SDLC Phases and System Design

• Information Systems Analysis and Design is the organizational process of developing and maintaining information systems.
• Application software is used to support organizational functions or processes.
• Systems analysts are responsible for the analysis and design of information systems within an organization.

Evolution of Systems Analysis and Design

• The 1950s emphasized efficiency in processing and automating existing processes, with applications developed in machine or assembly language.
• Procedural languages emerged in the 1960s, leading to smaller and faster computers.
• The 1970s brought a more disciplined approach, shifting the focus from process to data.
• Microcomputers became key organizational tools in the 1980s.
• The 1980s led to the expansion of the software industry writing off-the-shelf software.
• Fourth-generation languages enabled instructing computers on what to do instead of how in the 1980s.
• System integration became the focus in the 1990s.
• Visual programming environments like Visual Basic were used in the 1990s.
• Relational and object-oriented databases were developed during the 1990s.
• Also in the 1990’s, the development of enterprise-wide systems and web/internet applications began and expanded.
• Present day continues to focus on developing systems for the Internet, intranets, and extranets.
• Current implementations involve a three-tier design with a database server, application server, and client logic on user machines.
• The move to wireless and assembling systems from off-the-shelf components continues today.

Systems Development Life Cycle (SDLC)

• Systems development methodology is a standard process for analyzing, designing, implementing, and maintaining information systems.
• The SDLC is a traditional methodology for developing, maintaining, and replacing information systems.
• SDLC features phases that mark the progress of systems analysis and design efforts.
• SDLC is a circular process where the end of the system's life leads to the beginning of another cycle.
• Projects in SDLC can return to prior phases.
• SDLC can be an iterative process.

SDLC Phases

• Planning involves identifying the need for a new or enhanced system.
• During planning, needs are identified, analyzed, and prioritized.
• The scope of the proposed system is determined during planning.
• A baseline project plan is developed during the SDLC planning phase.
• Analysis involves studying system requirements from user input.
• Careful study of current manual and computerized systems is crucial during the SDLC analysis phase.
• The result of analysis phase is a description of the recommended alternative solution.
• Design involves converting the alternate solution into logical and physical specifications.
• Logical design is independent of specific hardware or software platforms.
• During physical design, logical specifications are transformed into technology-specific details for programming.
• Choices of language, database, and platform are often predetermined by the organization in the design phase.
• Implementation is when the information system is coded, tested, installed, and supported.
• New systems become integrated into the daily operations of the organization during the SDLC implementation phase.
• Maintenance involves systematically repairing and improving the information system after it has been implemented.
• Organizational needs may change over time, requiring system modifications based on user needs during the SDLC maintenance phase.

Agile Methodologies

• Engineering methodologies do not fit real-world software development.
• Agile methodologies focus on adaptive, people-centric, and self-adaptive processes rather than predictive methodologies.
• Agile methodologies are not for every project.
• An agile process is recommended for projects with unpredictable requirements, responsible developers, and involved customers.

Agile Manifesto

• The Agile Manifesto values individuals and interactions over processes and tools.
• Agile values working software over comprehensive documentation.
• Agile values customer collaboration over contract negotiation.
• Agile values responding to change over following a plan.
• Agile's highest priority is satisfying the customer through continuous delivery of valuable software.
• Agile welcomes changing requirements, harnessing them for the customer's advantage.
• Agile delivers working software frequently, from a couple of weeks to a couple of months.
• Agile requires business people and developers working together daily.
• Agile builds projects around motivated individuals, trusting them to complete tasks.
• Agile considers face-to-face conversation the most efficient way to convey information.
• Working software is the primary measure of progress in Agile.
• Continuous attention to technical excellence enhances agility.
• Agile promotes sustainable development, maintaining a constant pace indefinitely.
• Simplicity is maximized by reducing the amount of work not done.
• The best architectures and designs emerge from self-organizing teams.
• Teams reflect and adjust their behavior regularly to become more effective in agile.

Extreme Programming (XP)

• Extreme Programming involves short, incremental development cycles.
• XP focuses on automated tests written by programmers.
• XP emphasizes two-person programming teams.
• XP development processes include customer monitoring.
• XP fuses planning, analysis, design, and construction into a single phase of activity.
• XP captures and presents system requirements in a unique way.
• Coding and testing are related in XP.
• The advantages of XP are improved communications, productivity, and code quality.

Scrum

• Scrum originated in 1995 by Sutherland and Schwaber.
• 87% of companies report using Scrum.
• Scrum teams include roles, events, artifacts, and rules.
• Each Scrum team includes a product owner, development team, and a Scrum master.
• Scrum is designed for speed and multiple releases.
• The primary unit in Scrum is the Sprint.
• The Sprint runs for two weeks to a month.
• A Sprint starts with an eight-hour planning meeting, where the team discusses:
• Deliverables for the end of the sprint
• How to accomplish those deliverables
• A Daily Standup is a 15-minute meeting to evaluate the progress made within the past 24 hours and what remains to be done.
• Two meetings are held at the end of the sprint.
• The Sprint Review (4 hours) focuses on the accomplishments of the developed product.
• The Sprint Retrospective (3 hours) focuses on the team's performance and how to improve.
• There are three primary artifacts in a Scrum process.
• The Product Backlog provides a list of potential requirements for the developed product.
• The Sprint Backlog lists items to be addressed in a particular sprint.
• The Increment represents the sum of all Product Backlog items completed during a sprint.

Agile in Practice

• Agile offers managers and programmers more choice to produce good systems that come under budget.
• Implementation can be challenging because it requires top management support and knowledge about agile.
• Overcoming resistance to change can impact agile approaches.
• 42% of companies use a combination of agile and waterfall approaches.

Questions cover phases of the Systems Development Life Cycle (SDLC) and design processes. Topics include requirements gathering, system specifications, implementation, maintenance, and design types. Different SDLC models are also addressed.