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Question 1: Application of Critical Path Method in SDLC [(Total Marks: 10)]
问题 1:关键路径法在 SDLC 中的应用 [(总分:10 分)]

You are managing a software development project following the SDLC process. The key activities, their durations, and dependencies are given below:
您正在按照 SDLC 流程管理软件开发项目。关键活动、持续时间和依赖关系如下:

Activity
活动

Description
描述

Duration (Days)
持续时间(天)

Predecessors
前任

A

Requirements Gathering
需求收集

3

-

B

System Design
系统设计

4

A

C

Database Design
数据库设计

3

B

D

Frontend Development

5

B

E

Backend Development

6

C

F

Integration and Testing
集成和测试

4

D, E
D、E

G

Deployment
部署

2

F

Tasks:
任务:

Draw the activity network diagram. (3 marks)
画出活动网络图。(3分)

Perform a forward pass and backward pass to determine the earliest and latest start/finish times. (4 marks)
执行向前传递和向后传递,以确定最早和最晚的开始/结束时间。(4分)

Identify the critical path and total project duration. (2 marks)
确定关键路径和项目总工期。(2分)

Which activities have float, and how much? (1 mark)
哪些活动有浮动,多少?(1分)

Question2: Earned Value Management in a Mobile App Development Project3
问题 2:移动的应用程序开发项目中的挣值管理 3

(Total Marks: 10)
(总分:10分)

You are the project manager of a 10-week mobile app development project with a total budget (BAC) of $100,000. The work is divided into 5 phases:
你是一个为期 10 周的移动的应用程序开发项目的项目经理, 总预算(BAC)100,000 美元 。工作分为 5 个阶段:

Phase

Planned % of Total Work
计划占总工作量的百分比

Planned Duration (weeks)
计划持续时间(周)

Requirements Analysis
需求分析

10%

1

UI/UX Design
UI/UX 设计

20%

2

Backend Development

30%

3

Frontend Development

25%

2

Testing & Deployment
测试和部署

15%

2

At the end of Week 5, the following progress and costs are reported:
第 5 周结束,报告以下进度和成本:

Actual Cost (AC) = $55,000
实际成本(AC)= 55,000 美元

Work completed = 40%
完成工作= 40%

Planned % of work by end of Week 5 = 60%
到第5周结束时的计划工作百分比= 60%

Tasks:
任务:

Calculate the Earned Value (EV). (2 marks)
计算挣值(EV)。(2 分)

Calculate the Estimate at Completion (EAC) assuming current cost performance continues. (3 marks)
假设当前的成本绩效持续,计算完工时的估算(EAC)。(3 分)

Calculate the Schedule Performance Index (SPI) and estimate the revised project duration based on it. (3 marks)
计算进度绩效指标(SPI),并据此估算修订后的项目工期 。(3 分)

Comment on the project’s current cost and schedule status. (2 marks)
评论项目的当前成本和进度状态 。(2 分)

Hint:
提示:

EV = % of actual work completed × BAC
EV =实际完成工作的百分比× BAC

EAC = BAC / CPI

SPI = EV / PV

Question3:Application-Based Scrum
问题 3 基于应用程序的 socket

You have been hired as the Scrum Master for a tech startup building a food delivery mobile app. The team includes front-end and back-end developers, a Product Owner, UX designers, and QA testers. The app is expected to go live in four months. Stakeholders are pushing for faster releases, while the team is struggling with unclear user stories and repeated changes during the sprint.
您被一家科技初创公司聘为 Soccer Master,负责开发一款送餐移动的应用。该团队包括前端和后端开发人员、产品负责人、UX 设计师和 QA 测试人员。该应用程序预计将在四个月内上线。利益相关者正在推动更快的发布,而团队正在努力解决不明确的用户故事和 Sprint 期间的重复更改。

Write a detailed essay explaining how you would apply Scrum principles and practices to:
写一篇详细的文章,解释你将如何应用 Sunday 的原则和实践:

Structure the roles and responsibilities within the Scrum team
构建 Soccer 团队中角色和职责

Manage and prioritize a dynamic Product Backlog
管理动态产品积压并确定其优先顺序

Facilitate effective Sprint Planning, Daily Scrums, Sprint Review, and Retrospective
促进有效的 Sprint 计划、每日 Scrum、Sprint 回顾和回顾

Deal with frequent mid-sprint change requests
处理频繁的冲刺中期变更请求

Improve team performance and stakeholder collaboration over time
随着时间的推移,提高团队绩效和利益相关者协作

Support your answer with specific tools (e.g., burndown chart, definition of done, backlog refinement) and real-world practices from similar agile projects.
使用特定工具(例如,burndown chart,done 的定义,backlog refinement)和类似敏捷项目的实际实践。

