Exam 3 Review Questions
Describe the steps involved in making a 𝓖𝓪𝓷𝓽𝓽 𝓬𝓱𝓪𝓻𝓽.
1. Identify each activity to be completed in the project. 2. Determine time estimates and calculate the expected completion time for each activity. 3. Determine the sequence of the activities and precedence relationships among all activities by constructing a Gantt chart.
Describe the steps involved in making a 𝓷𝓮𝓽𝔀𝓸𝓻𝓴 𝓭𝓲𝓪𝓰𝓻𝓪𝓶.
1. Identify each activity to be completed in the project. 2. Determine time estimates and calculate the expected completion time for each activity. 3. Determine the sequence of the activities and precedence relationships among all activities by constructing a Network diagrams.
List and describe the common 𝓼𝓴𝓲𝓵𝓵𝓼 and 𝓪𝓬𝓽𝓲𝓿𝓲𝓽𝓲𝓮𝓼 of a project manager. Which skills do you think are most important? why?
1. Leadership - 𝑫𝒆𝒔𝒄𝒓𝒊𝒑𝒕𝒊𝒐𝒏: Influencing the activities of others towards the attainment of a common goal through the use of intelligence, personality, and abilities 𝑺𝒌𝒊𝒍𝒍: Communication; liaison between management, users, and developers; assigning activities; monitoring progress 2. Customer relations - 𝑫𝒆𝒔𝒄𝒓𝒊𝒑𝒕𝒊𝒐𝒏: Working closely with customers to ensure that project deliverables meet expectations. 𝑺𝒌𝒊𝒍𝒍: Interpreting system requests and specifications; site preparation and user training; contact point for customers 3. Management - 𝑫𝒆𝒔𝒄𝒓𝒊𝒑𝒕𝒊𝒐𝒏: Getting projects completed through the effective utilization of resources 𝑺𝒌𝒊𝒍𝒍: Defining and sequencing activities; communicating expectations; assigning resources to activities; monitoring outcomes 4. Technical problem solving - 𝑫𝒆𝒔𝒄𝒓𝒊𝒑𝒕𝒊𝒐𝒏: Designing and sequencing activities to attain project goals. 𝑺𝒌𝒊𝒍𝒍: Interpreting system requests and specifications; defining activities and their sequence; making trade-offs between alternative solutions; designing solutions to problems 5. Conflict management - 𝑫𝒆𝒔𝒄𝒓𝒊𝒑𝒕𝒊𝒐𝒏: Managing conflicts within a project team to assure that conflict is not too high or too low. 𝑺𝒌𝒊𝒍𝒍: Problem solving; smoothing out personality differences; compromising; goal setting 6. Team management - 𝑫𝒆𝒔𝒄𝒓𝒊𝒑𝒕𝒊𝒐𝒏: Managing the project team for effective team performance. 𝑺𝒌𝒊𝒍𝒍: Communication within and between teams; peer evaluations; conflict resolution; team building; self-management 7. Risk and change management - 𝑫𝒆𝒔𝒄𝒓𝒊𝒑𝒕𝒊𝒐𝒏: Identifying, assessing, and managing the risks and day-to-day changes that occur during a project 𝑺𝒌𝒊𝒍𝒍: Environmental scanning; risk and opportunity identification and assessment; forecasting; resource redeployment Soft skills are more important because technical skills can be easily learned.
List and explain the 𝒇𝒊𝒗𝒆 𝒍𝒆𝒗𝒆𝒍𝒔 from which use case descriptions can be written.
1. White - As 𝒔𝒆𝒆𝒏 𝒇𝒓𝒐𝒎 𝒕𝒉𝒆 𝒄𝒍𝒐𝒖𝒅𝒔, as if flying in a plane at 35,000 feet. 2. Kite - "𝒃𝒊𝒓𝒅-𝒆𝒚𝒆 𝒗𝒊𝒆𝒘"; You're still in the air, but more detail than at cloud level. 3. Blue - 𝒔𝒆𝒂-𝒍𝒆𝒗𝒆𝒍 view. 4. Fish - 𝒃𝒆𝒍𝒐𝒘 𝒔𝒆𝒂-𝒍𝒆𝒗𝒆𝒍 view with a lot of detail. The detail 𝒊𝒏𝒄𝒓𝒆𝒂𝒔𝒆𝒔 deeper down, just like air pressure. 5. Black - 𝒃𝒐𝒕𝒕𝒐𝒎 𝒐𝒇 𝒕𝒉𝒆 𝒔𝒆𝒂 where the maximum amount of detail is provided.
Describe the activities performed by the project manager during project 𝓬𝓵𝓸𝓼𝓮𝓭𝓸𝔀𝓷.
1. 𝘾𝙡𝙤𝙨𝙞𝙣𝙜 𝙙𝙤𝙬𝙣 𝙩𝙝𝙚 𝙥𝙧𝙤𝙟𝙚𝙘𝙩 - • Career advice to team members • Write thank-you letters/emails • Write letters to superiors praising accomplishments of team members • Finalize all documentation• Having a closing party and celebrate 2. 𝘾𝙤𝙣𝙙𝙪𝙘𝙩𝙞𝙣𝙜 𝙋𝙤𝙨𝙩𝙥𝙧𝙤𝙟𝙚𝙘𝙩 𝙍𝙚𝙫𝙞𝙚𝙬𝙨 - • Get reviews from management and customers • Find out what went right and wrong and incorporate into future methodologies 3. 𝘾𝙡𝙤𝙨𝙞𝙣𝙜 𝙩𝙝𝙚 𝘾𝙪𝙨𝙩𝙤𝙢𝙚𝙧 𝘾𝙤𝙣𝙩𝙧𝙖𝙘𝙩 - • Get agreement in writing by both parties that contractual terms of the project have been met and if any further work, it is under a another contract.
List and define the 𝒇𝒐𝒖𝒓 𝒎𝒂𝒊𝒏 𝒄𝒐𝒏𝒄𝒆𝒑𝒕𝒔 that are part of BPMN. (𝓅. 247)
1. 𝙀𝙫𝙚𝙣𝙩: In business process modeling, a trigger that initiates the start of a process. • All business processes begin and end with an event. • The symbol for an event is a 𝓬𝓲𝓻𝓬𝓵𝓮. • For a starting event, the walls of the circle are thin. For an ending event, the walls are thicker. 2. 𝘼𝙘𝙩𝙞𝙫𝙞𝙩𝙮: In business process modeling, an action that must take place for a process to be completed. • The symbol for an activity is a 𝓻𝓮𝓬𝓽𝓪𝓷𝓰𝓵𝓮 with 𝓻𝓸𝓾𝓷𝓭𝓮𝓭 𝓮𝓭𝓰𝓮𝓼. • An activity must be completed by people or by a computerized system. 3. 𝙂𝙖𝙩𝙚𝙬𝙖𝙮: In business process modeling, a decision point. • Symbolized by a 𝓭𝓲𝓪𝓶𝓸𝓷𝓭. 4. 𝙁𝙡𝙤𝙬: In business process modeling, it shows the sequence, the order in which activities occur, of action in a process. • Represented by an 𝓪𝓻𝓻𝓸𝔀.
