Abstract—This introduction is for those engaged in the selection, approval, management, delivery, and funding of Information System projects.  It presents a model of a System Development Lifecycle (SDLC) that can guide participants through a structured, repeatable and controllable means of managing development, and away from incomplete and fractured processes employed by most organizations for making decisions about IT projects.

The SDLC presented here builds on methods for controlling cost, scope and schedule by looking further at the processes that lead to the initiation of projects as well as the transition from development through acceptance, deployment and ongoing maintenance of new systems.  It is intended to be prescriptive and provides a step-by-step process for the practitioner to follow with templates of documents and checklists for each step in the process.

 

Abstract—Feasibility analysis examines the potential for both benefit and harm. It is the beginning of the ongoing project management activity of risk assessment and risk management. One way to look at risk is that the sponsor of the project can take a “creeping commitment approach” to the project based on risk evaluation. At each milestone of the project, risk should decrease, and therefore commitment to the project can likewise increase. Risk assessment and management should be performed throughout the development lifecycle. This initial feasibility analysis, however, determines whether to start down the path toward that first milestone.

Abstract—This document outlines a recommended method of identifying the highest priority development projects for IT. Proposed projects for application development must be weighed against consistent standards that best meet the strategic goals of the company, and then ranked relative to other applications competing for money and attention. The challenge is to understand and enforce those standards, and keep them consistent over time, not allowing them to fluctuate with circumstances and whim.

 

Copyright IT Project Methods, Inc., 2002