BIT1073-BISE1083 Software Engineering Implementation Phase PDF

FACULTY OF INFORMATION TECHNOLOGY BIT1073-BISE1083 Software Engineering Implementation Phase AMILLIA BINTI AMID 202409  Implementation Phase Outline: What is Implementation Phase in SDLC? Objec...

FACULTY OF INFORMATION TECHNOLOGY BIT1073-BISE1083 Software Engineering Implementation Phase AMILLIA BINTI AMID 202409  Implementation Phase Outline: What is Implementation Phase in SDLC? Objectives and Goals Types of Implementation Main Steps in Implementation Deliverables and Approvals Roles Tasks and Activities  What is Implementation Phase? Implementation phase in SDLC is the process of configuring the software for certain conditions of use, as well as training customers to work with the product. This stage begins after the system has been tested and accepted by the company. The Implementation Phase has one key activity which is installing the new system in its target environment. Supporting actions include training end-users and preparing to turn the system over to maintenance personnel. Developer carries out a full range of works on the implementation of software into the system according to the customer’s wishes, starting from the installation, adaptation and adjustment of programs and up to integration with devices, commissioning and user training. 3  Objectives and Goals Objectives: Successful completion of the Implementation Phase should comprise of system installation and training of end users on the system. Goals: The purpose of the Implementation Phase is to deploy and enable operations of the new information system in the production environment. 4  Types of Implementation Phase The methods of software implementation can be different and depend on the task that the developers initially faced. Developer according to the situation suggests using THREE ways: 1. Fresh implementation. It can be defined as a process in which manual recording is replaced by new software. In this case there are some tasks in the form of file conversion, user training, etc. 2. Replacement implementation. The old software is replaced by new programs. It demands thorough planning to overcome difficulties may arise. 3. Modified implementation. The old software is replaced by new with some changes. This type of implementation is easily, because the file modification area is not so large. Each method can bring real benefits to the business and improve the final result. 5 Main Steps in Implementation Phase Since the software implementation procedure affects the company’s work, the process is divided into several steps. On each stage includes the necessary list of operations, which depend on the goal. Everyone has its own shades and is carried out after agreement with the customer: 1. A study of the current work of the company by specialists before creating a project. At the end of the preliminary survey and audit, the customer receives recommendations related to the development of the technical task. 2. Creating a software implementation group. The developer company forms a program’s integration team and appoints engineers. 3. The program’s installation on the servers, as well as checking and adjusting the working state of the system and testing it. 6 Main Steps in Implementation Phase The implementation process is finished, but there are additional procedures in life cycle software development that call post-installation. It can include the following works: 1. Training of a group of specialists on the part of the customer to work with new product. It can be performed remotely or on the firm’s territory. 2. Making changes according to the customer’s experience of using new software. 3. At the end of taking the agreed modifications and the system is transferred to the client and the implementation operation is considered completed. 7  Deliverables and Approvals SDLC deliverables help State agencies successfully plan, execute, and control IT projects by providing a framework to ensure that all aspects of the project are properly and consistently defined, planned, and communicated. The SDLC templates provide a clear structure of required content along with boilerplate language agencies may utilize and customize. State agencies may use formats other than the templates, as long as the deliverables include all required content. The development and distribution of SDLC deliverables: 1. Ensure common understanding among Development Team members and stakeholders. 8  Deliverables and Approvals 2. Serve as a reminder of specified plans as projects become increasingly complex. 3. Provide agency senior management and other State officials insight into project risks and ongoing performance. 4. Encourage the execution of repeatable and consistent processes. 5. Facilitate the implementation of project management and agency IT best practices. 6. Result in a comprehensive record of project performance useful for many purposes (e.g. staff knowledge transfer, budgetary and other assessment activities, lessons learned). 9  Deliverables and Approvals During the development of documentation, the Development Team should: 1. Write comprehensive, easy to understand documents with no redundant information. 2. Develop an organized document repository for critical project information, so Development Team members can easily access, store, and reference project documents and other deliverables from all life cycle phases. 3. Implement routine deliverable reviews to correct inaccuracy, incompleteness, and ambiguities. 4. Recognize that sample templates for deliverables are available; agencies might accept deliverables in different formats as long as all required information is present. The content of these deliverables might expand or shrink depending on the size, scope, and complexity of the project. 5. Recycle or reference information from earlier documents where possible and beneficial. 