The University of Lahore

Department of CS & IT
DAY - DATE:  SEMESTER: SPRING 2017
Tuesday March 28th, 2017
 
MID- FINAL MAKE-UP OTHER:
EXA EXAM EXAM
M
PROGRAM BSCS  
CS-5310 Software Project Management
CODE - COURSE NAME STUDENT ID :
STUDENT NAME:
Ms. Syeda Synnia Tanveer, Mr. Zishan
LECTURER
Hussain Chuhan, Mr. Junaid Aziz

MAX. MARKS 50 SECTION:

I fully understand the Exam Regulations
TIME ALLOWED 1 hour and 30 minutes
below.
BOOKS ALLOWED NO STUDENT SIGNATURE :
NOTES ALLOWED NO
COMPUTER ALLOWED NO  
CALCULATOR ALLOWED NO  

INSTRUCTIONS TO THE CANDIDATE

EXAM REGULATIONS:
1. Before the test begins, leave all non-test materials at the front of the room, including communication
devices which should all be turned off.
2. Write your answers in correct and proper English only.
3. A student arriving more than 30 minutes late will be allowed to sit for the examination only if no other
student has completed the same examination, and no additional time will be given.
4. A student is automatically considered cheating when, during the examination time, he or she:
a. has a communication device turned on (such devices are confiscated immediately)
b. uses any unapproved item (i.e., references, etc) for a closed book exam
c. communicates with anyone, other than the proctor or lecturer of the course
i. verbally or non-verbally
ii. inside or outside the examination room
iii. for any reason
d. passes any item to another student (i.e., books, paper, pens, erasers, etc)
e. looks at another student’s answer(s) or work
5. If a student is caught in cheating, the invigilator has right to cancel the paper or forward his/her case to the
exam committee.

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 Section- A

Q.1- Ecircle the correct option.

Overwriting, cutting and using correction fluid is NOT ALLOWED. (15)

1. A project success potential is identified by

a) Project Stakeholders
b) Project Techniques
c) Project Metrics
d) All of above
2. Software requirement specification (SRS) and Work break down structure (WBS) are potential
deliverables of:
a) Requirements phase
b) Design phase
c) Implementation phase
d) Maintenance phase
3. Requirements can end with a review named as,
a) Software Requirements Final (SRF)
b) Software Requirements Review (SRR)
c) Ending Review Requirements (ERR)
d) None of above
4. In the project stakeholder Triad, the subject matter expert is referred to be the
a) Function Representative
b) Executive Sponsor
c) Project Manager
d) None of the above
5. After the resource allocation, the project manager should:
a) Create WBS
b) Create task estimation
c) Identify dependencies
d) Identify resources
6. Cost Reimbursable Contracts involves
a) Cost plus incentive fee (CPIF)
b) Cost plus fixed fee (CPFF)
c) Cost plus percentage of costs (CPPC)
d) All of above
7. In the PMI Process groups, Devising and maintaining a workable scheme to accomplish the business
need that the project was undertaken to address is known as
a) PMI: Initiating Process
b) PMI: Planning Process
c) PMI: Controlling Process
d) PMI: Executing Process

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8. Project elements include:
a) Function
b) Activity
c) Task
d) All of above
9. For highly cross-functional projects, which type of WBS is suitable
a) Organizational WBS
b) Geographical WBS
c) Both can be used
d) None of above
10. Categorizing IT Projects involves addressing:
a) A problem
b) An opportunity
c) A directive
d) All of above
11. WBS is basis of
a) Networking schedule
b) Costing
c) Risk Analysis
d) All of them
12. In procurement management, documenting product requirements and identifying potential sources is
referred to
a) Solicitation
b) Solicitation planning
c) Source selection
d) Contract administration
13. Lines of Code and Function Point are:
a) Algorithmic measures of estimation
b) Bottom up estimation techniques
c) Expert judgment techniques
d) None of them
14. Silver bullet Syndrome beliefs in:
a) Change in tools & procedures
b) Change in work force
c) Change in environment
d) Both b and c
15. In Estimation by Analogy:
a) Use new project
b) Use past project
c) Use LOC method
d) Both a and b options must be used

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 Q.2- Write “T” for TRUE and “F” for FALSE in the LAST empty column for the following statements.
Overwriting, cutting and using correction fluid is NOT ALLOWED. (10)

1. The Insufficient risk management is process related mistake. True

2. Implementing PMI Process group is a form of Validation & Verification True

3. COTS are Controlled-off-the-Shelf Software True

Coordinating people and other resources to carry out the plan is called Controlling
4. False
process.

Ensuring that project objectives are met by monitoring and measuring progress and
5. False
taking corrective measures when necessary, is called Executing process.

In strong matrix organizations, most of the power and authority lie with the Functional
6. False
manager.

