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Fundamentals of SDLC - Online

Course Code: STTA SDLCINTRO
Length: 3 Days
Tuition: $1,395.00
Official

Schedule for this Course

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Course Description:

PMI: 21 PDUs

Exploring Roles in the Software Development Life Cycle

Develop Real-World Project Skills

Managing a modern SDLC project requires a thorough understanding of the various roles that must come together in order to create a successful application. This understanding begins by recognizing the need to work within a multidisciplinary environment. Business Analysts, Project Managers and Software Testers each have multiple implementation options (such as Waterfall or Agile) available to them. Knowing which tool or technique to use in any particular situation is key to success. This Fundamentals of SDLC training course will give you the knowledge you need to help you choose between these methods, tools and artifacts so that you can quickly and efficiently take your SDLC project from concept to working implementation.

Expand Critical SDLC Competencies

Software development is a team sport. No one person makes or breaks a project. Success can only be achieved when each person understands his or her role, performs it well and coordinates effectively with the other key roles. This course focuses on these three key roles:

  • Project Manager: The role that is responsible for planning, managing, oversight and corrective action on the project.
  • Business Analyst: The role that is liaison between the customers and the development team, ensuring the customer's needs are understood and are met in the most effective way possible.
  • Software Tester: The role that evaluates the software that is built to ensure that it satisfies the stated requirements and will be reliable in the live environment.

Whether these roles are played by different people, or not, this course will help the responsible people to play these roles effectively.

Key skills you’ll take away immediately:

  • Know how to identify, evaluate and document the many stakeholders of a project
  • Be able to distinguish between the different types and levels of software testing
  • Understand the reason for the various artifacts and the key features of each
  • Write effective User Stories that can be used to identify requirements in an Agile project
  • Learn how the differing life cycle models combine to create an SDLC implementation
  • Be able to choose the proper project management methodology for your project based upon its own unique characteristics
  • Understand the significance of different estimating methods and how they should be utilized for time and cost estimation
  • Understand the significance of the Agile Manifesto and its relationship to the twelve (12) principles of Agile
  • Use Earned Value Project Management to assess budget and schedule compliance
  • Be able to use the Triple Constraints Triangle as a tool to help others understand the relationship of time, cost, and scope in any project
  • Learn the fundamental tools and techniques of business analysis at each stage of a project
  • Recognize the significance of risk management to the proper management of an SDLC project
  • Be able to create the three major baselines (Scope, Schedule and Cost) necessary to properly control a project
  • Understand how requirements are tracked and validated using a Requirements Traceability Matrix
  • Know how to determine the Critical Path through a network of activities
  • Assign relative estimate values using Planning Poker
  • Know how to decompose Work Packages into Activities that are sized for proper managerial overview
  • Create an Iteration (Sprint) Backlog from a prioritized Product Backlog
  • Understand the key features of your project’s Test Plan
  • Track and apply the concept of Velocity to your Release and Iteration plans

Who Should Attend SDLC Training

This course is designed for participants who plan, manage and execute software/ systems development, life cycle, and projects (SDLC). It would be beneficial for:

  • Managers of Software Development organizations
  • Project Managers
  • Team Leads
  • Business Analysis Managers
  • Business Analysts
  • Testing Managers
  • Systems Testers
  • Product Owners
  • Program Managers
  • Systems Architects
  • QA Professionals
  • Anyone wanting to enhance their business analysis or project management skills

Prerequisites

n/a

Course Outline:

1. Introduction — What is a Project?

Projects can be viewed as existing in a number of differing contexts and those differing ways can cause confusion when communicating with stakeholders. The course starts by exploring the most important of those contexts as well as the various terminologies each uses. We conclude by defining what project management means.

  • Projects as Opposed to Operational Management
  • Projects as Part of Strategic Management
  • Projects as Integral to Program Management

2. The Project Life Cycle

SDLC projects are generally presented with their own specific life cycle. Unfortunately, the disciplines of Project Management and Business Analysis also have live cycles that sometimes use the same words to mean different things, and different words for the same concept. In this section we will compare the various life cycles, looking for features in common and how they can, and cannot, be viewed directly against one another.

  • Generic Project Life Cycle
  • The Project Management Life Cycle
  • The Process Groups
  • SDLC Overview
  • IIBA Knowledge Areas

3. Project Management Concepts and Methodologies

The next section of the course examines the several methodologies that a project manager can choose between for the implementation of the SDLC. Using the Triple Constraints as an explanatory tool, the course looks methodologies and considers the pros and cons of each. Specific attention is placed upon recognizing the appropriateness of one methodology over another.

  • Waterfall
  • Agile
  • Iterative

4. Project Initiation — The BA Role

We start the SDLC life cycle by examining the role of the Business Analyst in the initiation of a project. Goals are discussed along with the major artifacts that are expected from the BA.

