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EESYS-IITP-B/EESYS-IITP-B.tex

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+\input{../settings/settings}
+
+\begin{document}
+	% Hier Klausurenbezeichnung anpassen
+	\examtitle
+		% Klausurenbezeichnung – bitte im Format <Modulkürzel>: <Modul-Volltext>
+		{EESYS-IITP-B:\\ Internationales IT Projektmanagement}
+		% Dozent – bitte vollständige Anrede verwenden
+		{Prof. Dr. Thorsten Staake}
+		% Semesterbezeichnung – bitte vollsändig ausschreiben: <Wintersemester 18/19>
+		% Bitte nicht <WiSe 18/19>
+		{Sommersemester 18}
+		% Bearbeitungszeit: <90> Minuten
+		{??}
+		% Zugelassene Hilfsmittel, ansonsten bitte LEER lassen
+		{??}
+
+%
+% Dokument ab hier :)
+%
+
+\section{General questions on projects 6pts}
+
+\subsection{}
+What characteristics distinguish a typical project from operations? Name two such characteristics. 2pts
+
+\subsection{}
+What are the three general dimesnsions (or goals) of project management? 1,5pts
+
+\subsection{}
+A formalized project management often imposes strict rules on the project team and creates a hierarchical structure. Why does a formalized project management (in contrast to self-organized group work) nevertheless often increeases the statisfaction within teams? Name five typical reasons why project management can contribute to team satisfaction. 2,5pts
+
+
+\section{Agile project management 26pts}
+\subsection{}
+Scrum is gaining popularity as a methode to support agile software projects. Please provide a sketch/drawing that illustrates how Scrum works and that includes the important process, meetings, and tools. 5pts
+\subsection{}
+What typically happens during the Sprint Planning Meeting? 4pts
+\subsection{}
+Timeboxing is an important concept in Scum (<-- Note of the author: This typo really stood there). Why is timeboxing helpful? What speaks for short timeboxes, what for long timeboxes for individual sprints? 5pts
+\subsection{}
+In Scrum, how and when are changes to requirements introduced? 2pts
+\subsection{}
+What are the key responsibilities of the Product Owner and the Scrum Master? 5pts
+\subsection{}
+Name three typical hurdles that large, traditional companies often encounter when introducing agile project management techniques. 3pts
+\subsection{}
+Why is it often problematic to use Scrum in very large projects? 2pts
+
+\section{Requirements gathering 13pts}
+\subsection{}
+Name two advantages and two disadvantages for each of the following approaches to requirements gathering: pts6
+\begin{enumerate}
+    \item Requirements Reuse
+    \item Business Process Diagramming
+    \item Prototyping
+\end{enumerate}
+
+\subsection{}
+Explain the difference of functional and non-functional requirements and give two specific example for each type of requirement. 3pts
+
+\subsection{}
+Briefly discuss the statement " we use agile development methodes, so we learn and adjust while we develop. Consequently, we do not have to spend much time on requirements gathering". 4pts
+
+\section{Estimation of required resources 10pts}
+\subsection{}
+Explain the differences between \glqq duration\grqq\ and \glqq effort\grqq? 2pts
+\subsection{}
+The expected value and the standard deviation of an estimate of project effort or cost can be determined approximatively with the help of the "Three-Point-Methode". In most cases, a Beta distribution is used as an approximateion of the underlying random process. Calculate the expected time and standard deviation fot the estimates optimistic = 5 person days; pessimistic = 20 person days; most likely = 13 person days. 3pts
+\subsection{}
+Very often, the absolute precition of estimations increases with the progress of the project. Name two major reasons for this increasing precition. 2pts
+\subsection{}
+In traditional project management, project managers often rely on estimates regarding workload of individual tasks provided by members of the project team. Why does a reasonable way of a manager to deal with errors helps to obtain realistic estimates? 3pts
+
+\section{Scheduling 14pts}
+\subsection{}
+For the following conditions, prepare the task scheduling in accordance to activity on node OR activity on arrow modeling. Choose an understandable notation and provide a legend for your drawing if need. 4pts
+\begin{itemize}
+    \item A, B and C have to be executed sequentially (first A, then B, then C);they can only start when the preceding tasks have been completed.
+    \item D, E, and F have to bee executed sequentially (first D, then E, then F); they can only start when the preceding tasks have been completed.
+    \item D can only start when A is finished and F can only start when B is finished.
+    \item G can only start when C and F are finished.
+\end{itemize}
+\subsection{}
+Given the activity on node diagram below. Calculate the start and end dates (early and late) for all task and write your results on each node. Highlight the critical path in the diagram. 6pts
+
+\image{1}{./EESYS-IITP-B_A5b.jpg}{}{}
+
+\subsection{}
+Given the (different) activitiy  on node diagram below. Calculate the four floats (total float, free float, interfering float, and independent float) of the tasks F and I. 4pts
+
+\image{1}{./EESYS-IITP-B_A5c.jpg}{}{}
+
+\section{Team motivation and mitigation of conflicts 7pts}
+\subsection{}
+In the literature on employee motivation, many authors (following Herzberg) distinguish between "hygiene factors\grqq\ and "motivational factors".
+\subsubsection{}
+Briefly explain this "dual-factor theory\grqq\ in your own words. 2pts
+\subsubsection{}
+Is a fixed income typically regarded as a hygiene factor or a motivational factor \glqq opportunity to develop personally"? 1pts
+\subsubsection{}
+Briefly criticize the Herzberg's model of "hygiene factors\grqq\ and "motivational factors". 2pts
+\subsection{}
+Why are bonuses that are paid individually to members of a scrum often no suitable incentives? 2pts
+
+\end{document}