BPMN includes many different variations on its key concepts. You were introduced to 𝒕𝒉𝒓𝒆𝒆 𝒅𝒊𝒇𝒇𝒆𝒓𝒆𝒏𝒕 𝒗𝒂𝒓𝒊𝒂𝒕𝒊𝒐𝒏𝒔 𝒐𝒇 𝒕𝒉𝒆 𝒔𝒚𝒎𝒃𝒐𝒍 𝒇𝒐𝒓 𝒇𝒍𝒐𝒘. Explain each one of them. (𝓅. 247)
1. 𝙀𝙭𝙘𝙡𝙪𝙨𝙞𝙫𝙚 𝙊𝙍 𝙂𝙖𝙩𝙚𝙬𝙖𝙮 (𝙓𝙊𝙍): The gateway with an X inside, meaning that only one of the paths that exit the gateway can be followed. 2. 𝘼𝙉𝘿 𝙂𝙖𝙩𝙚𝙬𝙖𝙮: The gateway with a 'plus' sign inside, meaning that all of the paths that follow the gateway can be followed in parallel. 3. 𝙊𝙍 𝙂𝙖𝙩𝙚𝙬𝙖𝙮: The gateway with an O inside the diamond, meaning that at least one path out of the gateway must be followed, but many or even all of the paths that leave the gateway can be engaged.
List various 𝓹𝓻𝓸𝓳𝓮𝓬𝓽 𝓽𝓮𝓪𝓶 𝓬𝓸𝓶𝓶𝓾𝓷𝓲𝓬𝓪𝓽𝓲𝓸𝓷 𝓶𝓮𝓽𝓱𝓸𝓭𝓼 and describe an example of the type of information that might be shared among team members using each method.
1. 𝙋𝙧𝙤𝙟𝙚𝙘𝙩 𝙬𝙤𝙧𝙠𝙗𝙤𝙤𝙠: Hard line details and stats on the project as a permanent record 2. 𝙈𝙚𝙚𝙩𝙞𝙣𝙜𝙨: General overall information about the project and also new information that needs to be dispersed to the entire team 3. 𝙎𝙚𝙢𝙞𝙣𝙖𝙧𝙨 𝙖𝙣𝙙 𝙬𝙤𝙧𝙠𝙨𝙝𝙤𝙥𝙨: Where team members can learn new skills that will be used on the project 4. 𝙋𝙧𝙤𝙟𝙚𝙘𝙩 𝙣𝙚𝙬𝙨𝙡𝙚𝙩𝙩𝙚𝙧𝙨: Provides information about project progress and details about project decisions. 5. 𝙎𝙩𝙖𝙩𝙪𝙨 𝙧𝙚𝙥𝙤𝙧𝙩𝙨: Periodic updates to everyone about where the project is in relation to where it should be at that point in time 6. 𝙎𝙥𝙚𝙘𝙞𝙛𝙞𝙘𝙖𝙩𝙞𝙤𝙣 𝙙𝙤𝙘𝙪𝙢𝙚𝙣𝙩𝙨: Specific information on the various components of the project and their respective specs 7. 𝙈𝙞𝙣𝙪𝙩𝙚𝙨 𝙤𝙛 𝙢𝙚𝙚𝙩𝙞𝙣𝙜𝙨: A record of the purpose of the meeting and its agreed outcomes that can be referred back to and can be used for follow-up purposes. 8. 𝘽𝙪𝙡𝙡𝙚𝙩𝙞𝙣 𝙗𝙤𝙖𝙧𝙙𝙨: Informal information 9. 𝙈𝙚𝙢𝙤𝙨: Information used to address various stages of project, including planning and implementation, or to present data related to the project 10. 𝘽𝙧𝙤𝙬𝙣 𝙗𝙖𝙜 𝙡𝙪𝙣𝙘𝙝𝙚𝙨: Informal information about things such as each others role or career objectives 11. 𝙃𝙖𝙡𝙡𝙬𝙖𝙮𝙨 𝙙𝙞𝙨𝙘𝙪𝙨𝙨𝙞𝙤𝙣𝙨: Informal information about the project
Compare DFDs with use case diagrams.
A 𝑫𝑭𝑫 is a picture of the movement of data between external entities and the processes and data stores within a system while a 𝒖𝒔𝒆 𝒄𝒂𝒔𝒆 𝒅𝒊𝒂𝒈𝒓𝒂𝒎 is a picture that shows system behavior, along with the key actors that interact with the system.
What is a 𝒃𝒖𝒔𝒊𝒏𝒆𝒔𝒔 𝒑𝒓𝒐𝒄𝒆𝒔𝒔? Why is business process diagramming important?
A 𝒃𝒖𝒔𝒊𝒏𝒆𝒔𝒔 𝒑𝒓𝒐𝒄𝒆𝒔𝒔 is a standard method for accomplishing a particular task necessary for an organization to function. • Business process diagramming is important and necessary to describe business processes to those who need to know about them but who have no firsthand knowledge of the processes.
What is the difference between 𝒎𝒊𝒏𝒊𝒎𝒂𝒍 𝒈𝒖𝒂𝒓𝒂𝒏𝒕𝒆𝒆 and a 𝒔𝒖𝒄𝒄𝒆𝒔𝒔 𝒈𝒖𝒂𝒓𝒂𝒏𝒕𝒆𝒆?
A 𝒎𝒊𝒏𝒊𝒎𝒂𝒍 𝒈𝒖𝒂𝒓𝒂𝒏𝒕𝒆𝒆 is the least amount promised by the use case to the stockholder. A 𝒔𝒖𝒄𝒄𝒆𝒔𝒔 𝒈𝒖𝒂𝒓𝒂𝒏𝒕𝒆𝒆 lists what it takes to satisfy stakeholders if the use case is completed successfully.
Explain an 𝒆𝒙𝒕𝒆𝒏𝒅 𝒓𝒆𝒍𝒂𝒕𝒊𝒐𝒏𝒔𝒉𝒊𝒑.
An association between two use cases where one adds new behaviors or actions to the other. • Extends a use case by adding new behavior or actions. • Specialized use case extends the general use case.
Explain an 𝒊𝒏𝒄𝒍𝒖𝒅𝒆 𝒓𝒆𝒍𝒂𝒕𝒊𝒐𝒏𝒔𝒉𝒊𝒑.
An association between two use cases where one use case uses the functionality contained in the other; • Indicates a use case that is used (invoked) by another use case. • Links to general purpose functions, used by many other use cases.
What is 𝑩𝑷𝑴𝑵? Who is responsible for it?
BPMN stands for 𝑩𝒖𝒔𝒊𝒏𝒆𝒔𝒔 𝑷𝒓𝒐𝒄𝒆𝒔𝒔 𝑴𝒐𝒅𝒆𝒍𝒊𝒏𝒈 𝑵𝒐𝒕𝒂𝒕𝒊𝒐𝒏. It is a diagram model that visually depicts a detailed sequence of business activities and information flows needed to complete a process. The Object Management Group (OMG) is responsible for it (same group who is responsible for standards for object-oriented programming).
What proof do you have that 𝒊𝒏𝒅𝒊𝒗𝒊𝒅𝒖𝒂𝒍 𝒅𝒊𝒇𝒇𝒆𝒓𝒆𝒏𝒄𝒆𝒔 𝒎𝒂𝒕𝒕𝒆𝒓 𝒊𝒏 𝒄𝒐𝒎𝒑𝒖𝒕𝒆𝒓 𝒕𝒓𝒂𝒊𝒏𝒊𝒏𝒈?
