M2 MODULE TEST QUESTIONS

1. Explain management spectrum in software engineering.

2. How are Software projects categorized?
3. Compare the traditional & modern project management methods.
4. Explain the major activities carried out by a software project manager and the
order in which these are carried out
5. Explain software project management spectrum.
6. Is an engine management system in vehicles an information system or an
embedded system? Explain.
7. Write a short note on project success and failure.
8. Explain the importance of software project management over other types of
9. projects.
10. What are the activities involved in software project management?
11. What are the different organizational paradigms?
12. Explain the COCOMO II approach for cost estimation?

M2 MODULE TEST QUESTIONS

1 Explain management spectrum in software engineering.
The Management Spectrum focuses on four key areas that determine project success:

1. People

• Most important element

• Includes developers, managers, testers, and users
• Success depends on skills, teamwork, and communication

2. Product

• Defines what is being built

• Requires clear goals, features, and requirements
• Understanding the product ensures the right outcome

3. Process

• The method or approach used to build the software (e.g., Agile, Waterfall)
• A well-defined process helps maintain quality and efficiency

4. Project

• The actual management effort

• Involves planning, scheduling, tracking, and delivery
• Uses tools and techniques to control scope, time, and cost

2 How are Software projects categorized?

 Ways of Categorizing Software Projects

1. Compulsory vs. Voluntary Users

o Compulsory: Users must use the system (e.g., business systems).
o Voluntary: Users choose to use the system (e.g., games), so requirements are less
clear.
2. Information Systems vs. Embedded Systems
o Information Systems: Support office work (e.g., stock control).
o Embedded Systems: Control machines (e.g., air conditioning).
o Operating systems fall between these, depending on context.
3. Outsourced Projects
o Parts of a project may be outsourced for cost or expertise.
o Often smaller, shorter, and harder to manage.
o Indian companies excel at outsourced software services.
4. Objective-Driven vs. Product-Driven Projects
o Product-driven: Build a specific product requested by the client.
o Objective-driven: Solve a problem, solution may not be predefined.

Projects can have two stages: recommendation → product development

3 Compare the traditional & modern project management methods.
No Aspect Traditional Project Modern Project
Management
Management
1 Planning • Follows a linear • Follows Agile or
Incremental or waterfall • iterative approaches.
Delivery approach.

• Project is planned • Delivery is broken into

in full at the start. sprints/increments..

• Deliverables are • Early and

produced at the continuous delivery of value.
end of the cycle

• Limited • Flexible to change,

flexibility to allowing ongoing planning.
accommodate
changes once
execution starts

2 Quality • Quality is • Quality is built-in

Management checked at the throughout the process.
end or at
predefined stages
• Focus is on • Continuous integration and
meeting testing.
documented
specifications
• Testing and QA • Emphasizes customer feedback and
may be done adaptability to
separately from ensure satisfaction.
development
 3 Change • Changes are • Changes are expected and embraced.
Management discouraged or
tightly controlled.
• Requires formal • Managed through backlogs, reviews,
change request and team collaboration
processes
• Viewed as a risk • Seen as opportunities to improve
to schedule and product fit and value.
cost

4 Explain the major activities carried out by a software project manager and the order in which
these are carried out
4.1 Major Activities:
It has been suggested that management involves the following activities:
● Planning – deciding what is to be done;

● Organizing – making arrangements;

● Staffing – selecting the right people for the job etc.;

● Directing – giving instructions;

● Monitoring – checking on progress;

● Controlling – taking action to remedy hold-ups;

● Innovating – coming up with new solutions;

● Representing – liaising with clients, users, developer, suppliers and other stakeholders.

4.2 Three main processes in a software project (Figure 1.2) are

1. Feasibility Study

• Assesses whether the project is worth doing

• Identifies goals, requirements, costs, and benefits
• Can be a standalone project for large systems
• Supports strategic planning and decision-making
2. Planning

• Starts if the project is deemed feasible

• Creates an outline plan for the full project
• Detailed planning is done stage-by-stage
• Plans are refined as more information becomes available

3. Project Execution

• Includes design and implementation phases

• Design defines the structure and appearance of the system
• Implementation follows the plan to build the system
• Planning and design are closely linked and may overlap

4.3 ISO 12207 Software Development Life Cycle (SDLC):

The ISO 12207 standard outlines a structured set of activities for developing software within
the broader context of a system. It emphasizes that software development is often just one part
of a larger project involving hardware, user training, and processes.

Key activities
1. Requirements Analysis

• Involves gathering functional and non-functional requirements from users and

managers.
• Covers both software-specific and broader system needs, like operator training or
infrastructure.