🔹 1. Scrum Roles and Responsibilities
🔹1.一、 职位和职责

Product Owner (PO): Owns the Product Backlog, prioritizes features such as live tracking, payment gateway integration, and restaurant onboarding.
产品负责人(PO): 负责产品待办事项,优先考虑实时跟踪、支付网关集成和餐厅入职等功能。

Scrum Master: Facilitates Scrum ceremonies, removes blockers, shields team from distractions, and coaches on agile best practices.
敏捷大师: 促进敏捷仪式,消除障碍,保护团队免受干扰,并指导敏捷最佳实践。

Development Team: Cross-functional members who design, build, test, and deliver a potentially shippable product increment each sprint.
开发团队: 跨职能的成员,他们设计、构建、测试和交付每个 sprint 的潜在可交付产品增量。

Application: I would clarify each role during kickoff and revisit responsibilities in retrospectives when confusion arises.
应用: 我会在启动时澄清每个角色,并在出现混乱时回顾职责。

🔹 2. Managing and Prioritizing the Product Backlog
🔹 二、 管理和优先化产品积压

The Product Backlog is dynamic and should reflect evolving priorities.
产品待办事项是动态的,应该反映不断变化的优先级。

I would schedule regular backlog refinement sessions (at least once per sprint).
我会安排定期的待办事项细化会议 (每个 sprint 至少一次)。

Use techniques like MoSCoW or Weighted Shortest Job First (WSJF) to help the PO prioritize.
使用莫斯科加权最短作业优先(WSJF)等技术来帮助 PO 确定优先级。

Ensure backlog items are broken down into INVEST-compliant user stories (Independent, Negotiable, Valuable, Estimable, Small, Testable).
确保待办事项被分解为符合投资的用户故事 (独立,可协商,有价值,可估计,小型,可测试)。

Example: "As a user, I want to track my order live so I can know when to be ready."
例如:“作为一名用户,我希望实时跟踪我的订单,以便知道何时准备就绪。"

🔹 3. Facilitating Scrum Ceremonies
🔹3.第三章。 促进仪式

Sprint Planning:
Sprint 计划:

Team selects backlog items and defines the
Sprint Goal. I’d ensure only refined items are selected to prevent confusion during development.
团队选择待办事项并定义 Sprint 目标 。我会确保只选择精炼的项目,以防止在开发过程中出现混乱。

Daily Scrum:
每日新闻:

15-minute stand-up where team members discuss progress, plans, and blockers. As Scrum Master, I’d coach the team to keep it focused.
15-团队成员讨论进度、计划和障碍的一分钟站立。作为一名体育大师,我会指导球队保持专注。

Sprint Review:
Sprint 评论:

Stakeholders review the
increment. I’d help the team present demos that align with the sprint goal.
利益相关者审查增量 。我会帮助团队展示与 sprint 目标一致的演示。

Sprint Retrospective:
Sprint 回顾:

Discuss what went well, what didn’t, and actionable improvements. I’d encourage psychological safety for open feedback.
讨论哪些进展顺利,哪些不顺利,以及可行的改进。我鼓励心理安全开放反馈。

Example: After a sprint with delayed testing, we might agree to shift one developer to pair with QA mid-sprint next time.
例如: 在一个延迟测试的 sprint 之后,我们可能会同意在下一次 sprint 中期让一个开发人员与 QA 配对。

🔹 4. Dealing with Mid-Sprint Change Requests
🔹 四、 处理 Sprint 中期变更请求

Scrum discourages changes mid-sprint unless urgent.
除非情况紧急,否则 Scrum 不鼓励在 sprint 中期进行更改。

I’d coach the PO and stakeholders to channel new requests into the Product Backlog and prioritize them for the next sprint.
我会指导 PO 和利益相关者将新的请求引导到产品待办事项中,并为下一个 sprint 确定优先级。

If change is unavoidable, I’d facilitate a conversation between PO and team to cancel or revise the current sprint if needed (as per Scrum Guide).
如果更改不可避免,我会促进 PO 和团队之间的对话,以在需要时取消或修改当前的 sprint(根据 Scrum 指南)。

Example: A request to add a wallet feature mid-sprint would be deferred unless it blocks a critical path.
示例: 在 sprint 中期添加钱包功能的请求将被推迟,除非它阻止了关键路径。

🔹 5. Improving Team Performance and Stakeholder Collaboration
🔹 五、 提高团队绩效和利益相关者协作

Implement a Definition of Done (DoD) to ensure clarity in deliverables.
实施完成定义(DoD),以确保可交付成果的清晰度。

Use Velocity charts and Burndown charts to help forecast future sprints and measure team capacity.
使用速度图燃尽图来帮助预测未来的冲刺和衡量团队能力。

