IT Passport Examination (IP) | Management Questions on Estimation, Progress, Quality, and Service Operations 04

The function point method evaluates size from user-visible functions such as inputs, outputs, inquiries, and internal files. It can therefore be used during requirements definition before an implementation language is chosen. Converting functional size into effort or duration still requires factors such as organizational productivity, development environment, and difficulty.

Relative estimation evaluates size or complexity by comparison with a reference item. A story judged about twice as large can reasonably be rated around 6 points. Points are not person-days. Converting them into a schedule requires evidence such as how many points this team has completed in prior iterations.

EV is ¥2 million below PV, so less work has been earned than planned for this point and progress is behind. EV is also ¥1 million below AC, meaning ¥9 million was spent to obtain ¥8 million worth of progress, so cost performance is unfavorable. Comparing only AC with PV ignores how much work was actually accomplished.

Before the change, path X takes 8 days and path Y takes 10, so Y is the critical path and total duration is 10 days. Extending its 6-day task by 2 days makes path Y and the project 12 days long. Durations of parallel paths are not all added together; completion is governed by the longest start-to-finish path.

A retrospective examines how the team works and collaborates, then selects a concrete improvement to try in the next iteration. Rotating the reviewer and measuring waiting time creates a testable response to the observed bottleneck. Merely blaming an individual is unlikely to reveal or improve the underlying process.

A product backlog is not a fixed list. Its order is continually reconsidered according to value, deadlines, risk, and other factors. Here, placing the request high among candidates for the next sprint reflects its deadline. Injecting work without control into the current sprint would undermine its goal and predictability.

In acceptance testing, the acquiring organization uses the system in its intended operating environment, with supplier support, to verify that it fulfills the business purpose and acceptance criteria. Supplier-side unit testing is necessary but does not by itself confirm that the acquirer's business requirements are met.

The execution rate is 80 executed tests divided by 100 planned tests, or 80%. The pass rate among executed tests is 72 passed divided by 80 executed, or 90%. The value 72 divided by 100 is the share of all planned tests already passed, which uses a different denominator from the pass rate asked for here.

Incident priority is based on impact and urgency, not arrival time alone. A company-wide payment outage has broad business impact, so it should be recorded as high priority and promptly escalated to the specialists needed for restoration. The minor request should also remain recorded for later handling.

Availability is 90 / (90 + 10) = 90 / 100 = 0.9, or 90%. Availability can be improved by increasing mean time between failures or reducing mean time to repair. In practice, the service's measurement definition, including whether planned downtime is counted, must also be checked.