Student Name: PARVEZ MOHAMMAD SHARIAR 朴维

Class _ 19lc 软工

Grade 软件工程

Due: Mar. 30, 2021

Exercise for Chapters 3 and 4

1. List and explain the activities of project planning.

The project planning activities of the SDLC, as depicted in Figure 3-6, consist of the activities required to
get the project organized and started. As discussed in Chapter 2, project management activi
ties are as follows:
• Define the problem.
• Produce the project schedule.
• Confirm project feasibility.
• Staff the project.
• Launch the project.

2. Define project management

Project management is the process of leading the work of a team to achieve goals and meet
success criteria at a specified time. The primary challenge of project management is to achieve
all of the project goals within the given constraints. This information is usually described in
project documentation, created at the beginning of the development process. The primary
constraints are scope time, budget The secondary challenge is to optimize the allocation of
necessary inputs and apply them to meet pre-defined objectives.

3. Describe the six types of feasibility used to evaluate a project.

ORGANIZATIONAL AND CULTURAL FEASIBILITY

After identifying the risks, the project management team can take positive steps to counter
them. For example, the team can hold additional training sessions to teach new procedures
and provide increased computer skills. Higher levels of user involvement in developing the
new system will tend to increase user enthusiasm and commitment.
TECHNOLOGICAL FEASIBILITY

Generally, a new system brings new technology into the company. At times the new system
stretches the state of the art of the technology. Other projects use existing technology but
combine it into new, untested configurations. Also, even existing technology can pose the
same challenges as new technology if there is a lack of expertise within the company. If an
outside vendor is providing a capability in a certain area, the client organization usually
assumes the vendor is expert in that area. However, even an outside vendor is subject to the
risk that the requested level of technology is too complicated.
The project management team needs to assess carefully

SCHEDULE FEASIBILITY

The development of a project schedule always involves high risk. Every schedule requires
many assumptions and estimates without adequate information. For example, the needs, and
hence the scope, of the new system are not well known, the time needed to research and finalize requirements
must be estimated, and the availability and capability of team members are
not completely known.

RESOURCE FEASIBILITY

The project management team must also assess the availability of resources for the project.
The primary resource consists of team members. Development projects require the involvement of systems
analysts, system technicians, and users. Required people may not be available to the team at the necessary times.

ECONOMIC FEASIBILITY
Economic feasibility consists of two tests: (1) Is the anticipated value of the benefits greater
than projected costs of development? and (2) Does the organization have adequate cash flow
to fund the project during the development period? Even though the project may have
received initial approval based on the need or strategic plan, final approval usually requires a
thorough analysis of the development costs and the anticipated financial benefits. Obviously,
the justification for developing a new system is that it will increase income, either through
cost savings or by increased revenues. A determination of the economic feasibility of the project always requires
a thorough cost/benefit analysis.

4. What is the purpose of the cost/benefit analysis used to assess economic feasibility?
The project manager has final responsibility for estimating the costs of development, senior-level analysts
always assist with the calculations. Generally, project costs come
in the following categories:

• Salaries and wages

• Equipment and installation

• Software and licenses

• Consulting fees and payments to third parties
• Training
• Facilities
• Utilities and tools
• Support staff
• Travel and miscellaneous

5. List the six activities of systems analysis.

a. Gather information
b. Define system requirements
c. Prioritize requirements
d. Prototype for feasibility and discovery
e. Generate and evaluate alternatives
f. Review recommendations with management

6. What is the difference between functional requirements and nonfunctional

requirements?

Requirements analysis is very critical process that enables the success of a system or
software project to be assessed. Requirements are generally split into two types:
Functional and Non-functional requirements.

Functional Requirements: These are the requirements that the end user specifically
demands as basic facilities that the system should offer. All these functionalities need to
be necessarily incorporated into the system as a part of the contract. These are
represented or stated in the form of input to be given to the system, the operation
performed and the output expected. They are basically the requirements stated by the user
which one can see directly in the final product, unlike the non-functional requirements.

Non-functional requirements: These are basically the quality constraints that the system
must satisfy according to the project contract. The priority or extent to which these
factors are implemented varies from one project to other. They are also called non-
behavioral requirements.
They basically deal with issues like:

 Portability
 Security
 Maintainability
 Reliability
 Scalability
 Performance
 Reusability
 Flexibility
 Following are the differences between Functional and Non Functional
Requirements

7. What technique is used to validate user requirements?

Because user requirements cannot be tested in the programming sense of the word, another
method must be used to validate the requirements. A widely used method is a

structured walkthrough.

8. List and describe the seven information-gathering techniques.

1: One-on-one interviews

The most common technique for gathering requirements is to sit down with the clients
and ask them what they need. The discussion should be planned out ahead of time based
on the type of requirements you're looking for. There are many good ways to plan the
interview, but generally you want to ask open-ended questions to get the interviewee to
start talking and then ask probing questions to uncover requirements.

2: Facilitated sessions

In a facilitated session, you bring a larger group (five or more) together for a common
purpose. In this case, you are trying to gather a set of common requirements from the
group in a faster manner than if you were to interview each of them separately.

3: Joint application development (JAD)

JAD sessions are similar to general facilitated sessions. However, the group typically
stays in the session until the session objectives are completed. For a requirements JAD
session, the participants stay in session until a complete set of requirements is
documented and agreed to

4: Questionnaires

Questionnaires are much more informal, and they are good tools to gather requirements
from stakeholders in remote locations or those who will have only minor input into the
overall requirements. Questionnaires can also be used when you have to gather input
from dozens, hundreds, or thousands of people.
5: Use cases

Use cases are basically stories that describe how discrete processes work. The stories
include people (actors) and describe how the solution works from a user perspective. Use
cases may be easier for the users to articulate, although the use cases may need to be
distilled later into the more specific detailed requirements.

6: Following people around

This technique is especially helpful when gathering information on current processes.

You may find, for instance, that some people have their work routine down to such a
habit that they have a hard time explaining what they do or why. You may need to watch
them perform their job before you can understand the entire picture. In some cases, you
might also want to participate in the actual work process to get a hands-on feel for how
the business function works today.

7: Request for proposals (RFPs)

If you are a vendor, you may receive requirements through an RFP. This list of
requirements is there for you to compare against your own capabilities to determine how
close a match you are to the client's needs.