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平成22年度 春期 ITパスポート試験 問92

This question's explanation and your answers so far.

問92
頻出度★★★

Sさんは,在庫管理システム(以下,システムという)を構築するプロジェクトに参加することになった。 システムの開発計画は,プロジェクトにおける成果物及び完了基準を明確にした上で,作業分割,作業内容定義,作業順序設定,作業期間見積り,スケジュール作成の五つのステップに分けて順に実施される。 (1) 作業分割では,WBS(Work Breakdown Structure)を用いて,成果物の作成作業を細分化する。WBS は,全体の作業を分割し,その構成要素を階層構造として整理したものである。 (2) 作業内容定義では,分割した各作業の成果物と工数を定義する。 (3) 作業順序設定では,作業間の前後関係を決定する。 (4) 作業期間見積りでは,作業の工数を要員数で割ることで,作業期間を求める。 (5) スケジュール作成では,各作業期間を基に開始日と終了日を決定する。 Sさんは,先輩の指導の下で,図に示す WBS によるシステムの作業分割を実施した。 Sさんは,作業期間見積りを行い,作業期間を基に作業の開始日と終了日を決定し,スケジュール作成を行った。次の表はスケジュールの一部を示したものである。スケジュールを見た先輩から誤りを指摘された。Sさんが受けた指摘として,適切なものはどれか。次の図は6月のカレンダであり,土日は作業を行わないものとする。

作業1作業2作業3作業4作業5成果物担当工数(人日)作業開始日作業終了日
サブシステム1ソフトウェア詳細設計ソフトウェアインタフェース詳細設計画面設計画面一覧画面一覧表田中46月3日(網掛け)
画面フロー画面フロー図田中66月9日(網掛け)
画面レイアウト画面レイアウト図鈴木36月9日(網掛け)
画面入出力項目画面入出力項目定義書鈴木26月12日(網掛け)
帳票設計帳票一覧帳票一覧表佐藤56月6日(網掛け)
帳票レイアウト帳票レイアウト図佐藤・田中106月13日6月19日

注 同じ名字の担当はいない。網掛けの部分は,表示していない。 6月のカレンダ

日月火水木金土
1234567
891011121314
15161718192021
22232425262728
2930
出典 平成22年度 春期 ITパスポート試験 問92
解説

問 92

  • Incorrectア

    This calculation assumes that the 10 person-days are absorbed by a single assignee. Counting 10 working days from June 13 does give Jun 13, 16, 17, 18, 19, 20, 23, 24, 25, and 26, that is June 26; but the report layout is assigned to two people, Sato and Tanaka, so the duration required is 10 person-days / 2 people = 5 days. A finish date of June 26 therefore ignores the number of assignees and is wrong.

  • イ

    正解 The correct answer is イ. First check the calendar: June 1 falls on a Sunday, and no work is done on Saturdays or Sundays, so the working days are Jun 2-6, Jun 9-13, Jun 16-20, Jun 23-27, and Jun 30. Now follow Tanaka's tasks in order. The screen list starts on June 3 and takes 4 person-days, so it uses the 4 working days Jun 3, 4, 5, and 6 and finishes on June 6. The screen flow that follows starts on June 9 and takes 6 person-days, so it uses the 6 working days Jun 9, 10, 11, 12, 13, and 16 and finishes on June 16. Meanwhile, the report layout is assigned to two people, Sato and Tanaka, with an effort of 10 person-days, and Mr. S set it to start on June 13 and finish on June 19. The working days in that period are Jun 13, 16, 17, 18, and 19, that is 5 days, and 5 days x 2 people = 10 person-days, so the effort arithmetic alone does work out. However, Tanaka is assigned to the screen flow up to June 16, so on June 13 and June 16 he would be doing the screen flow and the report layout at the same time, which is a double assignment. Because the work overlaps with the assignee's preceding task, this schedule cannot secure two people's worth of effort, and the finish date cannot be set to June 19. That is the appropriate criticism from the senior colleague.

  • Incorrectウ

    Focusing on the fact that two people are assigned is correct, but the number of days falls short. From June 13 to June 18 there are only 4 working days, Jun 13, 16, 17, and 18, and 4 days x 2 people = 8 person-days, which does not cover 10 person-days. Two people need 5 working days to complete 10 person-days, so the earliest possible finish is June 19. The claim that the finish date can be set to June 18 therefore does not hold.

  • Incorrectエ

    A work duration is determined by effort divided by the number of people assigned, so a task does not need a longer duration merely because its effort is larger than that of other tasks. In this table too, the 10 person-days are kept within 5 days by splitting them between two people. Moreover, this is only general advice and does not point out any concrete error contained in Mr. S's schedule, so it is not an appropriate criticism of an error.

ここがポイント
  • To compute a work duration, use effort (person-days) / number of people assigned = number of days required, then lay those days out on the calendar counting only working days, excluding Saturdays, Sundays, and holidays. Note that the start date itself counts as one day.
  • The validity of a schedule must be checked not only by the effort arithmetic but also by each person's availability. If the same assignee is already occupied with another task during the same period, the result is a double assignment (an overloaded resource), and a schedule that works on paper cannot actually be carried out.
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