24.1. "Unreasonable" deadlines are a fact of life in the software business. How should you proceed if you’re faced with one?
24.2. What is the difference between a macroscopic schedule and a detailed schedule. Is it possible to manage a project if only a macroscopic schedule is developed? Why?
24.4. "Communication overhead" can occur when multiple people work on a software project. The time spent communicating with others reduces individual productivity (LOC/person-month), and the result is less productivity for the team. Illustrate (quantitatively) how engineers who are well-versed in good software engineering practices and use formal technical reviews can increase the production rate of a team (when compared to the sum of individual production rates). Hint: You can assume that reviews reduce rework and that rework can account for 20-40 percent of a person’s time.
24.5. Although adding people to a late software project can make it later, there are circumstances in which this is not true. Describe them.
Please do the following problems from the end of Chapter 25 (pages 710-711):
25.5. You’re the project manager for a major software company. You’ve been asked to lead a team that’s developing "next generation" word-processing software. Create a risk table for the project.
25.7. Develop a risk mitigation strategy and specific risk mitigation activities for three of the risks noted in Figure 25.2.
25.8. Develop a risk monitoring strategy and specific risk monitoring activities for three of the risks noted in Figure 25.2. Be sure to identify the factors that you’ll be monitoring to determine whether the risk is becoming more or less likely.
25.12. Recompute the risk exposure discussed in Section 25.4.2 when cost/LOC is $16 and the probability is 60 percent.
E-mail me your answers at: cpersiko@ccsf.edu