System Development Life

Cycle
 System Development Life Cycle

The Systems Development Life Cycle (SDLC) was first developed in the
1960s to manage large software projects running on corporate
mainframes. This approach to software development is structured and
risk averse, designed to manage large projects that include multiple
programmers and systems. It requires a clear, upfront understanding of
what the software is supposed to do and is not amenable to design
changes. This approach is roughly similar to an assembly line process,
where it is clear to all stakeholders what the end product should do
and that major changes are difficult and costly to implement.
A. The development of an information system typicall
is a multistep process. The steps can include the
following:
1. System Analysis is an evaluative process to
assess user needs, resource requirements,
benefits, and costs. Gathering pertinent
information may require surveys of
employees, in-depth interviews with system
users, documentation of best practices, and
data analysis. Understanding the end goals
and uses of the system is important to
ensure its proper design and to assess
system feasibility.
2. Conceptual design is the process of
creating plans for meeting the needs
of the organization. Detailed
specifications are created to provide
instruction on how to achieve the
desired system. Often, several
designs will be considered at this
stage. Organizations will weigh the
costs and benefits of each design
before selecting the one that best
meets the organizations' needs.
3. Physical design is the process of
identifying the features, specifications
and equipment. At this point in the
SDLC, specific database schema
objects, or blueprints are defined and
specified needed in order to make the
system operational. Consideration is
given both to the end-user experience
of interacting with system and to the
backened computational and
processing power needed. The system
structure may also involve networking
if desired.
4. Implementation and conversion is the process
of making the system design a reality. This
step takes considerable amounts of time, as
software must be written, installed and
tested. Hardware must also be installed and
tested to ensure proper functionality. If the
new system is replacing an older system, data
must be transferred and integrated in the
processes and procedures of the new system.
Testing can be extensive with the new system
to identify processing errors or design flaws.
It is important to verify the system functions
as expected and procedures valid output.
5. Operations and maintenance is the process of
fine-tuning and refining the system as users
explore functionalities and place demands on
the system processing. One important
component of this step is to identify and
authorize users that will have access to various
components of the system. New capabilities
may be required as users identify needs. Despite
earlier testing, flaws are frequently identified
and reported during this phase. Hardware may
also need replacement over time due to wear
and tear and/or obsolescence. Software may
also updated to improve processing or to add
functional options
B. Deviations from the SDLC
The SDLC framework increases the
quality and auditability of the system
development process. However, the
methodical approach prescribed by the
SDLC framework takes time. As a result,
some organizations allow for emergency
deviations from the standard process.
Such "break the glass" procedures allow
developers to bypass safeguards and
quickly make changes to the system.
Developers usually get formal approval
for these changes after they are made.
II. A. Business process analysis is used to evaluate
and improve core business processes. It takes a
fresh view of the process and asks how it could be
done differently with greater speed or with greater
effectiveness. This analysis involves
gatheroinginformation about the current process
and understanding what its objectives are.
Diagrams and flowcharts might be used to
document the logical flowof how the business
process functions, and these visualizations
sometimes show steps that are unnecessary or
duplicative. New ideas and alternatives are then
identified and evaluated on whether the process
can be altered while still achieving the same
objectives.
Examples of practices used during business
process analysis includes:

01 02 03
Hands-on In-depth interviews with Identifying value-added
observation of how a employees closely involved with components of the process and
a process or whoperform key evaluating whether non-value
process is performed
parts of a process adding activities can be changed
or removed
Examples of practices used during business
process analysis includes:

01 04 05
Mapping, diagraming, and
Conducting time-and-
flowcharting processes to
motion studies to assess
understand and evaluate workflow
the efficiency of a process and critical decision points
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