experts agree is the greatest threat to the success of any project? A) Lack of proper funding b) A failure to communicate c) Poor listening skills d) Inadequate staffing 80. Which communication skill is the most important for information technology professionals for career advancement? A) Writing b) Listening c) Speaking d) Using communication technologies 81.
Which of the following is not a process in project communication management? A) Information planning b) Information distribution c) Performance reporting d) Managing stakeholders 82. A building might not be constructed unless the planning permission for it has been obtained, this is the a) Legal constraint b) Quality constraint c) Cost constraint d) Logic constraint 83. A report explains where the project stands at a specific point in time. A) Status b) Performance c) Forecast d) Earned value 84. is an uncertainly which can have a negative or positive effect on meeting project objectives.
A) Risk utility b) Risk tolerance c) Risk management d) Risk 85. A person who is a risk - receives greater satisfaction when more payoffs is at stake and is willing to pay the penalty to take risks. A) Averse b) Seeking c) Neutral d) Aware 86.
Which risk management process involves prioritizing based on their probability and impact of occurrence? A) Risk management planning b) Risk identification c) Qualitative risk analysis d) Quantitative risk analysis 87.
The 7-S framework of project management issues was promoted by a) McJonald and Co. B) McKinsly and Co. Your project involves using a new release of a software application, but if that release is not available, your team has plans to use the present release. A) Contingency b) Fallback c) Reserve d) Mitigation 89.
A risk is a document which contains outputs of various risk management processes, often displayed in a table or spreadsheet format. A) Management plan b) Register c) Breakdown structure d) Probability / impact matrix 90. Your project team has decided not to use the upcoming release of software since it may cause your schedule to slip. Which negative risk response strategy are you using? A) Avoidance b) Acceptance c) Transference d) Mitigation 91. For non critical activities, network diagrams build in. At the start of activities.
A) Temporary b) Buffer c) Slack d) Anywhere 92. If a project being undertaken by a particular project team, then these are referred as a) Resource capability b) Resource capacity c) Resource calendar d) Resource pool 93. The term ‘hedgehog syndrome’ means a) Management problem b) Solving problem c) Repetition of problem d) Find out a problem 94. What is the first procurement process? A) Planning contracting b) Planning purchasing and acquisitions c) Requesting seller responses d) Procurement management planning 95.
The is the point at which the contractor assumes total responsibility for each additional dollar of contract cost. A) A breakeven point b) Share ratio point c) Point of reconciliation d) Point of total assumption 96. We’re standing on this hill here. We want to be on that hill over there, this is: a) View b) Vision c) Mission d) Aim 97.
90 Syndrome Software Project Management
A is a document prepared by a seller when there are different approaches for meeting buyer needs. A) RFP b) RFQ c) Proposal d) Quote 98. Buyers often create a list when choosing a seller to make this process more manageable. A) Preferred b) Short c) Qualified suppliers d) BAFO 99.
Software Project Management
A proposal evaluation sheet is the example of a(n). A) RFP b) NPV analysis c) Earned value analysis d) Weighted scoring model 100. is a term used to describe variety of procurement functions which are now done electronically. A) E – procurement b) eBay c) E – commerce d) EMV.