Encourage direct PO-user feedback loops via beta testing groups.
通过 beta 测试组鼓励直接 PO 用户反馈循环。

Foster team ownership by rotating demo presenters and encouraging cross-functional pairing.
通过轮换演示演示者和鼓励跨职能配对,培养团队所有权。

Long-term: As the team matures, I would gradually reduce interventions, allowing them to self-organize and deliver consistently.
长期: 随着团队的成熟,我会逐渐减少干预,让他们自我组织并始终如一地交付。

Question4: Structured PMBOK® Approach for a Food Delivery App
2014 年 4 月:食品配送应用程序的结构化 PMBOK®方法

You are managing a startup project to build a food delivery mobile application with features such as real-time order tracking, online payment integration, and restaurant onboarding. The project involves developers, designers, QA testers, investors, and restaurant partners and must be completed within six months.
您正在管理一个初创项目,以构建一个食品交付移动的应用程序,该应用程序具有实时订单跟踪、在线支付集成和餐厅登记等功能。该项目涉及开发人员,设计师,QA 测试人员,投资者和餐厅合作伙伴,必须在六个月内完成。

Using the PMBOK® Guide’s five Process Groups and ten Knowledge Areas, present a structured approach for managing this project.
使用 PMBOK®指南的五个过程组和十个知识领域,介绍管理此项目的结构化方法。

Your answer should:
你的答案应该是:

Use a table format to map each Process Group with the relevant Knowledge Areas
使用表格格式将每个过程组与相关的知识领域对应起来

Describe specific actions and tools applied to the food delivery app project under each combination
描述在每个组合下应用于食品交付应用程序项目的具体行动和工具

Demonstrate practical understanding with scenario-based examples
通过基于 XML 的示例展示实际理解

1. Initiating Phase
1.启动阶段

🔹 Objective: Define the project, authorize work, and identify stakeholders.
🔹 目标: 定义项目,授权工作,并确定利益相关者。

Key Knowledge Areas:
关键知识领域:

Integration Management:
集成管理:

Develop the Project Charter outlining scope, objectives, constraints, and high-level budget/timeline.
制定项目章程, 概述范围、目标、限制和高级预算/时间轴。

App example: Charter includes launch goal in 6 months with GPS tracking, payment integration, and 100+ restaurant partners.
应用程序示例:Charter 包括 6 个月内推出的目标,包括 GPS 跟踪,支付集成和 100 多家餐厅合作伙伴。

Stakeholder Management:
利益相关者管理:

Identify key stakeholders (founders, developers, investors, restaurant partners, end-users).
确定关键利益相关者(创始人,开发人员,投资者,餐厅合作伙伴,最终用户)。

Create a Stakeholder Register to classify by influence and engagement needs.
创建一个利益相关者登记册 ,按影响力和参与需求进行分类。

2. Planning Phase
2.规划阶段

🔹 Objective: Develop detailed plans for scope, schedule, cost, quality, risk, resources, communication, procurement, and stakeholder engagement.
🔹 目标: 制定有关范围、进度、成本、质量、风险、资源、沟通、采购和利益相关者参与的详细计划。

Key Knowledge Areas:
关键知识领域:

Scope Management:
范围管理:

Define Product Scope (features like live tracking, ratings, loyalty program).
定义产品范围 (如实时跟踪,评级,忠诚度计划等功能)。

Create a WBS to break features into manageable deliverables.
创建一个 WBS,将功能分解为可管理的可交付成果。

Schedule Management:
日程管理:

Sequence activities, estimate durations, and define the project timeline using Gantt charts/CPM
使用甘特/CPM 对活动进行排序、估计持续时间并定义项目时间轴
.

Cost Management:
成本管理:

Use bottom-up estimation to forecast cost: developer salaries, API costs, marketing.
使用自下而上的估计来预测成本:开发人员工资,API 成本,市场营销。

Establish a Cost Baseline
建立成本基准
.

Quality Management:
质量管理:

Define quality standards (response time < 3s, crash rate < 1%).
定义质量标准(响应时间< 3s,崩溃率< 1%)。

Include code review, usability testing, and performance benchmarks in the plan.
在计划中包括代码评审、可用性测试性能基准测试

Resource Management:
资源管理:

Identify team roles: front-end, back-end devs, QA, UI/UX, support staff.
确定团队角色:前端、后端开发人员、QA、UI/UX、支持人员。

Develop staffing and resource acquisition plans
制定人员配备和资源获取计划
.

