SDLC SOP 1041 - Detail Design

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SDLC SOP 1041 - Detailed Design


The objective of this Standard Operating Procedure (SOP) is to document the detail design phase of product/project development.


This SOP focuses on activities performed during the technical design of a project including activities performed by the Development, Quality Assurance and Operations groups.




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.

Process Flow Diagrams

Detail Design Overview


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 normal 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 Program 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.


Metric Description

Technical Design Reviews

The number of times a technical design specification is reviewed by QA before acceptance.

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

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 Program 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.


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 Program Manager and domain experts to refine logic. Work with DBA(s) in the Operations Organization to refine them data requirements.


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.


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.


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.


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.


Once Quality Assurance has reviewed and approved the Functional Specifications for completeness, they must be submitted to the Program Manager and then the review board for approval.

Program Manager

The Functional Specifications are reviewed for impact to the project scope. The specifications are then submitted to the review board for approval.


Form Description

Technical Design Template


Appendix A

New Fee Release Information Template

See Appendix B

Feed Modification Form Templates

See Appendix C


  • None at this time

Tools/Software/Technology Used

Tool Description

MS Word

Word Processing

MS Excel



Related Standard Operating Procedures:

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