Because many times, users turn to the resident expert and to fellow users for training.
𝑾𝒉𝒚 do corporations rely so heavily on 𝒗𝒆𝒏𝒅𝒐𝒓 𝒔𝒖𝒑𝒑𝒐𝒓𝒕?
Because vendors are able to provide the necessary support for client/server architectures that would otherwise be expensive and time consuming for organizations. Vendors have also automated many of their support offerings which cuts the cost.
Explain 𝑳𝒖𝒄𝒂𝒔'𝒔 𝒎𝒐𝒅𝒆𝒍 of implementation success.
It identifies 𝒔𝒊𝒙 𝒇𝒂𝒄𝒕𝒐𝒓𝒔 that influence the extent to which a system is used: 1. 𝑼𝒔𝒆𝒓'𝒔 𝒑𝒆𝒓𝒔𝒐𝒏𝒂𝒍 𝒔𝒕𝒂𝒌𝒆: influenced by the level of support management provides for implementation and by the urgency to the user of the problem addressed by the system; The higher the level of management support and the more urgent the problem, the higher the user's personal stake in the system. 2. 𝑺𝒚𝒔𝒕𝒆𝒎 𝒄𝒉𝒂𝒓𝒂𝒄𝒕𝒆𝒓𝒊𝒔𝒕𝒊𝒄𝒔: includes aspects of the system's design such as ease of use, reliability, and relevance to the task the system supports. 3. 𝑼𝒔𝒆𝒓 𝒅𝒆𝒎𝒐𝒈𝒓𝒂𝒑𝒉𝒊𝒄𝒔: characteristics of the user, such as age and degree of computer experience. 4. 𝑶𝒓𝒈𝒂𝒏𝒊𝒛𝒂𝒕𝒊𝒐𝒏𝒂𝒍 𝒔𝒖𝒑𝒑𝒐𝒓𝒕: the better the system support, the more likely an individual will be to use the system. 5. 𝑷𝒆𝒓𝒇𝒐𝒓𝒎𝒂𝒏𝒄𝒆: what individuals can do with a system to support their work will have an impact on the extent of system use—The more a user can do with a system and the more creative ways they can develop to benefit from the system, the more they will use it; The higher the level of performance, the more use—the more use, the greater the performance. 6. 𝑺𝒂𝒕𝒊𝒔𝒇𝒂𝒄𝒕𝒊𝒐𝒏: The more satisfied the users are with the system, the more they will use it—the more they use it, the more satisfied they will be.
In which 𝓹𝓱𝓪𝓼𝓮 of the SDLC does project 𝓹𝓵𝓪𝓷𝓷𝓲𝓷𝓰 typically occur?
Project planning typically occurs during the 𝙥𝙡𝙖𝙣𝙣𝙞𝙣𝙜 phase of the SDLC. Project management occurs during all phases of the SDLC; yet, different project management activities occur during different SDLC phases.
What are the common methods of 𝒄𝒐𝒎𝒑𝒖𝒕𝒆𝒓 𝒕𝒓𝒂𝒊𝒏𝒊𝒏𝒈?
Seven types of 𝒕𝒓𝒂𝒊𝒏𝒊𝒏𝒈 𝒎𝒆𝒕𝒉𝒐𝒅𝒔: • Self-training • Resident expert (e.g. first train a few key users to lead groups) • Traditional instructor-led classroom training • E-learning, distance learning • Blended learning (instructor plus e-learning) • Software help components (e.g., video tutorials) • External sources (e.g. vendors)
Discuss the reasons 𝔀𝓱𝔂 organizations undertake information systems projects.
Systems Development Projects are undertaken for 𝙩𝙬𝙤 𝙥𝙧𝙞𝙢𝙖𝙧𝙮 𝙧𝙚𝙖𝙨𝙤𝙣𝙨: 1. To take advantage of business opportunities and 2. To solve business problems.
What are some reasons why one activity may have to precede another activity before the second activity may begin? In other words, what 𝓬𝓪𝓾𝓼𝓮𝓼 𝓹𝓻𝓮𝓬𝓮𝓭𝓮𝓷𝓬𝓮 𝓻𝓮𝓵𝓪𝓽𝓲𝓸𝓷𝓼𝓱𝓲𝓹 between project activities?
Task sequence will depend on which tasks produce deliverables needed in other tasks, when critical resources are available, constraints placed on the project by the client, and the process outlined in the SDLC.
What is the 𝒄𝒐𝒏𝒗𝒆𝒏𝒕𝒊𝒐𝒏𝒂𝒍 𝒘𝒊𝒔𝒅𝒐𝒎 about implementation success?
The conventional wisdom is that there are are 𝒂𝒕 𝒍𝒆𝒂𝒔𝒕 𝒕𝒘𝒐 𝒄𝒐𝒏𝒅𝒊𝒕𝒊𝒐𝒏𝒔 𝒏𝒆𝒄𝒆𝒔𝒔𝒂𝒓𝒚 for a successful implementation effort: • Management support of the system under development, and • The involvement of users in the development process.
Describe 𝑪𝒐𝒄𝒌𝒃𝒖𝒓𝒏'𝒔 𝒕𝒆𝒎𝒑𝒍𝒂𝒕𝒆 for a written use case.
The fields for his template include the Use Case Title, Primary Actor, Level, Shareholders, Precondition, Minimal Guarantee, Success Guarantee, Trigger, Main Success Scenario, and Extensions. Each heading reminds the analyst of the information that needs to be provided.
What is a 𝒖𝒔𝒆 𝒄𝒂𝒔𝒆 𝒅𝒊𝒂𝒈𝒓𝒂𝒎?
• A picture that shows system behavior, along with key actors that interact with the system. • A graphical view of some or all of the actors, use cases, and their interactions identified for a system.
Describe the activities performed by the project manager during project 𝓹𝓵𝓪𝓷𝓷𝓲𝓷𝓰.
• Describing Project Scope, Alternatives, and Feasibility • Dividing the Project into Manageable Task • Estimating Resources and Creating a Resource Plan • Developing a Preliminary Schedule • Developing a Communication Plan • Determining Project Standards and Procedures • Identifying and Assessing Risk • Creating a Preliminary Budget • Developing a Project Scope Statement • Setting a Baseline Project Plan
What is a 𝒘𝒓𝒊𝒕𝒕𝒆𝒏 𝒖𝒔𝒆 𝒄𝒂𝒔𝒆 and how does it compare to a use case diagram?
• Document containing detailed specifications for a use case • Contents can be written as simple text or in a specified format • Step-by-step description of what must occur in a successful use case • Use a specific template 𝒘𝒓𝒊𝒕𝒕𝒆𝒏 𝒖𝒔𝒆 𝒄𝒂𝒔𝒆 vs. use case diagram: The names of the use cases alone do not provide much of the information that is necessary to continue with analysis and to move on to the design phase. Written use cases allow us to know what goes on inside each use case
What is 𝒖𝒔𝒆 𝒄𝒂𝒔𝒆 𝒎𝒐𝒅𝒆𝒍𝒊𝒏𝒈?
