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SDLC Deployment

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SOP 1220: Deployment

The objective of this Standard Operating Procedure (SOP) is to document the planning and implementation requirements for the deployment of systems into the production environment.
This SOP focuses on the steps required to rollout a system into the production environment. The deployment step is the culmination of all design, implementation and testing steps in the SDLC process and the beginning of the production and operating phase for the system.


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

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SDLC Standard Operating Procedures:

SDLC Framework:

SDLC Gates:

SDLC Roles and Responsibilities:

SDLC Forms:

SDLC Templates:


SOP 1220 - Deployment 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 


Deployment Overview


















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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 (first level).  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 design and implementation of a Deployment and Post Implementation Plan for any product/project begins at Gate 7. However, two activities from which the Deployment Plan receives input are completed prior to this gate. At Gate 10, the Product Development completes the Business Requirements document with input from Development, Quality Assurance and Operations. Operations reviews this document along with the System Requirements t Gate 9. From Gates 7 through 0, Program Management supports the Contracting Organization with its activities from preparation through deployment and product general availability.

Gate/Activity Description



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Governance and Program Management

Distribute approved scope, cost and schedule commitment to the Contracting, Service and Training Organization.

Development, Quality Assurance and Operations

Develop Deployment Plan for system. This includes creation of procedures for transfer of control of the product/project deliverables during transition from Development to Testing, FOA/Beta and final transition to Production and General Availability. The plan should identify and describe tasks to perform, who performs them and the methods employed to verify successful execution. The Deployment Plan is forwarded to Product Development for review.


Review approved scope, cost and schedule commitment. Comments are forwarded to Product Support. Define documentation requirements for the system and refine the configuration management plan to incorporate any changes. The configuration management plan is generated from the execution of the Configuration Management Procedure (SOP 1003).

Product Development

Review any “Change Requests” from the Development, Quality Assurance and Operations for Scope, Cost and Schedule Commitment. Review Deployment Plan. Factor in “Change Requests” for Deployment Plan. Review cross-product test section from Deployment Plan and prepare “User Acceptance Test” strategy and detailed testing plan.


Prepare installation procedure including tools and documentation for the system and submit to operations for review. Development preliminary project documentation.

Project Manager

Refine detailed schedule for and resource/costs for project based on revised project scope, cost and schedule of commitment.


Review install procedure document and submit comments to development. If tools are incorporated into the installation procedure, these must also be reviewed.

Product Development

Approved “Change Requests” are factored into the Deployment Plan.


Prepare test environment.

Product Development

Perform user acceptance testing and relay results to Quality Assurance. If the tests do not produce acceptable results the product is returned to the QA environment for additional testing and defect processing.


Refine product documentation. Product documents are reviewed by the Project Manager, Product Development, Operations, and Quality Assurance. Once review is complete these documents may be bundled into the FOA/Beta Training pilot sponsored by Product Development.

Product Development

Update deployment tools as specified revisions to the Deployment Plan. Review and test documentation against specifications and implementation. If the results are acceptable, FOA/Beta can proceed.



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The product and documentation are made available to a limited number of users for FOA/Beta testing.

  • FOA – Training pilot programs are executed and product is made available. If FOA is successful, the product, documentation and training classes can be made generally available once the product is transitions to production and general availability.

  • Beta – The product is rolled-out to a select number of clients/customer. If Beta is successful, the product and documentation are made available as per the Deployment Plan.

  • General Availability – If controlled roll-out through FOA/Beta is not necessary, the product and documentation can be made available directly.

Product Development and Operations

Once FOA/Beta and/or General Availability decisions are made, Operations transitions the product executables and supporting components to the production environment.

Quality Assurance and operations

QA verifies the production transition is completed successfully. Operations completes transition to production environment including replication of product components to additional environments (server farms) as specified and/or needed.

Once product has been made generally available, it is important to review the “lessons learned” during the execution of the SDLC. A post implementation review is schedule for ALL groups who have participated in the design, implementation, testing, validation, review, operations and who will participate in support. The review consists of examination of all notes, comments and other communication describing the execution of the SDLC procedures.

The purpose of the review is to assemble information about the process and suggestions for improvement and/or streamlining that will make it work better. What worked? What didn’t? Are there one or more tasks and/or requirements that could be modified to improve efficiency? Reduce cost? Enhance performance? It may not be possible or practical to have all participants in a single meeting. Meetings should be organized around common functional areas or responsibilities. It may be necessary to call several meetings, each one focused on a single Gate or collection of Gates related to a specific phase of the SDLC.

Once all comments and suggestions have been obtained they should be submitted to the CTO and Governance for review and implementation.



5. Forms

Tool Description

Lesson Learned

See Appendix A



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



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Systems Development Life Cycle (SDLC) by Robert E. Stewart, Sr. is licensed under a Creative Commons Attribution 3.0 Unported License.
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