Customized Software Development Process

Customized Software Development Process

Figure (a). shows a 1074-derived SLCM for a custom software development organization. The organization develops custom software products that are then turned over to the client organization to operate and maintain. Early visibility into proof of concept, feasibility, and design were very important, so prototypes were included early in the life cycle. A pure, evolutionary prototyping life cycle was not used because the clients desired formal review steps and a time-boxed process step to measure performance. Therefore, this organization began with a straightforward waterfall model and extended it with prototypes, reviews, and the integral processes directly from 1074.

Customized Software Development Process

Software Project Management Organization Life Cycle

A project management office comprises project managers, technical writers, and a minimal set of information technology specialists required to formalize its process of software selection. Working for a public organization with its attendant oversight required a well-thought-out and formal life cycle process. Taking the waterfall model as a starting point, the 1074 map and steps were applied to develop a COTS software acquisition and implementation model.

Figure (b). illustrates the detail that this office accomplished in applying the 1074 map to the basic waterfall model. The office ended up with four main life cycle processes: requirements analysis, architecture definition, system integration and test, and technology update. Each phase has defined deliverables. Great detail was given to the place that project management and essential processes play within the organization. Prototyping was accounted for in the first two phases to be able to search for the best-of-breed software solutions while remaining within the framework of the public agencies request for information and request for proposal guidelines. Special care was taken in the areas of configuration management and documentation to be able to turn over a complete software system to clients.

Commercial-off-the-Shelf (COTS) Development Process Model


Project managers who carry out process management before beginning a project will reap the benefits. The framework for manager and team behavior and methods for measuring progress toward project goals will be well defined and easy to follow for the duration of the project. To make the best use of the software management tools available, the organization's procedures and policies and the project's life cycle model will be determined. Also, the team will be familiar with them well before the project begins seriously. Then, no one has to rethink what processes they should be following, and everyone can concentrate on the building the system requirements.

Process management starts with defining a project or organizational approach to developing products. Figure (c) shows information that can be used to define a process. As an ongoing organization, this is a representation of the knowledge base of previous project and product metrics and artifacts. For a new organization or an organization new to process, this represents the areas that would be considered for adoption. As we describe the analysis cycles for process development, this figure will be used again to show the customization of basic processes for an organization.

Process Front-End Results

The conclusive result of applying process management is the removal of the fuzzy front end of any project and a rapid move to the project concept definition, candidate architectures, and initial market and system requirements.


software development, software management, process development
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