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Chapters 4,5,6
| Question | Answer |
|---|---|
| Which is a primary limitation of traditional software processes highlighted in Chapter 5? | They assume requirements are completely understood at project initiation |
| The Agile Manifesto prioritizes what over comprehensive documentation? | Working software |
| XP was first introduced by? | Kent Beck |
| which XP core value directly supports making and implementing difficult decisions? | Courage |
| Which XP practice ensures all developers can modify any part of the code base? | Collective Code Ownership |
| Crystal methodologies classify projects based on? | Size, criticality, and priority |
| In Scrum, the individual responsible for deciding sprint content in collaboration with users is the: | Product owner |
| At their end of a Scrum script, we perform | Reviews and retrospectives |
| Which of the following is NOT one of XP’s 12 key practices? | Formal contract documentation |
| Kanban emphasizes minimizing which of the following? | WIP |
| Agile Manifesto values responding to change over | Following a plan dogmatically |
| XP key practice of simplicity refers to creating a design | That covers requirements but no more |
| A non-critical project with 6 developers should use Crystal | Clear |
| DevOps Core elements include all except | Heavy documentation |
| Which XP practice promotes immediate and improved feedback from stakeholders? | Onsite customer |
| Traditional processes often relied | Non-sustainable heroic effort |
| Which Scrum role facilitates and runs the sprint process? | Scrum master |
| XP’s planning game is centered around | Small units of requirements |
| Which of the following best reflects Agile’s stance on documentation | Minimal necessary documentation is preferred |
| Pair programming primarily enhances | Feedback and shared improvements |
| What feature of scrum helps mitigate the misunderstandings of requirements | Short sprint periods |
| Crystal orange is appropriate for: | Critical projects up to 40 developers |
| Which agile assumption contrasts with traditional process assumptions | Requirements are likely to change |
| XP’s emphasis on simplicity refers to | Designing only what is needed |
| Kanban improves process flow mainly through | Visibility and measurement |
| Which XP fundamental principle does NOT come directly from an XP core value | Embrace change |
| In scrum, the tasks that are put into a sprint are taken from the | Product backlog |
| Which activity supports Agile’s principle of deliver software early and often? | CI/CD |
| What BEST matches the slide’s definition of a software process model? | Description of tasks, their sequence, conditions governing them, and who performs them to achieve desired results |
| Slides emphasize three keywords when explaining why a process model matters | Coordination/control, tasks, and people |
| A one person project argues “no process needed”. What is the strongest counter argument? | Even small efforts benefit from disciple around understanding requirements and not skipping unit test/debug steps |
| Resins for extending a “simple and familiar” process | A project grows in size/complexity, requiring clearer requirements, more careful design, broader testing, and more people/tools |
| What must be defined when there are more people and tasks, what is not an option in that list? | The specific programming language each developer must use |
| What is the most accurate “benefit of a defined process” | It improves understanding tasks, clarifies responsibilities/expectations, and makes measurement/control easier |
| What originally drove recognition of the need for formal software processes? | Failures in developing large complex software systems |
| How did the original authors describe the Waterfall process? | Ability to go back to previous stages |
| Which assumption is MOST aligned with the slides waterfall description | Requirements must be fully specified up front |
| The distinction between incremental developments and “multiple release” development | Incremental develops each major requirement/item through req->design->code->test, integrating continuously; multiple release packages and releases each small set of requirements |
| What happened to developed pieces as they complete unit testing in the incremental model | They remain isolated until a final big-bang integration phase |
| The spiral model is characterized in the slides primarily as coping with what? | Risk management |
| Who created spiral method? | Barry Boehm |
| List all four phases of RUP | Inception, elaboration, construction, transition |
| The slides claim a process model must include entry/exit criteria to be more than just a guideline because | Activities have defined conditions for starting and for being considered complete |
| Which paring correctly matches entry criteria vs exit criteria | Entry: conditions prior to performing an activity; Exit: codntions before the activity is deemed complete |
| If a team has no documented process and succeed due to one heroic developer, this aligns most with CMM description: | Initial |
| Two leading organizations associated with process assessment | ISO 9000 series and SEI (Software engineering institute) |
| List the SIX mastered processes at the CMM “repeatable”: | Requirement management, project tracking, quality assurance, project planning, subcontract management, confirguration management |
| Is peer review a repeatable-level practice in CMM? | No; peer review is on of the seven additional processes at the defined level |
| Which two processes are introduced at the managed level | Quantitative process management and quality mangmt. |