• Helps analysts analyze the functional requirements of a system. • Helps developers understand the functional requirements of the system without worrying about how those requirements will be implemented.
Describe the activities performed by the project manager during project 𝓮𝔁𝓮𝓬𝓾𝓽𝓲𝓸𝓷.
• Oversees the execution of the baseline plan. • Monitors progress against the Baseline Project Plan • Manages changes in baseline plan • Maintains project workbook • Communicates project status
What are 𝒖𝒔𝒆 𝒄𝒂𝒔𝒆𝒔?
• Shows the behavior or functionality of a system. • Consists of a set of possible sequences of interactions between a system and a user in a particular environment, possible sequences that are related to a particular goal. • It describes the behavior of a system under various conditions as the system responds to requests from principals actors.
What characteristics must a project have in order for 𝓬𝓻𝓲𝓽𝓲𝓬𝓪𝓵 𝓹𝓪𝓽𝓱 𝓼𝓬𝓱𝓮𝓭𝓾𝓵𝓲𝓷𝓰 to applicable?
• Tasks are well defined and have a clear beginning and end point • Tasks can be worked on independently of other tasks • Tasks are ordered • Tasks serve the purpose of the project
What are 𝒆𝒙𝒕𝒆𝒏𝒔𝒊𝒐𝒏𝒔?
• The set of behaviors or functions in a use case that follow exceptions to the main success scenario. • Is invoked only if its associated condition is encountered.
𝑳𝒊𝒔𝒕 𝒂𝒏𝒅 𝒅𝒆𝒇𝒊𝒏𝒆 the factors that are important to successful implementation efforts.
• 𝑪𝒐𝒎𝒎𝒊𝒕𝒎𝒆𝒏𝒕 𝒕𝒐 𝒑𝒓𝒐𝒋𝒆𝒄𝒕: Involves managing the system development project so that the problem being solved is well understood and the system being developed to deal with the problem actually solves it. • 𝑪𝒐𝒎𝒎𝒊𝒕𝒎𝒆𝒏𝒕 𝒕𝒐 𝒄𝒉𝒂𝒏𝒈𝒆: Involves being willing to change behaviors, procedures and other aspects of the organization. • 𝑼𝒔𝒆𝒓 𝒆𝒙𝒑𝒆𝒄𝒕𝒂𝒕𝒊𝒐𝒏𝒔: The more realistic a user's early expectations about a new system and its capabilities are, the more likely it is that the user will be satisfied with the new system and actually use it. • 𝑬𝒙𝒕𝒆𝒏𝒕 𝒐𝒇 𝒑𝒓𝒐𝒋𝒆𝒄𝒕 𝒅𝒆𝒇𝒊𝒏𝒊𝒕𝒊𝒐𝒏 𝒂𝒏𝒅 𝒑𝒍𝒂𝒏𝒏𝒊𝒏𝒈: a measure of how well the project was planned. The more extensive the planning effort is, the less likely implementation failure is.
𝑫𝒆𝒔𝒄𝒓𝒊𝒃𝒆 𝒕𝒉𝒆 𝒅𝒆𝒍𝒊𝒗𝒆𝒓𝒚 𝒎𝒆𝒕𝒉𝒐𝒅𝒔 many vendors employ for providing support.
• 𝑰𝒏𝒕𝒆𝒓𝒏𝒆𝒕-𝒃𝒂𝒔𝒆𝒅 𝒐𝒏𝒍𝒊𝒏𝒆 𝒔𝒖𝒑𝒑𝒐𝒓𝒕 𝒇𝒐𝒓𝒖𝒎𝒔 𝒂𝒏𝒅 𝒅𝒐𝒄𝒖𝒎𝒆𝒏𝒕𝒂𝒕𝒊𝒐𝒏: Online support forums provide users access to information on new releases, bugs, and tips for effective usage. • 𝑽𝒐𝒊𝒄𝒆 𝒓𝒆𝒔𝒑𝒐𝒏𝒔𝒆 𝒔𝒚𝒔𝒕𝒆𝒎𝒔: allow users to navigate option menus that lead to prerecorded messages about usage, problems, and workarounds. • 𝑲𝒏𝒐𝒘𝒍𝒆𝒅𝒈𝒆 𝒃𝒂𝒔𝒆𝒔: Vendors offer support that enables users to access a vendor's knowledge bases, including electronic support services, a single point of contact, and priority access to vendor support personnel.
What are the 𝒄𝒐𝒎𝒎𝒐𝒏 𝒔𝒆𝒄𝒖𝒓𝒊𝒕𝒚 𝒕𝒉𝒓𝒆𝒂𝒕𝒔 to systems? How can they be addressed?
• 𝑴𝒂𝒍icious soft𝒘𝒂𝒓𝒆 (𝒎𝒂𝒍𝒘𝒂𝒓𝒆)—Trojan horses, worms, viruses, and other kinds. • Laptop theft, system penetration, and denial of service Common solutions to address these threats include the implementation of: firewalls, email security and spam filtering software, antivirus software, virtual private networks, and data encryption.
Contrast: 𝑨𝒃𝒔𝒕𝒓𝒂𝒄𝒕 𝒄𝒍𝒂𝒔𝒔 (𝓅. 296) and 𝑪𝒐𝒏𝒄𝒓𝒆𝒕𝒆 𝒄𝒍𝒂𝒔𝒔 (𝓅. 296)
𝑨𝒃𝒔𝒕𝒓𝒂𝒄𝒕 𝒄𝒍𝒂𝒔𝒔: • A class that has no direct instance, but whose descendants may have direct instances. 𝑪𝒐𝒏𝒄𝒓𝒆𝒕𝒆 𝒄𝒍𝒂𝒔𝒔: • A class that can have direst instances.
Contrast: 𝑨𝒄𝒕𝒐𝒓 (𝓅. 218) and 𝒖𝒔𝒆 𝒄𝒂𝒔𝒆 (𝓅. 217)
𝑨𝒄𝒕𝒐𝒓: • An external entity that interacts with a system • Someone or something that exchanges information with the system. • An actor represents a role that a user can play. • Actors are outside of the system boundary. 𝑼𝒔𝒆 𝒄𝒂𝒔𝒆: • A depiction of a system's behavior or functionality under various conditions as the system responds to requests from users. • A specific way of using the system. • Represents a sequence of related actions initiated by an actor to accomplish a specific goal. • Use cases are within the system boundary.
Contrast: 𝑨𝒈𝒈𝒓𝒆𝒈𝒂𝒕𝒊𝒐𝒏 (𝓅. 298) and 𝑪𝒐𝒎𝒑𝒐𝒔𝒊𝒕𝒊𝒐𝒏 (𝓅. 298)
𝑨𝒈𝒈𝒓𝒆𝒈𝒂𝒕𝒊𝒐𝒏: • A partial relationship between a component object and an aggregate object. • Implies a parent-child relationship where the child can exist independently of the parent.—Example: Class (parent) and Student (child). Delete the Class and the Students still exist. 𝑪𝒐𝒎𝒑𝒐𝒔𝒊𝒕𝒊𝒐𝒏: • A part-of relationship between a component object and an aggregate object. • There is strong life cycle dependency between Class A and Class B, meaning that when Class A is deleted then Class B is also deleted as a result. • Implies a parent-child relationship where the child cannot exist independent of the parent.—Example: House (parent) and Room (child). Rooms don't exist separate to a House.
