20080908 the software development life cycle sdlc
TRANSCRIPT
Daniel C. Yeomans, PMP, CMQ/OE, CIE, FOFFor Puget Sound PMISeptember 2008
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Presentation OverviewPresentation OverviewThe Software Development Life Cycle (SDLC) is a framework used by many project managers. We will explore the SDLC in detail and discuss the
What is the SDLC and what are its phases, key milestones, d k d l bl
p j g pfollowing points:
and key deliverablesHow does the SDLC compare to the traditional PMI modelWhat key project management documents are generated by th SDLC d h d th t d t ti the SDLC and how do they compare to documentation generated by the PMI modelWhat skill sets should a project manager for SDLC projects possess above and beyond traditional competency possess above and beyond traditional competency requirements under PMIWhat are key issues and challenges faced by the SDLC project managerp j g
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Project Management & The SDLCProject Management & The SDLC
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Definition Phases Deliverables & MilestonesDefinition, Phases, Deliverables, & Milestones
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What is the SDLCThe SDLC is a high level framework of tasks and checkpoints which applies to projects that are developing or changing corporate business applicationsor changing corporate business applicationsThe SDLC is prescriptive of “what” tasks need done, with flexibility in “how” project teams complete the tasks. It helps ensure compliance with policies and processes that are required when delivering software solutionssolutionsThe SDLC is based on proven methodologies, and also incorporates principles from PMI (Project Management I i ) d h d d Institute) and other standards groups.
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SDLC: Key Phases
Th SDLC C t i h h f hi h The SDLC Contains 7 phases, each of which contains several “processes” which enable l i l i f l t d t k il t logical grouping of related tasks , milestones, and deliverables.
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SDLC Key Deliverables and Milestones b Ph (V i b C ti )by Phase (Varies by Corporation)Phase Key Deliverables Phase Review Milestone
Initiate ►Program Plan (Management & Delivery Pre Baseline ApprovalInitiate Delivery
►Program Plan (Management & Delivery Approach)
►Project Charter►Project Set‐Up and Kick‐off
Pre‐Baseline Approval► Review scope, schedule, assumptions, risks, etc.► Authorize team to begin Design phase
Requirements ►Business Use Cases Pre‐Baseline Approval (Formal)►Business Requirements Documents (BRD)►Process Controls►Risk Assessments
► Review scope, funding and schedule, assumptions, risks, etc.
► Authorize team to begin Design phase
Design ►System Use Cases►Functional & Technical Designs
Baseline Signoff (Formal)►Confirm Designs►Functional & Technical Designs
►Master Test, Training, UAT Plans►Baseline Project Plan
►Confirm Designs►Review scope, cost, schedule, assumptions, risks►Authorize team to begin Build Phase
Build ►Create Code►Define Test Cases
Code Complete
►Define Training & Rollout Plans
Stabilize ►System Testing and UAT►Confirm operations & deploy details
Deploy Go/No‐Go Approval (Formal)►Key Stakeholders authorize deployment
Deploy ►Deploy Application or new code Go‐Live
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Deploy ►Deploy Application or new code,►Verify Operations Support materials updated
Go Live►Business, IT, Support Teams confirm stability
Close ►Confirm stability, adoption, etc Close►Finalize all project details to complete project
Similarities and DifferencesSimilarities and Differences
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SDLC & PMI Model
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Documentation and Deliverables ComparisonDocumentation and Deliverables Comparison
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Project Initiation vs. Initiate Delivery and Requirements
PMI (Initiation) SDLC( Initiate Delivery & Requirements)
Project Charter Project CharterProject CharterAuthorize PlanningAssign PM
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Project CharterProject Start Up ChecklistsProject Definition
k h ldGain SponsorshipHigh Level ScopeTime and Cost Information
Key StakeholdersBusiness Requirements Document
RiskPreliminary Scope Statement
Add input from sponsor
Define Business NeedBusiness Use CasesProcess ControlAdd input from sponsor
Greater Scope DetailPre‐Baseline
Process ControlRiskImpact Assessment
lPre‐Baseline
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Project Planning vs. Design
PMI (Planning) SDLC( Design)
Project Management Plan Functional Specifications (How)Project Management PlanScope BaselineSchedule Baseline
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Functional Specifications (How)System Use CasesConfiguration Management
Master Test PlanCost BaselineQuality BaselineRACI/Staffing Plan
Master Test PlanUser Role SegmentationRisk Assessment
Communications PlanRisk PlanProcurement Plan
Communications PlanTraining PlanConversion/Transition PlanProcurement Plan
Baseline
/BC/DRUser Acceptance Testing PlanBaselineBaseline
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Project Executing vs. Build
PMI (Executing) SDLC( Build)
Follow the Plan Follow the PlanFollow the PlanBuild the Product or ServiceQuality Assurancef b
Follow the PlanComplete codeTest code
dInformation DistributionImplement Approved Changes
Conduct UATReview training plans
Implement Approved g p ppChanges
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Project Monitor & Controlling vs. StabilizePMI (Monitor and Controlling) SDLC( Stabilize)
Ch k th PlCheck the PlanScope VerificationScope Control
Check the PlanChange ManagementFinalize UATp
Schedule & Cost ControlQuality ControlManage Team &
Go/No Go MeetingImplement Approved ChangesManage Team &
StakeholdersReport PerformanceRi k M it & C t l
Changes
Risk Monitor & ControlRecommend and Approve Changes
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Project Closing vs. Deploy & Close
PMI (Closing) SDLC( Deploy and Close)
G LiFormal ClosureFormal AcceptanceAdministration
Go LiveDeploy the Application
Formal ClosureClose Contracts
Next StepsBC/DR ConsiderationsFormal AcceptanceAdministrationAdministrationClose Contracts
Next Steps
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Required Skill SetsRequired Skill Sets
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The SDLC Project Manager General Skills InventorySkill CommentSkill Comment
Action Oriented Pursue work with energy, drive, and strong accomplishment orientation
Composure You will face tough situations and be involved in difficultconversations
Conviction and Understand the steps and rules. Hold others accountable to Conviction and Courage
Understand the steps and rules. Hold others accountable to same
Deal with Ambiguity Think and write “SMART”. Be able to find the “diamond in the rough”g
Self Confidence Know the job and the product. Understand the customers need. Be willing to say “no”
Decision Making Be willing to make tough decisions or find someone who is Decision Making Be willing to make tough decisions or find someone who is. Learn “root cause” analysis methods
ChangeManagement
Understand current processes and how they will be impacted. Manage change (OCM)
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Management Manage change (OCM)
Customer Focus & Team Focus
Be able to listen to customers needs and help define business requirements. Mesh needs of customer to team
Additional Skill Set RequirementsAdditional Skill Set Requirements
Effective CommunicationLeadershipMotivationNegotiationConflict ManagementProblem Solving
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What You Are In For! The “Top 3”What You Are In For! The Top 3
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Issue 1: Scope Management Challenges
Issue 2: CommunicationsThe “Matrix”Competing InterestsLack of CapacityAmbiguityStakeholders—Who is on first?Hidden AgendasWhere’s the “WII‐FM”?Responsibility vs. Authority
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Issue 3: Cost, Time, and Quality, , yResource Constraints
Integration and StarvationIntegration and StarvationLack of Key Skill SetsCompeting Prioritiesp gScope Creep and Change
Time ConstraintsI want it now—and I want it rightNo Chance to balance the triangleg
QualityWhat does success look like?
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Do we really know what we want?
Thank You—Questions?
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