system development life cycle (sdlc) - part i
DESCRIPTION
System Development Life Cycle (SDLC) is a systematic frameworks that helps to deliver products on time with high quality. This presentation gives some real time case studies and establishes case for having a standard framework. It also covers major phases involved in product development.TRANSCRIPT
System Development Life
Cycle (SDLC)Day-1
Team Emertxe
Course span-out
Some fundamentals
Get the basics right
SDLC and related areas are very critical for engineers
Technical success v/s business success
• Building technically great product is nice
• Making them commercially successful is the key
Standard frameworks like SDLC helps to do that
Evolved over three decades
Let us get our basics right!
What customer wants?
A small game
Need 6 volunteers
Customer need
I want an Embedded device with 40$ price with device
performance as the key priority.
I would like to have a NOR flash with 20 MB space with
1 MB RAM.
User experience should be really excellent.
I can compromise on price for performance and user
experience. Quality is a non-negotiable item
What actually happens?
Challenge 1: How to understand customer’s exact needs?
How do I deliver?
Assuming customer challenges are understood, how to
deliver the product?
How do I ensure:
• Quality of end product is very good
• Customer perceives quality
• Control quality in my product development
• Make it repeatable and scalable
Often perceived as trust, brand, goodwill etc…
Challenge 2: How do I deliver a quality product?
Case studies
Outsourcing blues Ajay is an owner of small business, which has partnered with Arun’s
organization for re-branding
This includes our logo, caption, digital identity, website, branding artifacts, social media etc
During vendor evaluation, Ajay was very happy with Arun’s capability and awarded the project
As time progressed Ajay observed the following:• Consistently not keeping up with time commitments
• Delays in responding to emails, phone-calls, no-response
• Quality issues (Broken defect fixes, implementation flaws etc…)
• Behavioral problems (“you didn’t tell this before!”, “It’s your problem”, “Why should I fix this?”, “you check this first!”)
Ponder upon:• What are the possibilities of problems with Arun?
• What experience Ajay is getting out of this activity?
• Would Ajay recommend Arun to his other business associates?
Key observations: Planning, Estimation, Team capability and skills
eCommerce project
One of the newly formed company came up with idea of selling niche products online
They came up with an online portal which has excellent UI, e-commerce and product listings
During product development and testing everything worked fine
Product was successfully launched on-time, initial customer reviews were very positive
Traffic to the website suddenly stared picking up for which the site couldn’t handle. This resulted in multiple transaction failures, delays and incorrect shipments
This created a crisis in the organization
Ponder upon:
• What did the company do right?
• Where did they go wrong?
• What element did they miss during product requirement gathering?
Key observations: Non-functional requirement handling (scalability, security,
regulation compliance, high-availability etc..)
Bad news
Subbu was project manager, heading a complex system integration project by combining many modules
He understood the importance of making all modules working together and created a system integration plan
During initial days none of the modules worked well with each other created a lot of issues
In senior management meetings he raised it as a ‘RISK’ item and consistently raised alarm, which initially created some confusion
To address these issues an expert team was formed who figured out all issues and solved the integration problem
Product was released on time, customer was happy
Ponder upon: • What did Subbu do right?
• Confusion caused by Subbu initially was correct or wrong?
• What would be the side effects if Subbu didn’t raise issues on time?
Key observations: Risk raising and mitigation, Early handling, Being paranoid
Estimation challenges
Ram was team leader of device driver team. For a new project he was asked to estimate the time required to complete it.
In the recent department change, Ram ended up getting experienced engineers who were completely new to the device driver domain.
Ram went with his initial estimation and started the project
Team members started feeling the heat when they actually started implementing the project. With lesser or no previous knowledge about device drivers, team was struggling
Customer reported quality issues in the deliverable. Both Ram and team were frustrated for letting each other down
Ponder upon: • What did Ram do incorrectly?
• How the team would have felt in the situation?
• If you were asked to take charge of project, what would you do?
Key observations: Team competency in estimation, Importance of estimation,
Team training and development, Customer expectations
Process for Process
Chaithra was a highly quality conscious project manager who strongly believes in establishing strong processes. Starting from the scratch she built quality system of her team, which delivered quality products consistently to customers. Chaithra and her team was highly regarded as ‘champions-of-quality’.
However over a period of time, team started introducing too many new processes and created a “checklist-and-approval” culture. For anything and everything it became a world of excel sheets, check-lists, and introducing new templates.
Senior technical and management members started enjoying this “approval” based culture as they started enjoying the “pseudo power” that came along with
Over a period of time customers started observing that Chaithra’s team is slow in delivering products
Ponder upon: • What was the problem with Chaithra?
• Process based approach followed by the team is correct or incorrect?
• Why the customer is feeling delay in product releases?
Key observations: Process should help team and customer, Keeping it simple,
Impact of process in team culture
Challenges in Product development
Two challenges
How to understand customer
requirements?
How to deliver on-time with
high quality?
