Click here to visit the new WIKI version of this site!

SDLC Quality Function

Get *ALL* 100+ Editable Word, Visio, HTML & Project Source Documents (500+ Files) Totaling 1000+ Printed Pages for Only $497 - Buy I.T. Now!




SOP 1210: Quality Function

The objective of this Standard Operating Procedure (SOP) is to provide an overview of the methods used to design and implement quality monitoring for product/project management.
This SOP focuses on quality components of business plans, development of an overall quality plan, test strategy, integration and system test plans, preparation and verification of test plans, definition of version control procedures, execution of test plans and validation, user acceptance and performance testing, system deployment and quality monitoring for deployed systems.


i Definitions
1 Process Flow Diagrams
2 Roles and Responsibilities
3 Metrics
4 Procedure Activities
5 Forms
6 Exceptions
7 Tools/Software/Technology Used
8 Attachments

Related Standard Operating Procedures:

1000 Program/Project Management
1005 Release Planning
1040 Requirements Definition
1041 Detail Design

Get "IT"
ScalabilITy - ReliabilITy
ITy - AgilITy
ITy - QualITy
.doc .xls .ppt .mpp .vsd .htm EdITable; Policies, Processes, Procedures, Projects Tasks, Diagrams, Forms & Files.
Satisfaction Guaranteed.


SDLC Standard Operating Procedures:

SDLC Framework:

SDLC Gates:

SDLC Roles and Responsibilities:

SDLC Forms:

SDLC Templates:


SOP 1210 - Quality Function 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.  
Scope of Work The Scope of Work (SOW) contains a listing of all internal and external needs for the project. This user requirements specified in this list define the goals for the project.  
First Office Application  The First Office Application (FOA) is the first installation and use of the product/project at one or more designated user/client sites.  
Training Needs Form This document outlines all of the functionality that will require training within a product/project release, who will provide training, who needs to receive training and whether or not there will be an FOA rollout training and controlled rollout training.  
Internet Service Provider The Internet Service Provider for SDLC provides access to the internet including hardware and software required to establish, maintain and monitor connectivity.



1. Process Flow Diagrams 


Quality Function Overview


















  Click Image to Enlarge




  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 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.

Contracting Organization

The Contracting Organization contracts with the performing organization to develop the product using a project discipline.  The Contracting Organization represents two departments: Product and Technical Support.  Product is divided into Sales and Advertising, Marketing and Product, and Strategic Development.  A brief description of each area follows.

  • Sales and Marketing: The area that sells to clients/customers in both the domestic and international markets.

  • Marketing and Product: This area manages the portfolio of features and functionality for outbound marketing.

  • Strategic Development: Research and Development group viewing opportunities in emerging markets and up-selling existing accounts.

  • Technical Support: Technical Support performs two roles in the current environment: Training and customer support.  As the Service Organization they provide customer support to end-users. In their role as the Training Organization they provide training to field and service engineers.

Performing Organization

The Performing Organization is generally the Engineering Department.  The Engineering Department consists of Development (Sustaining, Advanced and Strategic), Validation/Quality Assurance, Operations (OCC, Release Engineering, Database Administration, Network and Operations Engineering), Systems Engineering/Architecture and project management.

Service Organization

The Service Organization is the unit that that provides deployment support services to the Contracting Organization for all SDLC products.  Services include provision and support of deployment tools, software load support, problem resolution, phone support and deployment planning support.  At SDLC the Service Organization is generally Technical Support.

Training Organization

The Training Organization is the organization that provides customer installation and operations training to the Contracting Organization for all SDLC products.   This generally refers to Technical Support.




3. Metrics

Metrics covers from Technical Design through Development.  Defect tracking metrics against Development efforts is addressed in the Quality Function Procedure..

Metric Description

Cycle Time

The number of days or hours it takes to complete requirements for a SDLC Business Gate and/or milestone.


Instances of failure to pass specific tests or quality measures or to meet specification/acceptance criteria. These are recorded and assessed throughout a project and reported at the end of the project. 

Change Agents

Individuals who analyze a process and recommend ways to improve it, successful or not in its adoption, will be reported to Engineering Department management.  These individuals will receive recognition for their effort to compress cycle times and/or improve quality.



4. Procedure Activities

The origins of Project and Quality Plans begin prior to Gate 12 with the contribution of information from the Quality Assurance Function of the Performing Organization to the product development area with service specifications and feature definitions. Quality considerations are incorporated into business requirement, project plan and system requirements documentation fro Gate 12 into Gate 6. The Quality Assurance Function contributes advise of bugs discovered for production systems,

Note: Whether program/project development is executing or not, the Quality Assurance group performs continuous Quality Reviews on a regular basis.

