TIFKK7Ch03 - Chapter 3 Systems Analysis and Design 3-1...

Info iconThis preview shows pages 1–2. Sign up to view the full content.

View Full Document Right Arrow Icon
Chapter 3 Systems Analysis and Design 3-1 Chapter 3 True-False 1. Feedback gives information about the gap between actual and intended performance. T (p. 58) 2. Analysts should have little interest in improving worker satisfaction with the system. F (p. 58) 3. Objectives are major, independent pieces of the problem. F (p. 59) 4. Requirements on a problem definition include the word "not." F (p. 60) 5. After the objectives are stated, the relative importance of the issues or objectives must be determined. T (p. 60) 6. When trying to define the problems, try to witness the problem first hand. T (p. 60) 7. Prospective projects should be examined from a systems perspective in order to consider the impact of the proposed change on the entire organization. T (p. 63) 8. Reducing errors of data input is a legitimate object of systems projects. T (p. 64) 9. A feasibility impact grid is used to show how each system component affects corporate objectives. T (p. 65) 10. The objectives for the project should be cleared formally on paper as well as informally through talking to people in the business. T (p. 66) 11. Economic feasibility includes the cost of operating the system, but not the cost of the systems analysis team. F (p. 67) 12. Technical feasibility is dependent upon determining human resources for the project. F (p. 67) 13. Judging the feasibility of a proposed systems project is usually a clear-cut decision. F (p. 68) 14. A commitment from management to conduct a feasibility study means that the proposed system is accepted. F (p. 68) 15. Using a weighted average formula to determine expected activity times is probably the best strategy for estimating those times. F (p. 70) 16. The main advantage of the PERT diagram is its simplicity. F (p. 71) 17. PERT is an acronym for Program Evaluation and Review Techniques. T (p. 71) 18. PERT is useful when activities can be done in parallel rather than in sequence. T (p. 71) 19. The length of the arrows in a PERT diagram has a direct relationship with the duration of the activity. F (p. 71) 20. The critical path is defined as the most expensive path. F (p. 72) 21. PERT diagrams occasionally need to use dummy activities to preserve the logic. T (p. 72) 22. An advantage of PERT diagrams is the easy determination of slack time. T (p. 73) 23. Personal information manager software can perform analysis of Gantt charts and PERT diagrams. F (p. 75) 24. The project manager is often the lead systems analyst. T (p. 76) 25. The function point count that is used to estimate lines of code is constant for various programming languages. F (p. 79) 26. Studies have shown that about 60 percent of all projects succeed. F (p. 80) 27. When assembling a team, a project manager should look for people with both experience and enthusiasm. T (p. 82) 28. A dysfunctional norm is a norm that may make team members squander precious resources. T (p. 83) 29. COTS software packages are used “as is” and do not support customization. F (p.84)
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Image of page 2
This is the end of the preview. Sign up to access the rest of the document.

Page1 / 11

TIFKK7Ch03 - Chapter 3 Systems Analysis and Design 3-1...

This preview shows document pages 1 - 2. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online