State the activities involved in each of the following phases of the object-oriented development life cycle: object-oriented 𝒂𝒏𝒂𝒍𝒚𝒔𝒊𝒔, object-oriented 𝒅𝒆𝒔𝒊𝒈𝒏, and object-oriented 𝒊𝒎𝒑𝒍𝒆𝒎𝒆𝒏𝒕𝒂𝒕𝒊𝒐𝒏.
𝑨𝒏𝒂𝒍𝒚𝒔𝒊𝒔: • The problem is formulated, user requirements are identified, and then a model is built based upon real-world objects. • The analyst produces models on how the desired system should function and how it must be developed. 𝑫𝒆𝒔𝒊𝒈𝒏: • System Design - the complete architecture of the desired system is designed. • Object Design - a design model is developed based on both the models developed in the system analysis phase and the architecture designed in the system design phase. • Developer refines the conceptual model produced in object-oriented analysis and applies the needed technology and other implementation constrains. • The developer designs the internal details of the classes and their associations (i.e., the data structure for each attribute and the algorithms for the operations). 𝑰𝒎𝒑𝒍𝒆𝒎𝒆𝒏𝒕𝒂𝒕𝒊𝒐𝒏: • The design model developed in the object design is translated into code in an appropriate programming language or software tool. • The databases are created and the specific hardware requirements are determined.
Contrast: 𝑨𝒔𝒔𝒐𝒄𝒊𝒂𝒕𝒊𝒐𝒏 (𝓅. 292) and 𝑨𝒈𝒈𝒓𝒆𝒈𝒂𝒕𝒊𝒐𝒏 (𝓅. 298)
𝑨𝒔𝒔𝒐𝒄𝒊𝒂𝒕𝒊𝒐𝒏: • A named relationship between or among object classes. • An association is shown as a solid line between the participating classes. 𝑨𝒈𝒈𝒓𝒆𝒈𝒂𝒕𝒊𝒐𝒏: • A partial relationship between a component object and an aggregate object. • An aggregations is represented with a hollow diamond at the aggregate end. • A stronger form of associative relationship.
Contrast: 𝑨𝒕𝒕𝒓𝒊𝒃𝒖𝒕𝒆 (𝓅. 263) and 𝑶𝒑𝒆𝒓𝒂𝒕𝒊𝒐𝒏 (𝓅. 291)
𝑨𝒕𝒕𝒓𝒊𝒃𝒖𝒕𝒆: • A named property or characteristic of an entity that is of interest to the organization. 𝑶𝒑𝒆𝒓𝒂𝒕𝒊𝒐𝒏: • A function or a service that is provided by all the instances of a class.
Contrast: 𝑪𝒍𝒂𝒔𝒔 𝒅𝒊𝒂𝒈𝒓𝒂𝒎 (𝓅. 291) and 𝑶𝒃𝒋𝒆𝒄𝒕 𝒅𝒊𝒂𝒈𝒓𝒂𝒎
𝑪𝒍𝒂𝒔𝒔 𝒅𝒊𝒂𝒈𝒓𝒂𝒎: • Shows the static structure of an object-oriented model: the object classes, their internal structure, and the relationships in which they participate. • Show the actual classifiers and their relationships in a system. 𝑶𝒃𝒋𝒆𝒄𝒕 𝒅𝒊𝒂𝒈𝒓𝒂𝒎: • Shows the instances of the classifiers in models. • Represent an instance of a class diagram. • A static object diagram is an instance of a class diagram.
Explain the code-testing process.
𝑪𝒐𝒅𝒊𝒏𝒈 is the process where the physical design specifications are turned into working computer code. Once coding has begin, the testing process can begin and proceed 𝒊𝒏 𝒑𝒂𝒓𝒂𝒍𝒍𝒆𝒍. As each program module is produced, it can be tested individually, then as part of a larger program, and then as part of a larger system. ***Although testing is done during implementation, you must begin planning for testing earlier in the project.
What are the 𝒅𝒆𝒍𝒊𝒗𝒆𝒓𝒂𝒃𝒍𝒆𝒔 from coding, testing, and installation?
𝑪𝒐𝒅𝒊𝒏𝒈: • Code • Program documentation 𝑻𝒆𝒔𝒕𝒊𝒏𝒈: •Test scenarios (test plan) and test data • Results of program and system testing 𝑰𝒏𝒔𝒕𝒂𝒍𝒍𝒂𝒕𝒊𝒐𝒏: • User guides • User training plan • Installation and conversion plan— 𝓲. Software and hardware installation schedule 𝓲𝓲. Data conversion plan 𝓲𝓲𝓲. Site and facility remodeling plan
Contrast: 𝑬𝒙𝒕𝒆𝒏𝒅 𝒓𝒆𝒍𝒂𝒕𝒊𝒐𝒏𝒔𝒉𝒊𝒑 (𝓅. 219) and 𝑼𝒔𝒆𝒔 𝒓𝒆𝒍𝒂𝒕𝒊𝒐𝒏𝒔𝒉𝒊𝒑 (𝓅. 219, 222)
𝑬𝒙𝒕𝒆𝒏𝒅 𝒓𝒆𝒍𝒂𝒕𝒊𝒐𝒏𝒔𝒉𝒊𝒑: • An association between two use cases where one adds new behaviors or actions to the other. • Extends a use case by adding new behaviors or actions. • Shown as a dotted line arrow pointing towards the use case that has been extended and labeled with the <<𝒆𝒙𝒕𝒆𝒏𝒅>> symbol. 𝑼𝒔𝒆𝒔 𝒓𝒆𝒍𝒂𝒕𝒊𝒐𝒏𝒔𝒉𝒊𝒑: • Relationship is depicted by a connection (an association between an actor and a use case) • Use cases are connected to each other by arrows • Actors are connected to use cases with lines
Contrast: 𝑮𝒆𝒏𝒆𝒓𝒂𝒍𝒊𝒛𝒂𝒕𝒊𝒐𝒏 (𝓅. 295) and 𝑨𝒈𝒈𝒓𝒆𝒈𝒂𝒕𝒊𝒐𝒏 (𝓅. 298)
𝑮𝒆𝒏𝒆𝒓𝒂𝒍𝒊𝒛𝒂𝒕𝒊𝒐𝒏: • Abstracting the common features (attributes and operations) among multiple classes, as well as the relationships they participate in, into a more general class. • A mechanism for combining similar classes of objects into a single, more general class. Generalization identifies commonalities among a set of entities. • The classes that are generalized are called subclasses, and the class they are generalized into is called a superclass. 𝑨𝒈𝒈𝒓𝒆𝒈𝒂𝒕𝒊𝒐𝒏: • A partial relationship between a component object and an aggregate object. • Subset of association meaning it is a specific cases of association. • The aggregation link is usually used to stress the point that Class A instance is not the exclusive container of Class B instance.