7. CDR is a Design related Review True

8. Functional Organization can cause conflicts across functional areas. True

9. Companies perform outsourcing to reduce both fixed and recurrent costs True
10. A group of IT project under a coordinated management structure is called portfolio. True

SECTION-B
Q.3- Assume you can lease an item you need for a project for $150/day. To purchase the item, the investment
cost is $ 1,000 and the daily cost is $ 50/day.
How long will it take for the lease cost to be the same as the purchase cost?
If you need the item for 20 days, should you lease it or purchase it? (4)
Set up an equation so the “make” is equal to the “buy”
In this example, use the following equation. Let d be the number of days to use the item.
$150d = $1,000 + $50d
Solve for d as follows:
– Subtract $50d from the right side of the equation to get
$100d = $1,000
– Divide both sides of the equation by $100
d = 10 days
The lease cost is the same as the purchase cost at 10 days
If you need the item for > 10 days, then purchase it

Q.4 – With help of SDLC, Illustrate the potential deliverables by phases in terms of Project planning
documents, Product documents and each deliverable output respectively (5)
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Q.5- Keeping in view the PMI’s process links, illustrate how the phases of PMI interact with each other
considering the case of Design & Implementation phase (3)

Design Phase
Initiating Planning
Processes Processes
Implementation Phase
Initiating Planning
Controlling Executing Processes Processes
Processes Processes

Controlling Executing
Closing Processes Processes
Processes

Closing
Processes

Q.6 - Assuming that you are running your own software house, how will you perform the project
portfolio management considering the 5 level approaches? Describe these approaches. (4)
A 5 level approach (from CIO magazine)

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 1. Create a Portfolio Database
• Project names & descriptions
• Estimated costs, timeframes, staffing
– Benefits
• Spotting redundancies
• Communication across orgs & teams
2. Prioritize Projects
– Try quantifiable rankings
• Risk and return
3. Divide into budgets based on type
– To align with business needs
– incremental upgrades, strategic investments
4. Automate the repository
– Input of new data (new projects)
– Automated tracking (PM software integration)
e.g. MS Project, Primavera
5. Apply modern portfolio theory
Modern portfolio theory (MPT) is a theory of finance that attempts to maximize portfolio expected
return for a given amount of portfolio risk, or equivalently minimize risk for a given level of expected
return, by carefully choosing the proportions of various assets.

Q.7- Why is it considered important to follow a 40-20-40 Rule for time allocation for your software
project scheduling? (2)
Specification (40%) – Implementation (20%) – Test (40%)

Q. 8- Provide the template for Statement of work (SOW) (2)

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 I. Scope of Work: Describe the work to be done to detail. Specify the hardware and
software involved and the exact nature of the work.
II. Location of Work: Describe where the work must be performed. Specify the
location of hardware and software and where the people must perform the work
III. Period of Performance: Specify when the work is expected to start and end,
working hours, number of hours that can be billed per week, where the work must
be performed, and related schedule information. Optional “Compensation”
section.
IV. Deliverables Schedule: List specific deliverables, describe them in detail, and
specify when they are due.
V. Applicable Standards: Specify any company or industry-specific standards that
are relevant to performing the work. Often an Assumptions section as well.
VI. Acceptance Criteria: Describe how the buyer organization will determine if the
work is acceptable.
VII. Special Requirements: Specify any special requirements such as hardware or
software certifications, minimum degree or experience level of personnel, travel
requirements, documentation, testing, support, and so on.

Q.8 – Provide the Wide band Delphi process of estimation in detail (5)

Wideband Delphi is a process that a team can use to generate an estimate

The project manager chooses an estimation team, and gains consensus among that team on the results

Wideband Delphi is a repeatable estimation process because it consists of a straightforward set of steps

that can be performed the same way each time

Step 1: Choose the team

The project manager selects the estimation team and a moderator. The team should consist of 3 to 7

project team members.

The moderator should be familiar with the Delphi process, but should not have a stake in the outcome of

the session if possible.

If possible, the project manager should not be the moderator because he should ideally be part of the

estimation team.

Step 2: Kickoff Meeting

The project manager must make sure that each team member understands the Delphi process, has read the

vision and scope document and any other documentation, and is familiar with the project background and

needs.
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The team brainstorms and writes down assumptions.

The team generates a WBS with 10-20 tasks.

The team agrees on a unit of estimation.

Step 3: Individual Preparation

Each team member independently generates a set of preparation results.

For each task, the team member writes down an estimate for the effort required to complete the task, and

any additional assumptions he needed to make in order to generate the estimate.

Step 4: Estimation Session

During the estimation session, the team comes to a consensus on the effort required for each task in the

WBS.

Each team member fills out an estimation form which contains his estimates.

The rest of the estimation session is divided into rounds during which each estimation team member

revises her estimates based on a group discussion. Individual numbers are not dicsussed.

The moderator collects the estimation forms and plots the sum of the effort from each form on a line:

The team resolves any issues or disagreements that are brought up.

Individual estimate times are not discussed. These disagreements are usually about the tasks themselves.

Disagreements are often resolved by adding assumptions.

The estimators all revise their individual estimates. The moderator updates the plot with the new total:

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The moderator leads the team through several rounds of estimates to gain consensus on the estimates. The

estimation session continues until the estimates converge or the team is unwilling to revise estimates.

Step 5: Assemble Tasks

The project manager works with the team to collect the estimates from the team members at the end of the

meeting and compiles the final task list, estimates and assumptions.

Step 6: Review Results

The project manager reviews the final task list with the estimation team.

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