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SOP
1041:
Detail
Design
|
Objective: |
|
The
objective of this Standard Operating Procedure (SOP) is to document
the
detail design phase of product/project development. |
|
Scope: |
|
This
SOP focuses on activities performed during the technical design of a
project including activities performed by the Development, Quality
Assurance and Operations groups. |
| Owner: |
| Development |
|
Sections:
Related
Standard
Operating
Procedures:
| 1000 |
Program/Project
Management |
| 1005 |
Release
Planning |
| 1040 |
Requirements
Definition |
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SDLC Standard Operating Procedures:
SDLC Framework:
SDLC Gates:
SDLC Roles and Responsibilities:
SDLC Forms:
SDLC Templates:
|
SOP 1041 - Detail Design Definitions
|
Term |
Definition/Description |
|
Program/Project
Management
. |
The systematic execution of a System Development Life
Cycle (SDLC) for a release or projects that have significant impact on an
organization’s service delivery. This
procedure oversees the SDLC execution; thus, it relies heavily on defined
procedure activities and acceptance criteria for inputs and outputs
Note: Every unit within SDLC interacts with Program/Project Management.
Every release of new and enhanced features and functionality
requires the commitment and effort from all departments. |
| Project
Manager |
The
focal point throughout a project who ensures that the responsible party
has completed with quality and comply with defined acceptance criteria.
The Project
Manager also acts as the conduit for communicating the progress of
the project and decisions made throughout the process to the Project Sponsor,
Contracting
Organization, and the Performing
Organization. |
| Program
Management |
Addresses
oversight for a group of projects. Program
Managers shoulder the responsible for the successful completion of
program objectives by supporting and developing project staff.
Reporting at this level provides Executive
Management with the information necessary to make informed
decisions and execute actions that optimize benefits to the organization.
|
|
Program
Manager |
The
tactical manager who facilitates, monitors and communicates the progress
and issues in implementing the strategic objectives of an approved
program. The Program
Manager works cross-functionally to develop the blueprint that
integrates multiple release deliverables that enhance the program’s
portfolio.
|
|
PMO |
The
PMO is the organization
that consolidates all project plans and reports the status to executive
management. Impacts from
individual projects can be seen from an organizational perspective and
responded to rapidly. The PMO is where project and
program standards, procedures, policies and reporting are established.
|
|
Business
Gate |
defined
milestone in a project lifecycle when specific requirements must be met in
order to make or validate business decisions relating to the project.
|
|
Lock-Down |
The
milestone in a project schedule achieved when agreement exists between the
Performing Organizations and the Contracting Organizations for the
delivery of a defined project scope of work within a defined schedule at a
defined cost.
|
|
Management
Phase Review |
An
event associated with selected business gates where specific decisions
concerning the project are made by appropriate levels of management.
Deviations in deliverables or timeframe are handled by convening
the Gate 6 Review Board. This group will make any decisions concerning scope,
cost, and schedule tradeoffs. These
business gates are:
-
G-11:
Project Strategy Lock-Down
-
G-10:
Requirements Scope Lock-Down
-
G-6:
Project Lock-Down
-
G-4:
Begin Validation
-
G-2:
Begin FOA
-
G-0:
General Availability
|
|
SDLC Business Gates |
The foundation is Program/Project Management in the SDLC Business Gates. This Systems
Development Life Cycle (SDLC) begins at project initiation and moves
through deployment to the production environment. |
|
Phase |
A
collection of logically related project activities, usually culminating in
the completion of a major deliverable. The conclusion of a project phase
is generally marked by a review of both key deliverables and project
performance in order to determine if the project should continue into its
next phase as defined or with modifications or be terminated and to detect
and correct errors cost effectively.
|
|
Program |
A
defined set of projects containing common dependencies, and/or resources
and/or objectives overseen by a Program Manager |
|
Project |
A
temporary endeavour undertaken to create a unique product or service. A
project has a defined scope of work (unique product or service), a time
constraint within which the project objectives must be completed
(temporary) and a cost constraint. In the context of SDLC, a project may be one of:
- an
individual feature
- a
collection of features making a release
- a
collection of product releases making up a portfolio
- a
new product development
|
|
System
Development Life Cycle (SDLC) |
A
predictable series of phases through which a new information system
progresses from conception to implementation.