10  Deliverables and Approvals The following is a listing of deliverables required of all projects for Implementation Phase of work. Deliverables need to be updated for each iteration of the Implementation Phase. Deliverable Goals Developed By Approved By 1. Complete System: Includes all code, modules, ✓ Deliver system that meets the Development Agency CIO components, and libraries, kept in the business need and all Team production version of the data repository. requirements. ✓ Deploy system to production environment. 2. System Documentation: Includes all technical ✓ Provide all documentation Development Agency CIO documentation delivered during the project (e.g. necessary to effectively Team the SDD and the User Guide). operate and maintain the system. 11  Deliverables and Approvals Deliverable Goals Developed By Approved By 3. Implementation Notice: Formally requests ✓ Formally request approval for Development Agency CIO: approval for system changes made during the system implementation. Team Project Implementation Phase. Sponsor 4. Readiness Document: Consolidates summary ✓ Provide information Development Agency CIO information regarding the current status of the necessary to make the go/no- Team system and the project and provides decision go decision. makers with the information necessary to make ✓ Consolidate status a “Go/No Go” decision. It should include a information regarding the checklist listing all work products, User effective completion of the Acceptance Test (UAT) results, other indicators project and achievement of of success measures and deliverable acceptance. project objectives and SDLC requirements. ✓ Affirm achievement of all deliverable acceptance criteria. 12  Deliverables and Approvals Deliverable Goals Developed By Approved By 5. Version Description Document: Primary ✓ Allow for tracking and control of Development Agency CIO configuration control document used to software releases to the operational Team track and control versions of software environment. released to the operational environment. It ✓ Document features and content in also summarizes features and contents for software builds. the software build and identifies and describes the version of software delivered. ✓ Identify the version of the software being delivered. 6. Post-Implementation Review Report: ✓ Summarize assessment of Project Agency CIO: Summarizes the assessment of implementation activities. Manager Project Sponsor Implementation activities at the end of the ✓ Evaluate the effectiveness of the Project Manager Implementation Phase. system development after the Development system has been in production. Team ✓ Determine if the system does what it was designed to do. 13  Deliverables and Approvals Deliverable Goals Developed By Approved By Standard Operating Procedures (SOP) ✓ Provide detailed instructions Development Agency CIO (Optional): Defines in detail how the Systems for future business processes. Team Team will perform the business processes ✓ Ensure consistent execution of related to the operations and maintenance of business processes. the system. Whereas the User Guide is focused on the use of the system specifically, the SOP ✓ Drive performance addresses all related business processes. improvement and improve organizational results. 14  Deliverables and Approvals All deliverables other than those identified as Updates should be developed in this phase. Deliverables identified as Updates should be revisited and enhanced as necessary as prescribed in this phase. Deliverables produced during this phase must be reviewed in detail and should follow the approval path as defined in the above table (for each iteration). A signature page or section should accompany each deliverable requiring approval. Developer will periodically request copies of these documents as part of its oversight responsibilities. 15  Roles The following personnel participate in the work activities during this phase: 1. Agency CIO 2. Project Sponsor 3. Executive Sponsor 4. Project Manager 5. Development Team 6. Project Stakeholders 16 Possible RACI Matrix 17  State Roles and Responsibilities State Roles and Responsibilities detail various functions to be performed by team members. The Table 1 represents the baseline responsibilities, and should be viewed as guidance to meet the specific needs of each project in delivering iterative solutions. Any project may include, but not be limited to, these roles and responsibilities. 18  State Roles and Responsibilities State Roles Responsibilities Agency Chief Information ✓ The Agency Chief Information Officer (CIO) is the principal advisor on the Officer (CIO) effective application of information technology (IT) to business needs and ensures that all IT initiatives are managed with sound life cycle management principles and practices consistent with the agency IT Master Plan. ✓ The Agency CIO works with the Project Manager to establish and administer a project management control system that provides visibility into the actual progress of each IT project. ✓ The Agency CIO ensures that agency technical standards are met, that the design specifies a system maintainable by the agency, and that sound design principles are practiced. ✓ Additionally, the Agency CIO’s responsibilities include providing general project oversight, such as strategic guidance, information, recommendations, and decisions. 19  State Roles and Responsibilities State Roles Responsibilities Agency Evaluation Committee ✓ The Agency Evaluation Committee is a select group of stakeholders and project representatives gathered to evaluate solicitation proposal responses and to rank and recommend an offeror for contract award based upon the technical and financial merits of its response. ✓ The Agency Evaluation Committee may be involved in the Systems Development Life Cycle (SDLC) phases, depending on the timing of solicitations. ✓ Agency Evaluation Committee responsibilities are included within the Planning Phase because standard practice dictates the issuing of implementation solicitations after the gathering of features and stories are complete. ✓ This timing may vary depending on the timing of solicitations. 