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| (T or F) McLendon and Weinberg define congruence as the ability to avoid blaming another person if a software project gets derailed. |
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In an incongruent organization, an individual might (check all that apply):
a. ______ be afraid to speak what is on his / her mind.
b. ______ not even be aware of his / her innermost feelings.
c. ______ be tempted to lie in order to protect himself / herself. |
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| (T or F) In a blaming organization, energy shifts from a focus on solving problems to a focus on avoiding blame. |
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Some of the technical implications of a blaming culture are (check all that apply):
a. _______ People are unwilling to commit to plans, because they realize that the plans are unrealistic.
b. _______ People avoid coming forth with creative ideas for solving a problem, because they are afraid that they will be blamed if their solution does not work.
c. _______ People who are competent enough to remain focused on the job need to spend large amounts of time checking on the reliability of others’ communications.
d. ______ People devote too much time discussing and to trying to correct the work culture and not enough time on trying to fix the technical problem. |
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Properties of a congruent organization include (check all that apply):
a. ________ People commit to plans only after open negotiation, so plans are more likely to be realistic in the first place.
b. ________ Because the environment is congruent, little or no time needs to be spent on assuring the reliability of communications.
c. ________ Because of honest communications, people will be reluctant to contribute radically new ideas, because they realize that they will be roundly criticized. |
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| (T or F) According to McLendon and Weinberg, achieving congruence is a management issue. There is little or nothing that the individual developer can do to create an atmosphere of congruence. |
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Which of the following aspects of industry software development does Ryan Fleming criticize in his article (Check all that apply)?
a. ____ The use of CMM without adequate training
b. ____ Making random, pseudo-logical code changes in order to solve a problem with a program
c. ____ The tendency to buy into the latest tools or tricks |
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| (T or F) According to Ryan Fleming, a development process is primarily an interpersonal undertaking, not a technical one. |
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| Give a brief description of the “Hey, you touched it last” phenomenon described in Ryan Fleming’s article. |
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| “Touching” software means altering it. Since all source code at the company was stored in a code management system, each revision is tagged with the name of the person who last checked it in, which makes it simple to determine who touched a program last. |
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Which of the following is not one of the implications of the “Hey, you touched it last” phenomenon according to Ryan Fleming (Check one)
_____ People will resist making recommendations of change, since they will be saddled with the task.
_____ People will try to become possessive of the software, defeating the idea of “egoless programming”
_____ Knowledge is less widely distributed than it would be if this tendency were not present.
_____ Developers get chained to the systems that they maintain and do not get a chance to participate in new development efforts. |
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| (T or F) Ryan Fleming found that the single most important factor in success in the workplace was years of experience in the workplace. |
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| (T of F) Conflict played no role in the team meetings that were observed by Diane Waltz and her colleagues in their research. |
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| (T or F) One reason it took so long for the software design team to finish their work was that they spent so much time filling in new team members on what they were attempting to do. |
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| (T or F) One implication of the Diane Waltz paper is that knowledge acquisition should not be part of the software process. Knowledge acquisition is the responsibility of team members before they become part of a development team. |
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| (T or F) Any team member who attempts to play the role of the devil’s advocate should either be expelled or disciplined. |
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| (T or F) The design team at MCC used effective tools to assure team memory. Thus, there were few disagreements about what had been decided earlier. |
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Diane Waltz and her colleagues learned the following things relating to staffing a software project:
a. _______ Match people carefully with the tasks that they will be performing.
b. _______ Bring in as many people as possible that have the requisite knowledge skills. The more the better.
c. _______ In creating a software design team, bring in people based on their technical skills alone. Don’t get derailed into considering personality and factors of that nature.
d. _______ Years of experience is a key predictor of performance. That is, the more experience, the better the performance. |
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