SPM CUIT 208 Assignments Due date 23 May 2022
Exercise 1
1. Explain why software projects deserve special attention.
[25]
2. Bad management always leads to project failure but good management does not guarantee
success. Discuss.
[25]
Exercise 2
Examine factors that leads to project failure and how would you mitigate them.
[50]
Exercise 3
Examine the importance of planning in SPM using examples of any four types of project plan. [25]
Exercise 4
Discuss the role of contracts in SPM.
[25]
Exercise 5
Compare and contrast the Delphi method and the planning game approach to software estimation. [25]
Exercise 6
Using examples examine the use of metrics in software project management.
[20]
Exercise 7
Explain how version control is used in SPM making particular reference to the version control models.
[25]
Exercise 8
(a) Given the task durations and dependencies below, draw a Gantt Chart.
TASK
T1
T2
T3
T4
T5
T6
T7
T8
T9
T10
T11
T12
DURATION (DAYS)
8
15
15
10
10
5
20
25
15
15
7
10
1
[15]
DEPENDENCIES
----------T1(M1)
-----T2, T4 (M2)
T1, T2 (M3)
T1 (M1)
T4 (M5)
T3, T6 (M4)
T5, T7 (M7)
T9 (M6)
T11(M8)
(b) Draw an activity network
[10]
c) Describe the importance of milestones in monitoring the progress of a software project.[5]
Exercise 9
Read the following case study carefully and use it to answer the questions that follow.
CASE STUDY: TM Solutions
Company: As a multi-billion-dollar world leader in manufacturing automotive components, this
company’s customer base includes virtually every major manufacturer in the global automotive,
commercial vehicle, and off-highway markets.
Industry: Automotive
Services Provided: Programme & Portfolio Management, Project Management, Project
Recovery, Resource Management, Business Strategic Planning & Consulting, and PMO Advisory
services.
Challenge: As the company emerged from bankruptcy protection, its Human Resources (HR)
executives wanted to reduce service costs, which were averaging US $20 million annually. They
developed a strategy to “right-source” key HR functions that had been outsourced to a single
contractor. By bringing the majority of services back in-house, and partnering with an array of
best-in-class service providers for select elements of the programme, the company expected to
both improve HR services and cut costs dramatically. Overall, there were 15 discrete projects
included in the HR Transformation Programme, encompassing all aspects of HR service delivery,
such as Payroll, Benefits, Health and Welfare, and Pensions.
After eight months, however, the entire programme was in jeopardy. Key milestones and
deliverables were not being met for any of the projects, and critical cost overruns were adding up.
With just four months remaining to complete the entire HR Transformation Programme, the CIO
realized that the organization did not have the programme management expertise to achieve the
expected results.
Solution: On a Thursday evening, the CIO asked PM Solutions to assume programme
management oversight for the HR Transformation Programme. The following Monday morning,
PM Solutions provided the first of two world-class Programme Managers to turn around and
recover the troubled initiative. This effort required masterful interface management between the
client, the outgoing service provider, and multiple new service providers. Tensions between the
stakeholders were high and expectations management was a critical element to success. Applying
PM Solutions’ proprietary Project Review and Recovery techniques, the veteran consultants reset
client/vendor requirements, milestones, resource projections, estimates, and delivery targets.
a) Explain the difference between project management and portfolio management. [5]
b) “After eight months, however, the entire programme was in jeopardy”. As a project
manager, discuss the possible causes of the transformation programme getting into
jeopardy.
[20]
c) Suggest any four (4) ways you would have used to prevent the programme getting into
jeopardy. Explain in detail.
[15]
2
Exercise 10
a) The process of a software project is “invisible”. A newly appointed software projects
manager is not sure on how to tell whether or not a software project is successful. You were
tasked to help the manager. Describe three (3) main aspects that they would use to measure
the success of their projects.
[9]
b) Chinhoyi University of Technology is considering developing an electronic examinations
timetable. You have been appointed the risk management specialist in the project team.
Explain the steps you would take to manage risk in the time table project.
[8]
c) Explain the meaning of “program system product” at it is used in software project
management.
[3]
Exercise 11
a) “Everyone is responsible for the quality of a software product”. Comment on this assertion.
[8]
b) Effective project automation reduces building inconsistencies in software. Examine any
three (3) functions performed by a software project management tool in managing the
quality of software being built.
[12]
Exercise 12
Your team has been tasked to develop an Examinations management system for a university. The
system should have a database of question papers with multiple choice question. During the
examination time, the system randomly selects a paper for that session. Once a student opens a
paper, he/she has to attempt it and submit at the end of the session. The system marks the paper
automatically and computes the score. The system further calculates the final score of the student
consisting of coursework (already in the system) and the exam mark. Only registered students can
take the examination at any one time.
You are required to:
a) Perform a work breakdown structure for the project.
b) Draw up a task table showing the tasks, their durations and dependencies.
c) Draw a Gantt chart for the project.
[20]
[10]
[10]
Exercise 13
(a) The projects manager in your department is having challenges in maintaining functional
teams in the projects being carried out by the organisation. Explain any three (3) major
considerations that they should implement to build effective teams.
[15]
(b) You have been tasked to develop a library project test plan. Describe any one (1) test case
that you would implement during the testing process.
[5]
3
Exercise 14
a) Compare and contrast the copy-modify-merge system and the lock-modify-unlock
system as modes of version control in software projects.
[6]
b) “Quality of a software artefact is everyone’s responsibility.” Elaborate this view.
[5]
c) If you were tasked to automate software project management, give any three (3) tasks that
you would automate, giving reasons for your choice.
[9]
Exercise 15
The SoftCenter has employed you as a business analyst in a project to develop an e-learning
system for ECD classes. The system was never developed before.
a) Describe any two methods that you would use to gather requirements for the system.
[6]
b) Suggest any three well-formed functional requirements for the system.
[6]
c) Give any three non-functional requirements for the system.
[6]
d) Discuss any three issues that can emanate from fixing the requirements at the early
stages of the project life cycle.
[7]
4