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| 1 | |
Software projects are inevitably late and there is nothing that can explain why. |
| | A) | True |
| | B) | False |
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| 2 | |
It is unethical to undertake a project that you know in advance cannot be completed by the customer's deadline, unless you inform the customer of the risk and establish a project plan that can deliver the needed system incrementally. |
| | A) | True |
| | B) | False |
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| 3 | |
Which of the following is not one of the guiding principles of software project scheduling: |
| | A) | compartmentalization |
| | B) | market assessment |
| | C) | time allocation |
| | D) | effort validation |
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| 4 | |
Doubling the size of your software project team is guaranteed to cut project completion time in half. |
| | A) | True |
| | B) | False |
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| 5 | |
The software equation can be used to show that by extending the project deadline slightly |
| | A) | fewer people are required |
| | B) | you are guaranteed to meet the deadline |
| | C) | more lines of code can be produced |
| | D) | none of the above |
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| 6 | |
The 40-20-40 rule suggests that the least amount of development effort be spent on |
| | A) | estimation and planning |
| | B) | analysis and design |
| | C) | coding |
| | D) | testing |
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| 7 | |
A task set is a collection of |
| | A) | engineering work tasks, milestones, work products |
| | B) | task assignments, cost estimates, metrics |
| | C) | milestones, deliverables, metrics |
| | D) | responsibilities, milestones, documents |
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| 8 | |
For purposes of determining the major engineering tasks and distributing them on the project time line, the project manger should assume that the process model used is |
| | A) | linear |
| | B) | sequential |
| | C) | iterative evolutionary |
| | D) | any of the above |
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| 9 | |
The only means accomplishing task refinement is to make use of a process design language approach. |
| | A) | True |
| | B) | False |
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| 10 | |
The task (activity) network is a useful mechanism for |
| | A) | computing the overall effort estimate |
| | B) | detecting intertask dependencies |
| | C) | determining the critical path |
| | D) | specifying the task set to the customer |
| | E) | both b and c |
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| 11 | |
Tasks that lie on the critical path in a task network may be completed in any order as long as the project is on schedule. |
| | A) | True |
| | B) | False |
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| 12 | |
Two tools for computing critical path and project completion times from activity networks are |
| | A) | CPM |
| | B) | DRE |
| | C) | FP |
| | D) | PERT |
| | E) | both a and d |
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| 13 | |
Timeline charts assist project managers in determining what tasks will be conducted at a given point in time. |
| | A) | True |
| | B) | False |
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| 14 | |
The best indicator of progress on a software project is the completion |
| | A) | of a defined engineering activity task |
| | B) | of a successful budget review meeting on time |
| | C) | and successful review of a defined software work product |
| | D) | and successful acceptance of project prototype by the customer |
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| 15 | |
Since iterative process models work best for object-oriented projects, it is impossible to determine whether an increment will be completed on time or not. |
| | A) | True |
| | B) | False |
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| 16 | |
The purpose of earned value analysis is to |
| | A) | determine how to compensate developers based on their productivity |
| | B) | provide a quantitative means of assessing software project progress |
| | C) | provide a qualitative means of assessing software project progress |
| | D) | set the price point for a software product based on development effort |
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| 17 | |
Earned value analysis is a technique that allows managers to take corrective action before a project crisis develops. |
| | A) | True |
| | B) | False |
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