Contrast: 𝑮𝒆𝒏𝒆𝒓𝒊𝒄 𝒔𝒆𝒒𝒖𝒆𝒏𝒄𝒆 𝒅𝒊𝒂𝒈𝒓𝒂𝒎 (𝓅. 237) and 𝑰𝒏𝒔𝒕𝒂𝒏𝒄𝒆 𝒔𝒆𝒒𝒖𝒆𝒏𝒄𝒆 𝒅𝒊𝒂𝒈𝒓𝒂𝒎 (𝓅. 237)
𝑮𝒆𝒏𝒆𝒓𝒊𝒄 𝒔𝒆𝒒𝒖𝒆𝒏𝒄𝒆 𝒅𝒊𝒂𝒈𝒓𝒂𝒎: • Shows all possible sequences of interactions (the sequences corresponding to all the scenarios of a use case). 𝑰𝒏𝒔𝒕𝒂𝒏𝒄𝒆 𝒔𝒆𝒒𝒖𝒆𝒏𝒄𝒆 𝒅𝒊𝒂𝒈𝒓𝒂𝒎: • Shows the sequence for only one scenario.
Contrast: 𝑶𝒃𝒋𝒆𝒄𝒕 𝒄𝒍𝒂𝒔𝒔 (𝓅. 290) and 𝑶𝒃𝒋𝒆𝒄𝒕 (𝓅. 290)
𝑶𝒃𝒋𝒆𝒄𝒕 𝒄𝒍𝒂𝒔𝒔: • A logical grouping of objects that have the same (or similar) attributes, relationships, and behaviors; also called a class. • A class is an abstraction. An object is an instance of a class. 𝑶𝒃𝒋𝒆𝒄𝒕: • An entity that has a well-defined role in the application domain, and it has state, behavior, and identity characteristics. • A single occurrence of a class • An object has: Identity (a name); State (determined by the values of its attributes); Behavior (determined by how the object acts or reacts to requests (messages) from other objects)
𝑪𝒐𝒎𝒑𝒂𝒓𝒆 and 𝒄𝒐𝒏𝒕𝒓𝒂𝒔𝒕 the object-oriented analysis and design models with the structured analysis and design models.
𝑶𝒃𝒋𝒆𝒄𝒕-𝒐𝒓𝒊𝒆𝒏𝒕𝒆𝒅 𝑨𝒏𝒂𝒍𝒚𝒔𝒊𝒔 𝒂𝒏𝒅 𝑫𝒆𝒔𝒊𝒈𝒏 𝑴𝒐𝒅𝒆𝒍𝒔: • Like DFDs, use case modeling shows functionality. • Activity diagrams show the conditional logic for the sequence of system activities needed to accomplish a business process. • A Sequence Diagram depicts the interactions among objects during a certain period of time. • Business Process Modeling Notation is much more complicated to understand than DFD notation; it is made up of many more symbols, and each symbol has numerous variations. 𝑺𝒕𝒓𝒖𝒄𝒕𝒖𝒓𝒆𝒅 𝑨𝒏𝒂𝒍𝒚𝒔𝒊𝒔 𝒂𝒏𝒅 𝑫𝒆𝒔𝒊𝒈𝒏 𝑴𝒐𝒅𝒆𝒍𝒔: • Process, logic, and data models provide a thorough specification of an information system and, with the proper supporting tools, also provide the basis for the automatic generation of many working information system components. • Like use case modeling, DFDs show functionality.
Contrast: 𝑶𝒑𝒆𝒓𝒂𝒕𝒊𝒐𝒏 (𝓅. 291) and 𝑴𝒆𝒕𝒉𝒐𝒅 (𝓅. 298)
𝑶𝒑𝒆𝒓𝒂𝒕𝒊𝒐𝒏: • A function or a service that is provided by all the instances of a class. 𝑴𝒆𝒕𝒉𝒐𝒅: • The actual implementation of an operation.
𝑫𝒆𝒔𝒄𝒓𝒊𝒃𝒆 𝒕𝒉𝒆 𝒗𝒂𝒓𝒊𝒐𝒖𝒔 𝒓𝒐𝒍𝒆𝒔 typically found in a help desk function.
𝑷𝒆𝒐𝒑𝒍𝒆 𝒔𝒌𝒊𝒍𝒍𝒔 Roles: • Communicating with users, listening to their problems, and intelligently communicating potential solutions. • Dealing with complaints and frustrations. 𝑻𝒆𝒄𝒉𝒏𝒊𝒄𝒂𝒍 𝒔𝒌𝒊𝒍𝒍𝒔 Roles: • Understanding the technology they are helping users with and have extensive knowledge about how to use the system and typical problems that can be encountered.
Contrast: 𝑸𝒖𝒆𝒓𝒚 𝒐𝒑𝒆𝒓𝒂𝒕𝒊𝒐𝒏 (𝓅. 291) and 𝑼𝒑𝒅𝒂𝒕𝒆 𝒐𝒑𝒆𝒓𝒂𝒕𝒊𝒐𝒏 (𝓅. 292)
𝑸𝒖𝒆𝒓𝒚 𝒐𝒑𝒆𝒓𝒂𝒕𝒊𝒐𝒏: • An operation that accesses the state of an object but does not alter the state. • Does not have any side effects. • No need to show arguments explicitly because the target object is always an implicit argument of an operation. 𝑼𝒑𝒅𝒂𝒕𝒆 𝒐𝒑𝒆𝒓𝒂𝒕𝒊𝒐𝒏: • An operation that alters the state of an object. • Has side effects. • Explicit arguments are shown within parenthesis.
Contrast: 𝑺𝒆𝒒𝒖𝒆𝒏𝒄𝒆 𝒅𝒊𝒂𝒈𝒓𝒂𝒎 (𝓅. 237) and 𝑨𝒄𝒕𝒊𝒗𝒊𝒕𝒚 𝒅𝒊𝒂𝒈𝒓𝒂𝒎 (𝓅. 232)
𝑺𝒆𝒒𝒖𝒆𝒏𝒄𝒆 𝒅𝒊𝒂𝒈𝒓𝒂𝒎: • Depicts the interactions among objects during a certain period of time. 𝑨𝒄𝒕𝒊𝒗𝒊𝒕𝒚 𝒅𝒊𝒂𝒈𝒓𝒂𝒎: • Shows the conditional logic for the sequence of system activities needed to accomplish a business process.
What is the 𝒅𝒊𝒇𝒇𝒆𝒓𝒆𝒏𝒄𝒆 between a swimlane and a pool? 𝑾𝒉𝒆𝒏 do you use each one? (𝓅. 249)
𝑺𝒘𝒊𝒎𝒍𝒂𝒏𝒆: A way to visually encapsulate a process. • A process diagram can be depicted with or without one. • Used to subdivide a Pool. • Whether a swimlane is used or not, the diagram shows only one process with one actor. 𝑷𝒐𝒐𝒍: A way to encapsulate a process that has two or more participated. • The process diagram is shown in a pool if more than one actor is part of the process. • Sequence flows can cross Lanes between activities but they cannot cross Pools. Only messages can pass between Pools.