All of the activities involved with creating and operating an
information system, from the planning phase and/or the initial concept to
the point at which the system is installed in a production environment.
The major phases are Release Planning, Definition (Requirements and
Specifications), Development, Test (Validation), and Deployment.
|
1.
Process
Flow Diagrams
Detail
Design Overview
Click Image to Enlarge
2.
Roles and Responsibilities
|
Role |
Responsibility |
|
Development
Team Leaders
|
Development
Team Leaders
are experienced and knowledgeable individuals responsible for a group of
Developers
and lead the development and delivery of code underlying release
features and functionality. Each
Development
Team Leader has a broad knowledge of all software infrastructure tools used at SDLC, the SDLC web site and mastery in at least one of the following areas: active server pages (ASP), Java or database.
|
|
Developers
|
Developers are a group of software engineers, at various levels of proficiency and knowledge of the SDLC site, under the supervision of a
Development
Team Leader. They
generate and pre-QA tests the code.
|
|
Engineering Department
|
The
Engineering
Department consists of Development (Sustaining, Advanced and Strategic),
Quality
Assurance, Operations
(OCC, Release Engineering, Database Administration, Network, Unix, and
Operations Engineering), Systems Engineering and Program
Management.
|
|
Product Design Group
|
The
Product
Design Group is the client-facing area in product that
prototypes and mock-ups client specifications, reaches consensus with
clients on requirements, and insures that requirements are delivered as
defined in the Scope of Work
document.
|
|
Program
Manager
|
The
Program
Manager is the point individual in the Engineering Department
who oversees one or more releases from inception through delivery of the
solution by the Engineering Department.
|
|
Project
Manager
|
The
Project
Manager is the point individual in the Product Department who
oversees one or more releases from inception through delivery into
production.
|
|
Project
Sponsor
|
The
Project
Sponsor is assigned by Senior
Management during the
concept phase and is responsible for all project start-up activities.
The Project Sponsor must be
a member of Senior Management, as this person needs to get backing,
commitment and support from top-level management. The Project Sponsor develops a release strategy (project strategy)
which includes a timeline, research and development budget,
affordability percentage, service requests to be included, and any
additional anchor objectives. The Project
Sponsor is empowered by Senior
Management to arbitrate amongst projects for resources, commit
the organization to specific deliverables and timeframes, and facilitate
resolution of obstacles to the successful completion of a release.
|
|
Senior
Management
|
Senior
Management
is the executive management team at SDLC. They
establish business strategy and commission projects.
|
3.
Metrics
|
Metric |
Description |
|
Technical
Design Reviews
|
The
number of times a technical design specification is reviewed by QA
before acceptance.
|
|
|
|
|
|
|
4.
Procedure
Activities
Throughout the technical design and interface
specification activities interactions with areas outside Engineering Department
will be funnelled through the Program
Manager. The Program
Manager will capture the issue, constraint or opportunity raised by the
Developers
to their
Development Team Leaders. These
open items are captured and tracked in the project Issue Log (Program/Project Management Procedure – SOP 1000). Based
on recommendations from the Development
Team Leaders and/or management
the issues will be handled either through a request for a meeting or through the
Program Manager
communicating with the Project
Manager.
|
Gate/Activity |
Description |
|
Click Image to Enlarge
|
|
Project
Manager
|
The
Project Manager works with the contracting and performing
organizations to complete the project plan.
|
|
Project
Manager
|
The
Project Manager is responsible for change control
management. As technical documentation is prepared changes to schedules,
resource/cost profiles, budgets, scope, quality plan, configuration
management and other aspects of the project may be required to change.
The project manager is responsible for managing these changes.
|
|
Project
Manager
|
The
Project Manager communicates project status to PMO office
regularly. The Program Manager creates the detailed
schedule for implementation and assigns resources as defined in the
project plan.
|
|
Development
Team Leaders and Architects
|
Prior
to the commencement of Technical Design, project team
leaders from the Development, Quality Assurance and Operations groups
and/or organizations will contribute to the High Level Project Plan.
