Chapter 2&3: Software Development Life Cycle (SDLC) and Project Management Process

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1 Chapter 2&3: Software Development Life Cycle (SDLC) and Project Management Process Groups Dr. Kawther Saeedi I. Heba Gamal

2 Agenda Software Development Life Cycle (SDLC) Software Development stages SDLC models Agile project Management Project Management (PM) Process Groups PM knowledge Areas PM Process Groups and Knowledge areas Chapter Summary

3 Software Development Life Cycle (SDLC) (SDLC) is a framework for describing the phases involved in developing and maintaining information systems. The common SDLC phases: Analysis Design Implementation Testing Support

4 Software Development Life Cycle (SDLC) Examples of different IT project Phases: Purchasing New Software: Requirement analysis, Researching, Analyzing, Purchasing, Installing new hardware and software, support (no development). Modifications existing software: Requirement analysis, Design solution, Implementation, testing and support. Integrate two applications: Requirement analysis, analysis existing systems, Design solution, Implementation, testing and support. Outsourcing Requirement analysis, Outsourcing contract, Outsourced Implementation, Outsourced testing and Outsourced support. Communication at all project phases.

5 Software Development projects Predictive life cycle: the scope of the project can be clearly articulated and the schedule and cost can be predicted Adaptive Software Development (ASD) life cycle: requirements cannot be clearly expressed early in the life cycle, projects are mission driven and component based, using time-based cycles to meet target dates

6 Example of SDLC models Waterfall model Spiral model Incremental build model Prototyping model RAD model Agile software development

7 waterfall life cycle model Well-defined, linear stages of systems development and support Built FIGURE 2-5 Waterfall life cycle models SDLC PM Process Groups PM Process Groups and Knowledge areas

8 Spiral Model Shows that software is developed using an iterative or spiral approach rather than a linear approach FIGURE 2-5 Spiral life cycle models

9 Incremental build model Provides for progressive development of operational software Design Implementation Testing Built v.01 Analysis Design Implementation Testing Built v.02 Support Design Implementation Testing Built v.03 FIGURE 1 Incremental life cycle models

10 Prototyping Model Used for developing software prototypes to clarify user requirements for operational software prototype Implementation Design Customer evaluation Customer satisfied Review & updates Analysis Implementation Testing Support FIGURE 2 Prototyping life cycle models

11 Rapid Application Development Model Software is evolve through working prototype. It requires heavy user involvement and helps produce systems quickly without sacrificing quality. Team 1 Analysis Design Team 2 Analysis Design Team 3 Analysis Design Implementation Testing Implementation Testing Implementation Testing Function 1 Function 4 Function 3 FIGURE 3 RAD life cycle models

12 Agile software development model Agile techniques have an iterative, short-cycle focus on delivery of working software. Requirements and solutions evolve through collaboration.

13 Agile Project Management features Requirements are unknown or change quickly. Agile approach sets time and cost goals but leaves scope goals flexible. Project sponsors can prioritize and reprioritize the work need to be done

14 Scrum framework Scrum is the leading agile development method for completing projects with a complex, innovative scope of work. FIGURE 2-6 Scrum framework

15 Process Groups A process is series of actions directed towards a particular results. Project management can be viewed as a number of interlinked processes. Monitoring and controlling Initiating planning executing closing Figure PM process group

16 PM Process Groups Initiating Process includes actions to define and authorize new projects and project phases. A phase is a distinct stage in project development. Planning Process include devising and maintaining a workable scheme to ensure the project meet its scope, time, and cost goal as well as organization needs. Executing Process include coordinating people and other resources to carry out the project plans and produce deliverables of the project or phases. A deliverable is a product or service produced or provided as part of a project.

17 PM Process Groups (cont.2) Monitoring and Controlling Process measure progress towards achieving project goals, monitor from deviation from plans, and take corrective action to match the progress with plans and customer expectations. Closing Process include formalizing acceptance of the project or phase and bring it to an orderly end.

18 Time spent on process group FIGURE 3-1 Percentage of time spent on each process group Closing 3 Monitoring & controlling 5 Executing 69 Planing 21 Initiating

19 Making a hot cup of tea!

20 Knowledge Areas Knowledge Areas describe the key common competencies that project managers must develop at any project. Project integration management is an overarching function that coordinates the work of all other knowledge areas. It affects and is affected by all of the other knowledge areas Project scope management involves working with all appropriate stakeholders to define, gain written agreement for, and manage all the work required to complete the project successfully. Project time management includes estimating how long it will take to complete the work, developing an acceptable project schedule given cost-effective use of available resources, and ensuring timely completion of the project

21 Knowledge Areas (cont.2) Project cost management consists of preparing and managing the budget for the project. Project quality management ensures that the project will satisfy the stated or implied needs for which it was undertaken. Project human resource management is concerned with making effective use of the people involved with the project. Project communications management involves generating, collecting, disseminating, and storing project information.

22 Knowledge Areas (cont.3) Project risk management includes identifying, analyzing, and responding to uncertain hazards or damages (risks) related to the project. Project procurement management involves acquiring or procuring goods and services for a project from outside the performing organization. Project stakeholder management focuses on identifying project stakeholders, understanding their needs and expectations, and engaging them appropriately throughout the project.

23 Knowledge Areas are simply Integration (The overall How ) Scope (What is to be produced?) Time (By when?) Cost (What is the price?) Quality (Does it meet stakeholder expectations?) Human Resources (People) Communication (Who should know what?) Risk (What may go wrong?) Procurement (Who else can do what my team cannot?) Stakeholder (Who are involved?)

24 Process Groups and Knowledge Area Mapping

25 Process Groups and Knowledge Area Mapping

26 Process Groups and Knowledge Area Mapping

27 Summary SDLC phases include analysis, design, implementation testing and support Examples of SDLC models include Waterfall model, Spiral model, Incremental build model, Prototyping model, RAD model, Agile software development Brief on Agile project management Project managers need to take a systems approach when working on projects The five project management process groups are initiating, planning, executing, monitoring and controlling, and closing You can map the main activities of each process group to the 9 knowledge areas.

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