The systems development cycle is a management technique that divides complex projects into smaller, more easily managed segments or phases. Segmenting projects allows managers to verify the successful completion of project phases before allocating resources to subsequent phases.
Systems Development Cycle
The systems development cycle is a management
technique that divides complex projects into smaller, more easily managed
segments or phases. Segmenting projects allows managers to verify the
successful completion of project phases before allocating resources to
subsequent phases.
Software development projects typically include
initiation, planning, design, development, testing, implementation, and
maintenance phases. However, the phases may be divided differently depending on
the organization involved. For example, initial project activities might be
designated as request, requirements- definition, and planning phases, or
initiation, concept-development, and planning phases. End users of the system
under development should be involved in reviewing the output of each phase to
ensure the system is being built to deliver the needed functionality.
Initiation Phase
Careful oversight is required to ensure
projects support strategic business objectives and resources are effectively
implemented into an organization’s enterprise architecture. The initiation
phase begins when an opportunity to add, improve, or correct a system is
identified and formally requested through the presentation of a business case.
The business case should, at a minimum, describe a proposal’s purpose, identify
expected benefits, and explain how the proposed system supports one of the
organization’s business strategies. The business case should also identify
alternative solutions and detail as many informational, functional, and network
requirements as possible.
The presentation of a business case provides a
point for managers to reject a proposal before they allocate resources to a
formal feasibility study. When evaluating software development requests (and
during subsequent feasibility and design analysis), management should consider
input from all affected parties.
Management should also closely evaluate the
necessity of each requested functional requirement. A single software feature
approved during the initiation phase can require several design documents and
hundreds of lines of code. It can also increase testing, documentation, and
support requirements. Therefore, the initial rejection of unnecessary features
can significantly reduce the resources required to complete a project.
If provisional approval to initiate a project
is obtained, the request documentation serves as a starting point to conduct a
more thorough feasibility study. Completing a feasibility study requires management
to verify the accuracy of the preliminary assumptions and identify resource
requirements in greater detail.
Primary issues organizations should consider
when compiling feasibility study support documentation include
Business Considerations
Strategic business and technology goals and
objectives
Expected benefits measured against the value of
current technology
Potential organizational changes regarding
facilities or the addition/reduction of end users, technicians, or managers
Budget, scheduling, or personnel constraints
Potential business, regulatory, or legal issues
that could impact the feasibility of the project
Functional Requirements
End-user functional requirements
Internal control and information security
requirements
Operating, database, and backup system
requirements (type, capacity, performance) ➢ Connectivity requirements (stand-alone, Local
Area Network, Wide Area
Network, external)
Network support requirements (number of
potential users; type, volume, and frequency of data transfers);
Interface requirements (internal or external
applications).
Project Factors
➢ Project management methodology
➢ Risk management methodology
➢ Estimated completion dates of projects and
major project phases;
➢ Estimated costs of projects and major project
phases
Cost/Benefit Analysis
➢ Expected useful life of the proposed
product
➢ Alternative solutions (buy vs. build)
➢ Nonrecurring project costs (personnel,
hardware, software, and overhead)
➢ Recurring operational costs (personnel,
maintenance, telecommunications, and overhead)
➢ Tangible benefits (increased revenues,
decreased costs, return-on- investments)
➢ Intangible benefits (improved public
opinions or more useful information)
The feasibility support documentation should be
compiled and submitted for senior management or board study. The feasibility study
document should provide an overview of the proposed project and identify
expected costs and benefits in terms of economic, technical, and operational
feasibility. The document should also describe alternative solutions and
include a recommendation for approval or rejection. The document should be
reviewed and signed off on by all affected parties. If approved, management
should use the feasibility study and support documentation to begin the
planning phase.