Communications Management:
通信管理:

Build a Communication Plan outlining frequency, format, and channels of reporting.
制定一个沟通计划 ,概述报告的频率、格式和渠道。

Ex: Slack for daily dev updates, investor summary every 2 weeks.
例如:每天的开发更新,每两周的投资者摘要。

Risk Management:
风险管理:

Identify risks like app downtime, vendor delays, poor user adoption.
识别应用程序停机、供应商延迟、用户采用率低等风险。

Build a Risk Register and plan response strategies.
建立风险登记册并计划应对策略。

Procurement Management:
采购管理:

Plan contracts for payment gateway, map APIs, SMS providers.
为支付网关、地图 API、短信提供商制定合同。

Decide on contract types (fixed-price vs. T&M).
决定合同类型 (固定价格与 T& M)。

Stakeholder Management (continued):
持份者管理(续):

Develop a Stakeholder Engagement Plan
制定利益相关者参与计划
.

Plan investor demos, user feedback forums, and restaurant partner training.
计划投资者演示、用户反馈论坛和餐厅合作伙伴培训。

3. Executing Phase
3.执行阶段

🔹 Objective: Perform the planned activities to produce deliverables.
🔹 目标: 执行计划的活动以产生可交付成果。

Key Knowledge Areas:
关键知识领域:

Integration Management:
集成管理:

Direct and manage project execution.
指导和管理项目执行。

Use change control process to handle new feature requests (e.g., adding dark mode).
使用变更控制流程处理新功能请求(例如,添加暗模式)。

Resource Management:
资源管理:

Onboard team members.
团队成员。

Manage collaboration using tools like GitHub, Jira, or Notion.
使用 GitHub、Jira 或 Notion 等工具管理协作。

Apply conflict resolution and team development strategies
运用冲突解决和团队发展策略
.

Communications Management:
通信管理:

Maintain transparent communication with all stakeholders.
所有利益相关者保持透明的沟通。

Conduct sprint reviews and demos for stakeholders.
为利益相关者进行 sprint 评审和演示。

Procurement Management:
采购管理:

Select vendors and issue contracts.
选择供应商并签订合同。

Manage relationships and track delivery of third-party services.
管理关系并跟踪第三方服务的交付。

Stakeholder Management:
利益相关者管理:

Ensure stakeholder feedback is incorporated regularly.
确保定期纳入利益相关者的反馈。

Conduct engagement meetings, beta testing feedback loops
召开项目会议,进行 beta 测试反馈循环
.

4. Monitoring and Controlling Phase
4.监控阶段

🔹 Objective: Track, review, and regulate performance. Implement necessary changes.
🔹 目标: 跟踪、审查和规范绩效。实施必要的变更。

Key Knowledge Areas:
关键知识领域:

Scope Management:
范围管理:

Control scope with formal change approvals
通过正式变更批准控制范围
.

Ensure no scope creep.
确保内窥镜无蠕变。

Schedule Management:
日程管理:

Track progress using SPI (Schedule Performance Index)
使用 SPI(进度绩效指数)跟踪进度
.

Re-baseline if needed.
必要时重新基线。

Cost Management:
成本管理:

Monitor expenses and compare CPI (Cost Performance Index)
监控费用并比较 CPI(成本绩效指数)
.

Adjust resource allocation to control budget.
调整资源分配以控制预算。

Quality Management:
质量管理:

Perform Quality Control via UAT, regression testing, bug tracking.
通过 UAT、回归测试、缺陷跟踪进行质量控制。

Risk Management:
风险管理:

Monitor identified risks and reassess or trigger mitigation plans.
监控已识别的风险并重新评估或启动缓解计划。

Update the Risk Register
更新风险登记册
.

Communications Management:
通信管理:

Provide consistent status reports to stakeholders.
利益相关者提供一致的状态报告。

Procurement Management:
采购管理:

Validate vendor deliverables and address non-performance.
审查供应商交付的成果并解决不履约问题。

Stakeholder Management:
利益相关者管理:

Measure stakeholder satisfaction using engagement metrics and feedback.
使用参与度指标和反馈来衡量利益相关方的满意度。

5. Closing Phase
5.关闭阶段

🔹 Objective: Finalize all activities and formally close the project.
🔹 目标: 完成所有活动并正式结束项目。

Key Knowledge Areas:
关键知识领域:

Integration Management:
集成管理:

Confirm all project work is complete and objectives met.
确认所有项目工作已完成并达到目标。

Close contracts, archive documents, and hand over final product.
关闭合同、归档文件并移交最终产品。

Procurement Management:
采购管理:

Verify final vendor deliveries and close contracts.
核实最终供应商交货和关闭合同。

Stakeholder Management:
利益相关者管理:

Conduct final stakeholder presentation and collect lessons learned.
进行最后的利益相关者陈述并收集经验教训。

Capture feedback and recommendations for future projects.
为未来的项目收集反馈和建议。