SYSTEM LIFE CYCLE_DurgaPrasad_TA Assignemnt 02
- 1. SYSTEM LIFE CYCLE Prepared by Durga Prasad Mishra Roll No. 1605012 PGD Project Management(2016-18) NITIE I Mumbai
- 2. INTRODUCTION TO SLC Systems are dynamic—they change over time. The change tends to follow a distinct pattern that is repeated again and again. Projects are done for the purpose of developing systems—either to create new ones or to improve existing ones. The natural life cycle of systems gives rise to a similar cycle in projects called the project life cycle. every project can be measured in three ways at any point in its life cycle: time, cost, and performance. Time refers to the temporal progress of activities and extent to which schedules and deadlines are being met. Cost refers to the rate of resource expenditure as compared to budgeted resources. Performance refers to outputs of the project as compared to objectives, specifications, and requirements; meeting performance requirements is a measure of the quality of the project output.
- 3. SYSTEMS DEVELOPMENT CYCLE The life cycle of a human-made system can be segmented into a logical series of phases and stages. The life cycle divided into four phases, collectively called the systems development cycle: 1. Conception phase (Phase A) 2. Definition phase (Phase B) 3. Execution phase (Phase C) 4. Operation phase (Phase D) For some systems, the development cycle overlaps identically with the project life cycle. A project typically spans Phases A through C—the conception, definition, and execution phases of the cycle. CONCEPTION PHASE DEFINITION PHASE EXECUTION PHASE OPERATION PHASE
- 4. CONCEPTION PHASE DEFINITION PHASE EXECUTION PHASE OPERATION PHASE PROJECT INITIALISATION • The systems development process begins when the customer or user perceives a need, which is recognition of a problem or opportunity and possible ways to deal with it. Sometimes the need is expressed as a vision. Initial Investigation • The investigation focuses on the elements of the problem, including: • The environment & the needs, symptoms, problem definition, and objectives • Preliminary solutions, and the estimated costs, benefits, strengths, and weaknesses of each affected individuals and organizations. Project Feasibility • A feasibility study is a more protracted, rigorous study that considers alternative solutions (system concepts)and the benefits and costs of each. • Feasibility is the process of studying a need, problem, and solutions in sufficient detail to determine if the idea is economically viable and worth developing. Request for Proposal • The RFP—request for proposal (or request for bid, request for quotation, invitation forbid (IFB), or similar term)5 is a document the customer sends to potential contractors telling them the customer has a problem or need, and wants to hire someone. • In the RFP, the customer describes his problems, objectives, and requirements
- 5. Content of a RFP Statement of work Description of problem, need, or general type of solutions to be investigated. Scope of work to be performed by contractor, work to be included, work excluded, and work restrictions; criteria of acceptance for results or end-items. Requirements for the solution, results, or end-item, including specifications and standards; description of how work will be measured; expected relationship between user and contractor; expected completion date; constraints on cost of work to be performed. Proposal requirements Conditions placed on the proposal such as proposal contents and format, data requirements, sample forms to include, and submission location and deadline. Contractual provisions Type of contract to be awarded, sample contract, and nondisclosure provisions. Technical information or data Any additional data, or name of a contact person for requesting additional data, necessary to develop a solution and prepare the proposal or price quote. CONCEPTION PHASE DEFINITION PHASE EXECUTION PHASE OPERATION PHASE
- 6. CONCEPTION PHASE DEFINITION PHASE EXECUTION PHASE OPERATION PHASE
- 7. DEFINITION PHASE Project Definition •It begins with addressing those requirements in a proposed solution—the project proposal. •It aims at specifying what must happen in the project to produce the end-item. System Definition •It begins with defining user needs and requirements •It aims at achieving a good understanding of what the end-item must do to satisfy user requirements User & System Requirement •Functional Requirements •Requirement Breakdown Structure •Quality Function Deployment (QFD) CONCEPTION PHASE DEFINITION PHASE EXECUTION PHASE OPERATION PHASE