Contrast: 𝑺𝒚𝒏𝒄𝒉𝒓𝒐𝒏𝒐𝒖𝒔 𝒎𝒆𝒔𝒔𝒂𝒈𝒆 (𝓅. 238) and 𝑨𝒔𝒚𝒏𝒄𝒉𝒓𝒐𝒏𝒐𝒖𝒔 𝒎𝒆𝒔𝒔𝒂𝒈𝒆 (𝓅. 239)
𝑺𝒚𝒏𝒄𝒉𝒓𝒐𝒏𝒐𝒖𝒔 𝒎𝒆𝒔𝒔𝒂𝒈𝒆: • A type of message in which the caller has to wait for the receiving object to finish executing the called operation before it can resume execution itself. • Shown as a full, solid arrowhead. 𝑨𝒔𝒚𝒏𝒄𝒉𝒓𝒐𝒏𝒐𝒖𝒔 𝒎𝒆𝒔𝒔𝒂𝒈𝒆: • A message in which the sender does not have to wait for the recipient to handle the message. • Shown as a half arrowhead.
What is the 𝒅𝒊𝒇𝒇𝒆𝒓𝒆𝒏𝒄𝒆 𝒃𝒆𝒕𝒘𝒆𝒆𝒏 system documentation and user documentation?
𝑺𝒚𝒔𝒕𝒆𝒎 𝒅𝒐𝒄𝒖𝒎𝒆𝒏𝒕𝒂𝒕𝒊𝒐𝒏: Detailed information about a system's design specifications, its internal workings, and its functionality. 𝑼𝒔𝒆𝒓 𝒅𝒐𝒄𝒖𝒎𝒆𝒏𝒕𝒂𝒕𝒊𝒐𝒏: Written or other visual information about an application system, how it works, and how to use it.
What are 𝒔𝒕𝒓𝒖𝒄𝒕𝒖𝒓𝒆𝒅 𝒘𝒂𝒍𝒌-𝒕𝒉𝒓𝒐𝒖𝒈𝒉𝒔 for code? What is their 𝒑𝒖𝒓𝒑𝒐𝒔𝒆? How are they 𝒅𝒊𝒇𝒇𝒆𝒓𝒆𝒏𝒕 from code inspections?
𝑾𝒂𝒍𝒌-𝒕𝒉𝒓𝒐𝒖𝒈𝒉𝒔 are a peer group review of any product created during the systems development process, including code. 𝑷𝒖𝒓𝒑𝒐𝒔𝒆: The purpose of walk-throughs is to 𝑫𝑬𝑻𝑬𝑪𝑻 𝑬𝑹𝑹𝑶𝑹𝑺, 𝑵𝑶𝑻 𝑪𝑶𝑹𝑹𝑬𝑪𝑻 𝑻𝑯𝑬𝑴! • The use of structured walk-though's is a very effective method of detecting errors in code. • If walk-throughs are not held until the entire program is tested, the programmer's will have already spent too much time looking for errors that the programming team could have found much much more quickly. 𝑫𝒊𝒇𝒇𝒆𝒓𝒆𝒏𝒄𝒆 𝒃𝒆𝒕𝒘𝒆𝒆𝒏 𝑰𝒏𝒔𝒑𝒆𝒄𝒕𝒊𝒐𝒏𝒔 𝒂𝒏𝒅 𝑾𝒂𝒍𝒌-𝒕𝒉𝒓𝒐𝒖𝒈𝒉𝒔: • During inspections, exactly what the code does 𝑰𝑺 𝑵𝑶𝑻 investigated; Unlike inspections, what the code does 𝑰𝑺 an important questions in walk-through's. • Inspections are formal group activities whereas code walk-throughs are informal.
What is 𝒆-𝒍𝒆𝒂𝒓𝒏𝒊𝒏𝒈?
𝒆-𝒍𝒆𝒂𝒓𝒏𝒊𝒏𝒈: A formalized learning system designed to be carried out remotely, using computer-based electronic communication.
What is 𝒔𝒆𝒍𝒇-𝒕𝒓𝒂𝒊𝒏𝒊𝒏𝒈?
𝒔𝒆𝒍𝒇-𝒕𝒓𝒂𝒊𝒏𝒊𝒏𝒈: A model of training in which there is a dependence on fellow users for training. The user takes the initiative and turns to the resident expert and to fellow users to understand the users' primary work and the computer systems they using.
Describe the activities performed by the project manager during project 𝓲𝓷𝓲𝓽𝓲𝓪𝓽𝓲𝓸𝓷.
𝓔𝓼𝓽𝓪𝓫𝓵𝓲𝓼𝓱: 1. Initiation team 2. Relationship with customer - A thorough understanding of your customer builds stronger partnerships and higher levels of trust) 3. Project initiation plan - Defines the activities required to organize the initiation team while it is working to define the goals and scope of the project 4. Management procedures - in general, when establishing procedures, you are concerned with developing team communication and reporting procedures, job assignments and roles, project change procedures, and determining how project funding and billing will be handled. 5. Project management environment and project workbook - The focus of this activity is to collect and organize the tools that you will use while managing the project and to construct the project workbook. 6. Project charter - A short (typically one page), high-level document prepared for the customer that describes what the project will deliver and outlines many of the key elements of the project.
Contrast: 𝘾𝙧𝙞𝙩𝙞𝙘𝙖𝙡 𝙋𝙖𝙩𝙝 𝙎𝙘𝙝𝙚𝙙𝙪𝙡𝙞𝙣𝙜, 𝙂𝙖𝙣𝙩𝙩, 𝙉𝙚𝙩𝙬𝙤𝙧𝙠 𝘿𝙞𝙖𝙜𝙧𝙖𝙢𝙢𝙞𝙣𝙜, and 𝙎𝙡𝙖𝙘𝙠 𝙏𝙞𝙢𝙚
𝘾𝙧𝙞𝙩𝙞𝙘𝙖𝙡 𝙥𝙖𝙩𝙝 𝙨𝙘𝙝𝙚𝙙𝙪𝙡𝙞𝙣𝙜: • The critical path represents the shortest time in which a project can be completed. • Critical path scheduling is a technique in which the order and duration of a sequence of task activities directly affect the completion. • To determine the critical path: 1. First, calculate the 𝒆𝒂𝒓𝒍𝒊𝒆𝒔𝒕 𝒑𝒐𝒔𝒔𝒊𝒃𝒍𝒆 completion time (𝓣ₑ) for each activity by summing the activity times in the longest path to the activity. (This gives you the total expected project time) 2. Next, calculate the 𝒍𝒂𝒕𝒆𝒔𝒕 𝒑𝒐𝒔𝒔𝒊𝒃𝒍𝒆 completion time (𝓣ₗ) for each activity by subtracting the activity times in the path following the activity from the total expected time. (This gives slack time for activities) • Critical path scheduling will provide the target end date of the project activities by making it easy and manageable for the functional and project managers 𝙂𝙖𝙣𝙩𝙩: • A graphical representation of a project that shows horizontal bars that represent task durations. • Because they do not (typically) show how tasks must be ordered (precedence) but simply when a task should begin and when it should end, they are often more useful for depicting relatively simple projects or subparts of a larger project. • Make it possible to show progress against a plan. • Red bars indicate critical path. • Lines through bars indicate percent (of the specific task) complete. • Visually show: task duration, time overlap, and slack time in duration (earliest start and latest finish) 𝙉𝙚𝙩𝙬𝙤𝙧𝙠 𝘿𝙞𝙖𝙜𝙧𝙖𝙢𝙢𝙞𝙣𝙜: • A graphical depiction of project tasks and their interrelationship. • A critical path scheduling technique used for controlling resources. • Make it easy to understand the ramifications of delays in activities. • Had boxes and links that represent task dependencies. • Illustrates tasks with rectangles (or ovals) and the relationship & sequences of those activities with arrows. • The distinguishing feature of a Network Diagram is that the ordering of tasks is shown by connecting tasks with their predecessor and successor tasks • Do not show time overlap, but do show which tasks can be done in parallel • Also show: task dependencies, slack time by data within activity boxes • A major strength is its ability to represent how completion times vary for activities. Because of this, they are more often used than Gantt charts to manage projects where variability in the duration of activities is the norm 𝙎𝙡𝙖𝙘𝙠 𝙩𝙞𝙢𝙚: • The time an activity can be delayed without delaying the project. • Nodes NOT on the critical path contain slack time and allow the project manager some flexibility in scheduling. • Equal to the difference between its latest and earliest completion times (𝓣ₗ - 𝓣ₑ) • All activities on the critical path have a slack time equal to