20  State Roles and Responsibilities State Roles Responsibilities Chief Financial Officer (CFO) ✓ The Agency CFO is responsible for financial oversight and reporting for the project. ✓ The Agency CFO is involved in the project by supporting financial planning efforts, acquiring funds, and staying abreast of and regularly reporting the financial status of the project. Business Owner ✓ The Business Owner leads the organization that requires or directly benefits from the products or services being provided by the project. ✓ The Business Owner is the ultimate champion and works with the Agency CIO to appoint a Project Sponsor to represent the interest of the organization. ✓ In some projects, the Business Owner is also the Project Sponsor. 21  State Roles and Responsibilities State Roles Responsibilities Procurement Officer ✓ The Procurement Officer is the State Official responsible for planning and implementing procedures in the acquisition of goods and services, which includes the development and release of solicitations and contract awards. ✓ Furthermore, the Procurement Officer ensures that all solicitations follow Code of Maryland Regulations and State policies. ✓ The Procurement Officer works closely with the Project Manager, the Planning Team, and the Agency Evaluation Committee to evaluate the solicitation responses and properly and fairly award contracts. ✓ The Procurement Officer may be involved in the SDLC phases, depending on the timing of solicitations. Task Order Manager ✓ The Task Order Manager is the single point of contact for managing Vendor Project Manager Task Orders initiated by the Agency. 22  State Roles and Responsibilities State Roles Responsibilities Agency Project Manager ✓ The Agency Project Manager is responsible and accountable for the successful execution of the project. ✓ The Project Manager is responsible for organizing and leading the team that is charged to deliver the project goals by accomplishing all of the project tasks. ✓ The Project Manager guides project teams to successfully complete the project tasks of each phase, thereby meeting the goals of the organization. ✓ The Project Manager must effectively balance and influence the competing project constraints of scope, quality, schedule, budget, resources, and risks. ✓ The Project Manager is responsible for the success of the project through incremental delivery and hand-off to the System Manager for operations and maintenance. 23  State Roles and Responsibilities State Roles Responsibilities Project Sponsor ✓ The Project Sponsor is the business manager responsible for providing the overall business direction for the project; he or she acts as the senior spokesperson for the project. ✓ The Project Sponsor ensures that the needs and accomplishments within the business area are widely known and understood. ✓ With review and approval of project documents and careful reviews, the Project Sponsor ensures that the design of the system meets functional and non- functional business goals. ✓ The Project Sponsor is also responsible for ensuring that adequate financial and business process resources to address business area needs are made available in a timely manner. ✓ The Project Sponsor is expected to actively assist project teams to address risks and resolve project issues throughout the project life cycle. 24  State Roles and Responsibilities State Roles Responsibilities Project Stakeholders ✓ Stakeholders are individuals who may be positively or negatively impacted by the execution or completion of a project or may exude influence on the project and its deliverables. Security Officer ✓ The Security Officer is responsible for the overall security of the system and the security of the resources associated with processing functions. ✓ He or she ensures system adherence to the agency’s IT security program, implements IT security certification and accreditation processes, and assures the confidentiality, integrity, availability, and accountability for all agency information in the system while it is processed, stored, and/or transmitted electronically. 25  State Roles and Responsibilities State Roles Responsibilities Steering Committee ✓ The Steering Committee is a group of stakeholders assembled to provide governance over the project and to assist in mitigating risk, and have project decision making authority from a strategic perspective. ✓ The Steering Committee, chaired by the Project Sponsor, establishes project goals, guidelines, and expectations through the entire life cycle. ✓ Steering committee members must understand project goals, be aware of project risks and issues, and provide appropriate and timely decisions and guidance to the Project Manager to keep the project on track in terms of scope, schedule, budget, and quality. ✓ In order to accomplish these tasks, Steering Committee members must be current with status reports, complete action items, and be active participants throughout the project life cycle. ✓ The Steering Committee is expected to work with the Project Manager to make strategic and tactical decisions regarding the project requirements, scope, schedule, budget, quality, resources, and risk management. Ideal members of the Steering Committee will represent the business users, customers, and management and have an understanding of the organization’s strategic goals. 26  State Roles and Responsibilities State Roles Responsibilities System Manager ✓ The System Manager has overall responsibility for the System Team and the operations and maintenance of the project deliverables post-implementation. 27 Implementation Phase Q&A  Implementation Phase Slide References: https://www.reksoft.com/ https://doit.maryland.gov/