SDLC SOP 1200 - Development
SDLC SOP 1200 - Development
The objective of this Standard Operating Procedure (SOP) is to document the design and implementation of projects.
This SOP focuses on activities performed during the design of technical design, implementation and testing of project deliverables after project detail design is complete. The goal of development is to produce a deliverable as close to production-quality as possible.
|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
|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:
|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:
|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.|
Process Flow Diagrams
Roles and Responsibilities
|Development Team Leaders||Development Team Leaders are experienced and knowledgeable individuals responsible for a group of Developer s 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.
Metrics covers from Technical Design through Development.Defect tracking metrics against Development efforts is addressed in the Quality Function Procedure..
|Technical Design Reviews||The number of times a technical design specification is reviewed by QA before acceptance.|
|Smoke and Integration Test Defects||The number of smoke and integration test defects fixed prior to code reaching quality level and readiness for QA testing.Defects will be recorded by Developer and reported by Development Team Leader.|
|QA Smoke and Integration Test Defects||The number of defects reported at QA’s smoke and integration test prior to QA acceptance.Defects will be recorded by Developer and reported by QA.|
Throughout the technical design and interface specification, and software development 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.
|Technical Design Template||
See Appendix A
New Fee Release Information Template
See Appendix B
Feed Modification Form Templates
See Appendix C
- None at this time
Word Processing application
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