This includes refining resource estimates for development,
implementation, testing and operation of project deliverables.
|
|
Contracting
Organization
|
The
contracting organization is responsible for establishing and refining
the integration and system test plans. This includes:
-
Selecting
FOA/Beta sites
-
Developing
hardware requirements
-
Defining
HW/SW configurations to be deployed
-
Identifying
features to be deployed
The
Contracting Organization also work with the Quality
Assurance function of the performing group to develop
cross-product test traceability for system features
|
|
Development
Group of the Performing Organization
|
The
Development Organization is responsible for creating the
Functional and Interface Specifications.
|
|
Developer(s)
|
Work
with the Project Manager to refine business requirements
specifications. Identify interface, business logic and data requirements
for the system. Work with appropriate design/domain experts to refine
interface. Work with project manager and domain experts to refine logic.
Work with DBA(s) in the Operations Organization
to refine them data requirements.
|
|
DBAs
|
The
DBA(s) work with the Developer to refine the
data model by:
-
Adding
attributes to entities
-
Updating
the DBMS, as needed
-
Evaluating
indexes (keys)
-
Evaluating
space requirements
-
Evaluating
security requirements for data
|
|
IT
Lead Ops
|
Identify
and refine HW/SW requirements for development, testing and operation of
the proposed system. This information is forwarded to the Quality
Assurance function for inclusion in System Test Plans. It is
also forwarded to Operations and Asset Management.
The
following items must be addressed:
-
Security
– The security requirements for any product/project are defined in
the System Security and Security Administration Procedures (SOP 1050
and SOP1051)
-
Capacity
– The Capacity Planning Procedure (SOP 1002) provides information
to address this topic.
-
Configuration
– The Configuration Management Procedure (SOP 1003) provides
information to address this topic.
|
|
Developer(s),
Strategic Planner, Operations Group
|
Technical
Designs
are created and/or refined for a platform capable of supporting the
requirements of the project. This information is passed to the Quality
Function for review and approval. Any additions or changes that
deviate from the existing project plan must be submitted to the Project
Manager immediately for review.
|
|
Developer(s)
|
The
structure and format of external interfaces must be defined and
reviewed. The forms in Appendix B or C are used as needed to support the
documentation of new or refinement of existing feeds.
|
|
Development
Team Leader(s)
|
Technical
Design is documented in each
of the development areas using both system and manual documentation.
Manual documentation for all areas follows the Technical
Design Template form (Appendix A).
The level of detail captured on the form is directly proportional
to the novelty of the coding requirement and at a level necessary for
troubleshooting.
Technical Design documents are maintained in the Program
Management assigned Project Library and in the VOB prior to the
code validation by QA.
|
|
Quality
Assurance
|
Technical
Designs are quality reviewed
by QA.
Each document is maintained by the Developer
through acceptance by QA,
which is required prior to code moving to the QA
environment.
|
|
Operations
|
Technical Designs are quality reviewed by Operations.
Comments are submitted to the Developer and QA.
Once the Technical Designs have been approved, Operations
can prepare the development and test platforms for the implementation
and validation phases.
|
|
Operations
|
Define version control procedures for the project.
In most cases this will incorporate the use of an existing process.
However, steps may be added or changed as needed to support specific
product/project requirements.
|
|
Service
Organization, Training Organization
|
The
Functional
Specifications
are reviewed for impact to current deployment tools, training
requirements and documentation requirements.
|
|
Development
|
Once
Quality Assurance
has reviewed and approved the
Functional
Specifications
for completeness, they must be submitted to the
Project
Manager
and then the review board for approval.
|
|
Project
Manager
|
The
Functional
Specifications
are reviewed for impact to the project scope. The specifications are
then submitted to the review board for approval.
|
5.
Forms
|
Form |
Description |
|
Technical
Design Template
|
See
Appendix A
|
|
New
Fee Release Information Template
|
See
Appendix B
|
|
Feed
Modification Form Templates
|
See
Appendix C
|
6.
Exceptions
7.
Tools/Software/Technology
Used
|
Tool |
Description |
|
MS Word
|
Word
Processing
|
|
MS Excel
|
Spreadsheet
|
8.
Attachment
(SDLC INTERNAL USE ONLY)
|
|