- 8. Project Definition Project definition addresses the question: What must the project do to deliver the system concept and satisfy the user and system requirements? This includes several key points like 1.Detailed Project Plan: The project team begins to evolve from the skeletal group that worked on the proposal, sometimes in a cascading manner: the project manager selects team leaders, who in turn fill in team positions under them. 2.Project Master Plan: A scope statement or SOW that includes high-level user requirements and system requirements • Work breakdown structure and work packages • Project organization and responsibility assignment • Project schedules showing events, milestones • Assignment of key personnel to work pack • Budget and allocation to work packages • Quality plan for monitoring and accepting project • Risk plan and contingency or mitigation measures • Work review plan • Procurement plan • Change control plan • Documentation policy/plan • Implementation plan to guide conversion to or adoption of deliverables. CONCEPTION PHASE DEFINITION PHASE EXECUTION PHASE OPERATION PHASE
- 9. System Definition Systems are defi ned by their requirements. Requirements are therefore the starting point for all systems development projects, and the foundation for project planning. Each requirement impacts end-item scope and complexity, which in turn impact project work effort, time, cost, and risk. The requirements must be carefully defined and agreed upon, otherwise it will be impossible to fully conceptualize the end-item and create a viable project plan. CONCEPTION PHASE DEFINITION PHASE EXECUTION PHASE OPERATION PHASE
- 10. CONCEPTION PHASE DEFINITION PHASE EXECUTION PHASE OPERATION PHASE User and System Requirements
- 11. EXECUTION PHASE Design stage Production/build stage Fabrication Testing Implementation stage Training Acceptance tests Installation Termination CONCEPTION PHASE DEFINITION PHASE EXECUTION PHASE OPERATION PHASE
- 12. OPERATION PHASE CONCEPTION PHASE DEFINITION PHASE EXECUTION PHASE OPERATION PHASE System maintenance and evaluation System termination Conceptualisation phase repeat System improvement
- 13. AGILE PROJECT MANAGEMENT Agile Project Management is built around a flexible approach. Team members work in short bursts on small scale but functioning releases of a product The end product of an agile project may be very different from the one that was envisaged at the outset. However, because of the checking process, team members can be sure that the product is one that customers want. This makes Agile Project Management particularly appropriate for new or fast- moving businesses, for those in a fast-changing environment, or for highly complex situations, where managers are "feeling their way forward" to find the optimum business model. History of Agile Project Management 1986 • Hirotaka Takeuchi and Ikujiro Nonaka published an article called "The New New Product Development Game" • They imagined a project management approach in which, just as on the pitch, team members would achieve their goal by constantly re-evaluating the situation and responding accordingly. 2001 • when a group of software and project experts met to discuss what their most successful projects had in common. • They created the Agile Project Manifesto which outlined the values and principles that underpinned Agile Project Management.
- 14. Agile PM VS Traditional PM Agile Project Management Traditional Project Management Teams are self-directed and are free to accomplish deliverables as they choose, as long as they follow agreed rules. Teams are typically tightly controlled by a project manager. They work to detailed schedules agreed at the outset. Project requirements are developed within the process as needs and uses emerge. This could mean that the final outcome is different from the one envisaged at the outset. Project requirements are identified before the project begins. This can sometimes lead to "scope creep," because stakeholders often ask for more than they need, "just in case." User testing and customer feedback happen constantly. It's easy to learn from mistakes, implement feedback, and evolve deliverables. However, the constant testing needed for this is labor-intensive, and it can be difficult to manage if users are not engaged. User testing and customer feedback take place towards the end of the project, when everything has been designed and implemented. This can mean that problems can emerge after the release, sometimes leading to expensive fixes and even public recalls. Teams constantly assess the scope and direction of their product or project. This means that they can change direction at any time in the process to make sure that their product will meet changing needs. Because of this, however, it can be difficult to write a business case at the outset, because the final outcome is not fully known. Teams work on a final product that can be delivered some time – often months or years – after the project begins. Sometimes, the end product or project is no longer relevant, because business or customer needs have changed.
- 15. CONCLUSION The four-phase cycle encompasses the total developmental and operational life cycle of all human-made systems. The phases overlap and interact, yet are clearly differentiable. They reflect the order of thought and action in the development and use of all human-made systems, whether consumer products, space vehicles, information systems, or company relocations