Requirements
Quality & Time
Processes
Parameter Aravind Benchmark
Number of operation 400 / month 25 / month
Post infection cases 4 / 10000 patients 6 / 10000 patients
Time taken for operation 10 minutes 30 minutes
Key point: Make it as a standard, Make it repeatable and scalable
SDLC - Introduction
What is SDLC?
System Development Life Cycle
A conceptual model used in project management
Describes the stages involved, from an initial
feasibility study through maintenance
Why SDLC?
To have a successful system
To execute large projects
To understand customer requirements
To deliver on-time with high quality
Process framework
Failures Schedule slippage
• No planning of development work (e.g. no milestones defined)
• No control or review
Cost over-runs• Poor understanding of cost and effort by both developer
and user
Does not solve user’s problem• Deliverables to user not identified
• Poor understanding of user requirements
Poor quality of software• Technical incompetence of developers
Poor maintainability
Success
Taking an “engineering” approach - To design, develop (build, fabricate) an artefact that meets specifications efficiently, cost-effectively and ensuring quality
That comes from:• Attempt to estimate cost/effort
• Plan and schedule work
• Involve user in defining requirements
• Identify stages in development
• Define clear milestones so that progress can be measured
• Schedule reviews both for control and quality
• Define deliverables
• Plan extensive testing
Process
Process consists of activities/steps to be carried out in
a particular order
Software process deals with both technical and
management issues
Process Types
Process - Manage the project• Defines project planning and control
• Effort estimations made and schedule prepared
• Resources are provided
• Feedback taken for quality assurance
• Monitoring done.
Process – Change & Configuration management• Resolving requests for changes
• Defining versions, their compositions
• Release control
Process - For managing processes • Improving the processes based on new techniques, tools, etc.
• Standardizations and certifications (ISO, CMM)
Steps in process
Each step has a well-defined objective
Requires people with specific skills
Takes specific inputs and produces well-defined outputs
Step defines when it may begin (entry criteria) and
when it ends (exit criteria)
Uses specific techniques, tools, guidelines,
conventions.
Characteristics
Precisely defined
Predictable
Quality
Statistically controlled
Supports testing and maintainability
Facilitates early detection of and removal of defects
Facilitate monitoring and improvement
SDLC - Phases
Initiation
Is this project worth doing?
Defining the project scope
Key deliverable is a
feasibility report
Concept Development
Feasibility Study (will it work?)
Identify system interfaces.
Identify basic functional and data requirements to satisfy the business need.
Cost/Benefit Analysis (is the cost really worth it?)
System Boundary (how far should the project go?)
Risk Management (what will happen if we don't do it?)
Planning
During this phase, a plan is developed that documents the approach to be used
It includes a discussion of methods, tools, tasks, resources, project schedules, and user input.
Personnel assignments, costs, project schedule, and target dates are established.
A Project Management Plan is created
Feasibility study
Economic • Cost / Benefit Analysis
Technical• Hardware, Software,
People etc.
• Identify and estimate to see if user needs can be satisfied using current techniques and technologies.
Legal
Alternative• More tan one way
would be possible
Requirement Analysis
Define the client’s requirements
Further define and refine the functional and data requirements and document them in the Requirements Document.
Develop detailed data and process models including system inputs and outputs.
Develop the test and evaluation requirements that will be used to determine acceptable system performance.
Design
Define how the system will be implemented
Generate a number of design options based on technical, operational, economic, scheduling and tendering constraints
The client selects the best option for their needs (assess feasibility again)
Acquire the necessary hardware and software
Design interfaces, databases, networks as required
Specify integration requirements and software requirements (programs)
Implementation Build and deliver the system
Build/modify databases and networks as required
Build and test programs• Acceptance testing, user
documentation, user training, maintenance procedures
Prepare users for new system
Finalize system and technical documentation
Install the system
Integration & Testing
Subsystem integration, system, security, and user acceptance testing is conducted.
The user, with those responsible for quality assurance, validates that the functional requirements, as defined in the functional requirements document, are satisfied by the developed or modified system.
Deployment This phase is initiated after the
system has been tested and accepted by the user.
The system is installed to support the intended business functions.
System performance is compared to performance objectives established during the planning phase.
Implementation includes user notification, user training, installation of hardware, installation of software onto production computers, and integration of the system into daily work processes.
Evaluation
Evaluation measures how well the original ambitions of the new system (i.e. the logical design laid down during the analysis phase) have been achieved.
Evaluation doesn't really serve to improve the system that is being evaluated; it serves to improve the next system you will work on
Evaluation
Typical evaluation criteria include:• Speed
• Accuracy
• Quality of output
• Reliability
• Cost of operation
• Attractiveness
• Ease of use
• Robustness
• Capacity
• Compatibility with other systems
• Functionality (does it have the features it needs?)
• Security
• Flexibility (can it be upgraded, modified, adapted, tweaked, configured?)
• Size, portability
Support & Maintenance
Corrective - fix errors
Adaptive - satisfy
changing needs
Perfective - enhance
performance
Preventative - fix
potential problems
Templates overview
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