| When CMM was upgraded to CMMI it added software engineering, hardware development, and what else? | None of the above |
| The optimizing level requires mastering continuous improvement via which three processes | Defect prevention, technology change management, process change mangt. |
| How many total CMM “key processes” must be mastered to reach the optimized level | 18 |
| CMM is ______ based and CMMI is more _____ based. | Activity, process |
| Software engineering in CMMI, what are the two representations named | Staged and continuous |
| In continuous representation, each process starts at which capability level? | Capability level 0 |
| In staged rep., the organization starts at which maturity level. | Maturity level 1 |
| Reflection of advantages of the continuous representation | Allows process-area-by-process-area comparison and lets the organization pick which process to focus on |
| Advantages of staged representation | Provides a guidance of sequence of maturity by process areas and allows easier comparison by maturity levels |
| CMMI has 25 processes covering 4 major categories, what are those 4 | Process management, project management, engineering, support |
| Two main components of process defintion | Major activities and sequencing of activities |
| Most organizations need to modify an existing process to fit their needs, what is a major endeavor as a result | Defining more detail and communicating the modified process definitions |
| When expanding a process definition to a more refined level, which is included in the slides | Details description of activities; entrance/exit control and ordering; artifacts; human resources; tools |
| Match the process to what it primarily copes with | Waterfall-> no process; incremental -> decomposing large systems; spiral- risk management; RUP -> multiple dev. And mangmt. Issues |
| Before requiring engineering (RE) activities begin, planning primarily ensures the project has: | Resources, methodology, and time allocated for RE work |
| Justification for documenting requirements in large sys. Where testers are sep. from developers? | it enables creation of test cases and scenarios from a shared reference |
| List that best matches the major requirements engineering activities | Elicitation; documentation/def.; prototyping; analysis; specification; review/validation; agreement/acceptance; |
| RE do not address which concept | Inventing new requirements |
| Artifact MSOT directly target by high-level requirements elicitation (not detailed elicitaiton) | Business opportunity, justification, scope, constraints, success factors |
| Software engineers who interact with business management to handle requirements are sometimes called | Business analyst |
| Which situation most strongly motivated the need for software engineers to help establish requirements | Users may state contradictory or Nicolette requirements and focus only on their job tasks |
| Requirement analysis is composed primarily of | Categorizing requirements and prioritizing them (while checking consistency/completeness) |
| At most high-level classification, requirements are commonly grouped into | Functional and non functional |
| NOT one of the six detailed requirement areas listed for categorization? | Implementation language and compiler section |
| CORD is based on the idea that | Requirements are viewed differently by different stakeholders |
| Sequence that best matched VORD related steps | Identify stakeholders/viewpoints -> categorize viewpoints &remove duplication/inconsistencies -> refine viewpoints -> map viewpoints to system/services |
| Requirement prioritization is needed because of limitations in: | Time, resources, and existing technical capabilities |
| NOT a criteria for prioritizing requirements | Developer preferences |
| Why does the chapter emphasize using many stakeholders when prioritizing requirements | Because prioritization is often subjective and reflects different viewpoints |
| AHP is used for | Perform pair-waist comparisons, normalize results, compute relative values for all requirements |
| Set of ONLY requirement defintion forms listed | English I-P-O; DFD; ERD; UML use case diagrams |
| Compared with ERD, DFD is primarily intended to capture | Functionality, business flow, and data movement |
| ERD is used in requirements defintion to capture | Relationships among data elements and often their attributes |
| Why is it argued that use case diagrams alone are not detailed enough | They omit detailed textual descriptions such as pre/post condition and alternative error paths |
| Cockburn’s use case template, the functionality appears primarily in which section | Flow of control |
| Requirements tracbility is best defined as the capabilities to: | Trace requirements from sources and forward to design, implementation, test and release (including prerequisite links) |
| Cockburn’a use case template has no provision for non-functional requirements | False |
| Requirements prototyping mostly addresses | The user interface (looks and flow) |
| Which pairing correctly matches prototyping modes to their descriptions | Low fidelity; paper/cardboard; High fidelity: tool-based coded screens and flows |
| IEEE/EIA 12207-1997 guidelines, which three major test ions are outlines for requirements specification | Introduction; high level description; detailed description |
| Which item would belong in the detailed descriptions portion of a requirements specification | Interfaces, performance requirements (response time/throughpout), constraints, and attributes like security/reliabilty |
| The chapter argues that having a requirements specification signed off is important because | Serves as a milestone and baseline for montitoring/controlling future changes |
Created by:
MinYoongi67