2. Architecture Design

• Identifies which components (software, hardware, processes) fulfil requirements.

• Considers existing systems and ensures compatibility.
• Two stages:
o System architecture design (all components)
o Software architecture design (only software components)

3. Detailed Design

• Breaks down software components into units.

• Prepares for individual coding and testing of each unit.
4. Code and Test

• Software units are written (coded) and tested individually (unit testing).

5. Integration

• Combines software and hardware components.

• Ensures the entire system works together as expected.

6. Qualification Testing

• Verifies that the integrated system meets all functional and non-functional
requirements.

7. Installation

• Makes the system operational.

• Includes software installation, setting configurations, loading data, and training users.

8. Acceptance Support

• Deals with initial issues and fixes after deployment.

• Involves minor updates and maintenance, which often form a major part of long-term
software work.
 Figure 2: ISO 12207 Software Development Life Cycle (SDLC):
5 Explain software project management spectrum.
The Management Spectrum focuses on four key areas that determine project success

1. People

• Most important element

• Includes developers, managers, testers, and users
• Success depends on skills, teamwork, and communication

2. Product

• Defines what is being built

• Requires clear goals, features, and requirements
• Understanding the product ensures the right outcome

3. Process

• The method or approach used to build the software (e.g., Agile, Waterfall)
• A well-defined process helps maintain quality and efficiency

4. Project

• The actual management effort

• Involves planning, scheduling, tracking, and delivery
• Uses tools and techniques to control scope, time, and cost

6 Is an engine management system in vehicles an information system or an embedded system?

Explain.
✅ Engine Management System (EMS) as an Embedded System:

• Definition: An embedded system is a dedicated computer system built into a larger

system to perform specific functions, often in real time.
• Function: EMS controls and monitors engine parameters such as:
o Fuel injection
o Ignition timing
o Air-fuel ratio
o Emissions control
• Real-time operation: Responds instantly to sensor inputs (e.g., temperature, oxygen,
throttle) to maintain engine performance.
• Integrated design: Uses microcontrollers, sensors, and actuators tightly embedded in
the vehicle's hardware.
• ✅ Primary classification: EMS is best categorized as an embedded system.
 🟡 EMS as an Information System:

• Definition: An information system collects, processes, stores, and uses data to support
decision-making.
• Data handling: EMS gathers data from sensors, processes it, and acts on it—similar to
information systems.
• Decision-making role: Controls engine functions based on real-time data, contributing
to overall vehicle efficiency.
• ⚠️ Secondary classification: While it fits some aspects of an information system, this
is a broader viewpoint, not the core definition.

🔍 Conclusion:

• ✅ Embedded System – the accurate and specific classification.

• 🟡 Information System – a valid but general interpretation based on data processing
functions.

7 Write a short note on project success and failure.

Project Success and Failure

• Project success means delivering:

o Agreed functionality,
o Required quality,
o On time,
o Within budget.
• Business success depends on whether benefits exceed costs, which can be affected by
external factors (e.g., market demand).

Success Factors:

o Clear and realistic goals

o Effective project planning and scheduling
o Skilled and motivated team
o Good communication among stakeholders
o Proper risk and change management
o User involvement and feedback

Failure Factors:

o Unclear or changing requirements

o Poor project planning
o Lack of technical skills
o Inadequate testing and quality control
o Weak leadership or management

Insufficient user involvement

8 Explain the importance of software project management over other types of projects.
The software industry now focuses on reusing existing components, faster delivery, and active client
involvement. Change is embraced, and project management has shifted to support these modern needs.

The Comparison between Traditional and Modern Project Management in three key areas are
discussed below
No Aspect Traditional Project Modern Project
Management Management
1 Planning Incremental • Follows a linear or • Follows Agile or iterative
Delivery waterfall approach. approaches.

• Project is planned in full • Delivery is broken into

at the start. sprints/increments..

• Deliverables are • Early and continuous

produced at the end of delivery of value.
the cycle

• Limited flexibility to • Flexible to change,

accommodate changes allowing ongoing
once execution starts planning.

2 Quality Management • Quality is checked at • Quality is built-in

the end or at predefined throughout the process.
stages
• Focus is on meeting • Continuous integration and
documented testing.
specifications
• Testing and QA may be • Emphasizes customer
done separately from feedback and adaptability
development to ensure satisfaction.
3 Change Management • Changes are discouraged • Changes are expected
or tightly and embraced.
controlled.
• Requires formal change • Managed through
request processes backlogs, reviews, and
team collaboration
• Viewed as a risk to • Seen as opportunities to
schedule and cost improve product fit and
value.
9 What are the different organizational paradigms?