  • Stakeholder Analysis and the Stakeholder Register
  • Initial Business Analysis Artifacts
  • Documenting Requirements within a Requirements Gathering Approach
  • Types and Sources of Requirements

5. Initiation — The PM Role: Baselines

At some point (and it can be a different point in different types of projects and different types of organizations) the Project Manager begins to have specific duties and responsibilities for producing important planning documents. This section of the course looks at the specific processes a PM must consider in order to create the most important part of the Project Management Plan — the three Baselines. Specifically this section looks at techniques such as time estimating, sequencing, critical path, schedule compression, compensation and decomposition both of deliverables and work packages.

  • Develop Project Charter
  • Collect Requirements
  • Project Scope Statement
  • Work Breakdown Structure
  • Scope Baseline
  • Define Activities
  • Project Schedule Network Diagram (Dependency Network)
  • Estimate Activity Resources
  • Effort vs. Duration and Compensation
  • Develop the Project Schedule
  • Critical Path Method
  • Schedule Compression

6. Initiation — Important Subsidiary Management Plans

While the three baselines are extremely important to the proper management of an SDLC project, subsidiary management plans are sometimes considered to matter little in a final project plan. This is not a correct view of planning. While some plans may not be applicable in every case, the SDLC project usually requires some form of each of the following subsidiary management plans.

  • Test Plan
    • Test Planning and Development Considerations
    • Test Budgeting Methods and Test Plan Content
  • Human Resource Plan
    • Organizational Charts
    • RAM Charts, RACI, and Roles and Responsibilities
  • Communications Management Plan
  • Risk Management Plan
    • Risk Planning and Identification
    • Qualitative Risk Analysis
    • Risk Register

7. Performing the Work — Project Execution

Once a project starts, the overriding theme from any management perspective is "Plan, Execute to the Plan, Monitor and Control the Execution against the Plan." In this section we will look at methodologies and tools that are available to the project to manage to the project plan. In addition, we will consider software testing in the context of the previously identified Testing Plan.

  • Cost Control
  • Earned Value Management, CPI, SPI
  • Scope Control
  • Requirements Communication
  • Solution Assessment and Validation
  • Requirements Traceability Matrix
  • Software Testing
  • Levels of Testing

8. Closing the Project

As the project draws to a close, product acceptance becomes the most important issue. This section will consider the practical considerations of completing a project and discuss issues related to closing.

  • Project Closure — Product Acceptance
  • Closing the Project — Things That Must Be Accomplished

9. Agile Overview

Most everyone has heard of Agile. But what Agile actually consists of is still not well-understood. As a methodology gaining rapid acceptance in the SDLC universe, you need to be conversant with the philosophy behind Agile and the specific means by which those philosophical principles are implemented.

  • What is Agile All About? The Agile Manifesto and Principles
  • The Levels of Agile Planning
  • Release Planning — The Product Backlog, Sprint Backlog
  • Story Points and Velocity
  • Iteration Planning
  • Daily Scrums, Sprint Reviews, Demos and Retrospectives


Hands-On Exercises

Exercise 1 — Stakeholder Analysis

  • Assess stakeholders for their interests, importance and influence on a project
  • Classify them by means of a 4-quadrant ranking system
  • Enter the information in a typical stakeholder register template

Exercise 2 — Capturing High-Level Requirements
 

  • Utilize a top-down or bottom-up methodology to capture project requirement early in the SDLC timeline
  • Evaluate different tools for brainstorming requirements such as Vision Statements and In/Out diagrams

Exercise 3 — Create a Work Breakdown Structure (WBS)

  • Use a sticky note decomposition method to capture necessary deliverables
  • Apply the 100% Rule to the construction of the hierarchical WBS diagram
  • Create Work Packages as necessary for each deliverable

Exercise 4 — Decompose Work Packages to Activities

  • Utilizing one of several presented methods, decompose work packages to activities that can be managed by a Project Manager
  • Discuss management issues such as “micromanaging” and how proper sizing of activities can be used to prevent them

Exercise 5 — Develop a Dependency Network

  • Establish the proper dependency relationships of a set of activities in Precedence Diagramming Method form

Exercise 6 — Estimate Activity Durations

  • Use Analogous estimating to produce a rapid estimate of a project activity
  • Use Parametric estimating to produce a more reliable activity
  • Calculate PERT estimates for activities to determine estimates of the activities duration and risk

Exercise 7 — Compensate Effort to Duration

  • Compensate an effort duration for the skill level of the individual tasked with completing the activity
  • Adjust the estimate for both work and non-work related inefficiencies

Exercise 8 — Develop a Critical Path Network Diagram

  • Apply a set of duration estimates to a dependency network
  • Identify the critical path (or paths) through the network
  • Calculate the mean time for the Project
  • Apply a buffer activity to take into account the element of risk

Exercise 9 — Perform Earned Value Calculations

  • Calculate the CPI of a project from a set of project metrics
  • Calculate the SPI of a project from the same set of metrics
  • Determine what the two calculations tell about the health of the project

Exercise 10 — Write User Stories

  • Decompose Epics into properly sized User Stories
  • Write the User Stories in proper form using the three “C”s approach

Exercise 11 — Perform Sprint Planning

  • Given a Prioritized Project Backlog and a Velocity, determine which User Stories should be implemented in the upcoming Sprint
  • Apply the above information to update the Release Plan for the project

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