Gate/Activity Description



  Click Image to Enlarge

Product Development

Create Business Requirements and submit to Quality Assurance for approval.

Quality Assurance

Review and approve Business Requirements.

Program Management

Create Business Plan with input from Development, Quality Assurance and Operations. The final business plan will not be completed until project lock down is complete at Gate 6.

Quality Assurance

Create Quality plan. This requires input from Project Management, Operations and Development. Additional input may be required from Technical Support and a representative of the Client/Customer.


Create System Requirements and submit to Quality Assurance for approval. System requirements are created in the Development group with input from Quality Assurance and Operations.

Quality Assurance

Review and approve System Requirements.


At Gate 6, develop Functional Specifications for the project and submit to Quality Assurance for approval.

Quality Assurance

At Gate 6, Quality Assurance assembles input from Development, Program Management and Operations to develop a Test Strategy for the product/project.

  • Develop Test Strategy

  • Review Functional Specification for Completeness

  • Development Integration and System Test Plans

  • Inspect Project Plan

  • Develop Specifications for the Test Environment

The Test Strategy and Test Plans are submitted to Program Management for review and approval. The specification for the Development and Test environments is sent to operations.


Prepare Development and Test Environments and define version control procedures.

Program Management

Review and approve Test Strategy and Test Plans submitted by Quality Assurance.

Quality Assurance

Verify testing preparation to ensure configuration is complete, test tools are available and test cases exercise the full scope of the application. Submit the test cases to Governance for approval.


Prepare Integration Test Environment for Development.


Implement systems and perform unit and integration tests. Fix all defects detected during unit and integration testing. All test results, defects and fixes must be thoroughly documented. While implementation is proceeding, documentation creation should be implemented in parallel and should continue after testing is complete.

Product Development

Develop an Acceptance Test Plan for the product.

Technical Support and Product Development

Complete User Acceptance Test Cases. Based on the User Requirements established for the product/project


Approve system test cases (Product Validation)


Prepare System Test Environment for QA.

Quality Assurance

Execute Integration Testing and log and track all defects. Defects are submitted to Development for fixing. Testing criteria include percentages for completion of testing, “passed” tests and open problems. Once fixes are completed they are tested again and accepted or rejected. Test results are submitted to Governance.

Quality Assurance

Execute System (QA) Testing and log and track all defects. Defects are submitted to Development for fixing. Testing criteria include percentages for completion of testing, “passed” tests and open problems. Once fixes are completed they are tested again and accepted or rejected. Test results are submitted to Governance. System Testing should incorporate:

  • Functional Testing

  • Systems Testing

  • Integration Testing

  • Load/Stress Testing

  • Regression Testing

Testing results are turned over to the Governance function for review.

Development and Quality Assurance

Complete agreed upon fixes and refine product documentation. Documentation may require several revisions before refinement is complete.


Approve product/project deliverables for User Acceptance Testing.



  Click Image to Enlarge


Product Development

Specify the User Acceptance Test environment and forward to Quality Assurance and Operations.


Prepare Acceptance (User) Test Environment for QA.

Technical Support and Product Development

Execute User Acceptance Testing and submit results to Development and Quality Assurance. Testing criteria include percentages for completion of testing, “passed” tests and open problems. Quality Assurance assists in tracking defects detected during User Acceptance Testing.


Fix all defects detected during User Acceptance Testing.

Product Development and Operations.

Create Deployment Plan for the product/project.

Development and Quality Assurance

Complete product documentation.

Technical Support, Product Development

Review test results and determine whether to release the product/project for First Office Application (FOA).



  Click Image to Enlarge



With support from the Technical Support, Product Management, Quality Assurance and Operations functions, clients participating in FOA/Beta perform tests and log defects. The Quality Assurance function supports the logging of defects for later fixing by Development.


Defects detected during FOA/Beta testing are fixed.


Review all defects detected, fixed applied and test results. Determine whether to release the system for General Availability.


Prepare Acceptance Staging and Production Environments.

Quality Assurance

Test staging and production environments as per the plans created during the execution of the Configuration Management Procedure (SOP 1002).


After the system is accepted for General Availability, push the system to staging to the production area and complete deployment.

Operations and Quality Assurance

Once the system is generally available, the metrics defined for system operation in the Quality Plan and the SLA are applied.





5. Forms

  • None identified at this time.


6. Exceptions

  • None at this time


7. Tools/Software/Technology Used

Tool Description

Microsoft Word

Word Processing application

Microsoft Excel

Spreadsheet application


Case Tool



8. Attachments

  • None at this time



Purchase Editable Documents Today


Creative Commons License
Systems Development Life Cycle (SDLC) by Robert E. Stewart, Sr. is licensed under a Creative Commons Attribution 3.0 Unported License.
Permissions beyond the scope of this license may be available at