Contrast: 𝙋𝙧𝙤𝙟𝙚𝙘𝙩 𝙄𝙣𝙞𝙩𝙞𝙖𝙩𝙞𝙤𝙣, 𝙋𝙧𝙤𝙟𝙚𝙘𝙩 𝙋𝙡𝙖𝙣𝙣𝙞𝙣𝙜, 𝙋𝙧𝙤𝙟𝙚𝙘𝙩 𝙀𝙭𝙚𝙘𝙪𝙩𝙞𝙤𝙣, and 𝙋𝙧𝙤𝙟𝙚𝙘𝙩 𝘾𝙡𝙤𝙨𝙚𝙙𝙤𝙬𝙣
𝙋𝙧𝙤𝙟𝙚𝙘𝙩 𝙄𝙣𝙞𝙩𝙞𝙖𝙩𝙞𝙤𝙣: • Project management phase 1 • During this phase, the project manager performs several activities to asses size, scope, and complexity and establish procedures. • Types of activities to perform include establishing the Project initiation team, a Relationship with the customer, the Project initiation plan, Management procedures 𝙋𝙧𝙤𝙟𝙚𝙘𝙩 𝙋𝙡𝙖𝙣𝙣𝙞𝙣𝙜: • Project management phase 2 • Involves defining clear, discrete activities and the work needed to complete each activity. • The level of details should be high in the short term, with less detail as time goes on. • Virtually impossible to rigorously plan activities late in the project without first completing the earlier activities. • The outcome of activities performed earlier in the project is likely to affect later activities. • It is very difficult, and likely inefficient, to try to plan detailed solutions for activities that will occur far into the future. 𝙋𝙧𝙤𝙟𝙚𝙘𝙩 𝙀𝙭𝙚𝙘𝙪𝙩𝙞𝙤𝙣: • Project management phase 3 • Puts into action the Baseline Project Plan • Within the context of the SDLC, project execution occurs primarily during the analysis, design and implementation phases. • The five key activities you are responsible for during this phase include Executing the baseline project plan, Monitoring progress against the Baseline Project Plan, Manage changes in baseline plan, Maintain project workbook, and Communicate project status. • Project managers oversee the execution of the baseline plan are are responsible for Initiating the execution of project activities, Acquiring and assigning resources, Orienting and training new team members, Keep the project on schedule and Ensuring the quality of project deliverables • If the project gets behind, you may have to adjust resources, activities, or budgets. 𝙋𝙧𝙤𝙟𝙚𝙘𝙩 𝘾𝙡𝙤𝙨𝙚𝙙𝙤𝙬𝙣: • Project management phase 4 • The focus in to bring the project to an end • Can conclude naturally or unnaturally • Involves three activities: Closing down the project, Conducting post-project reviews, Closing the customer contract. • You will likely be required to provide: An appraisal for personnel files and salary determination, Career advice, Letters to superiors, and Thank-you letters. • Important to notify all interested parties that the project has been completed and to finalize all project documentation and financial records
Contrast: 𝙋𝙧𝙤𝙟𝙚𝙘𝙩 𝙒𝙤𝙧𝙠𝙗𝙤𝙤𝙠, 𝙍𝙚𝙨𝙤𝙪𝙧𝙘𝙚𝙨, and 𝙒𝙤𝙧𝙠 𝘽𝙧𝙚𝙖𝙠𝙙𝙤𝙬𝙣 𝙎𝙩𝙧𝙪𝙘𝙩𝙪𝙧𝙚
𝙋𝙧𝙤𝙟𝙚𝙘𝙩 𝙒𝙤𝙧𝙠𝙗𝙤𝙤𝙠: • An online or hard-copy repository for all project correspondence, inputs, outputs, deliverables, procedures, and standards. Used for performing project audits, orienting new team members, communicating with management and customers, identifying future projects, and performing post project reviews. • A project team communication method (High formality; used to inform and for permanent records). • Constructed after collecting and organizing the tools that you will use while managing the project • Maintained during the project execution phase • Any and all changes made to the baseline plan must be reflected in the project workbook. 𝙍𝙚𝙨𝙤𝙪𝙧𝙘𝙚𝙨: • Any person, group of people, piece of equipment, or material used in accomplishing an activity. • Once a potential project has been identified, an organization must determine the resources required for its completion. • Determining the required resources is done by analyzing the scope of the project and determining the probability of successful completion. • Availability of critical resources is a possible source of risk. • Can be adjusted when a project falls behind. 𝙒𝙤𝙧𝙠 𝘽𝙧𝙚𝙖𝙠𝙙𝙤𝙬𝙣 𝙎𝙩𝙧𝙪𝙘𝙩𝙪𝙧𝙚: • Division of project into manageable and logically ordered tasks and sub tasks • Some task may be performed in parallel, whereas others must follow one another sequentially. • One of the most difficult and error-prone activities when constructing a project schedule is the determination of the time duration for each task within a Work Breakdown Structure.
Contrast: 𝙋𝙧𝙤𝙟𝙚𝙘𝙩, 𝙋𝙧𝙤𝙟𝙚𝙘𝙩 𝙈𝙖𝙣𝙖𝙜𝙚𝙢𝙚𝙣𝙩, and 𝙋𝙧𝙤𝙟𝙚𝙘𝙩 𝙈𝙖𝙣𝙖𝙜𝙚𝙧
𝙋𝙧𝙤𝙟𝙚𝙘𝙩: • A planned undertaking of related activities to reach an objective that has a beginning and an end 𝙋𝙧𝙤𝙟𝙚𝙘𝙩 𝙈𝙖𝙣𝙖𝙜𝙚𝙢𝙚𝙣𝙩: • A controlled process of initiating, planning, executing, and closing down a project • The most important aspect of systems development. • Done effectively, it helps to ensure the meeting of customer expectations and the satisfying of budget and time constraints. • Four phases the process: Initiating, Planning, Executing, Closedown 𝙋𝙧𝙤𝙟𝙚𝙘𝙩 𝙈𝙖𝙣𝙖𝙜𝙚𝙧: • A systems analyst with a diverse set of skills— management, leadership, technical, conflict management, and customer relationship—who is responsible for initiating, planning, executing, and closing down a project • Needs to be able to work well with vendors and diverse user community • Often thought of as a juggler keeping aloft many balls, which reflect the various aspects of a project's development • Seven Common Activities and Skills: Leadership, Customer relations, Management, Technical problem solving, Conflict management, Team management, Risk and change management
