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ASSIGNMENT 1 FRONT SHEET
Qualification BTEC Level 5 HND Diploma in Computing
Unit number and title Unit 9 : Software Development Life Cycle
Submission date Date Received 1st submission
Re-submission Date Date Received 2nd submission
Student Name Nguyen Thi Huyen Vy^ Student ID GCS
Class GCS0806_NX Assessor name Ho Nguyen Phu Bao
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I certify that the assignment submission is entirely my own work and I fully understand the consequences of plagiarism. I understand that
making a false declaration is a form of malpractice.
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ASSIGNMENT 1 BRIEF
hard-to-find and classic jazz, rock, country, and folk recordings. Megan soon was invited to join the
partnership because of her contacts and knowledge of classical music. Tune Source quickly became known
as the place to go to find rare audio recordings. Annual sales last year were $40 million with annual growth
at about 3%–5% per year. Tune Source currently has a website that enables customers to search for and
purchase CDs. This site was initially developed by an Internet consulting firm and is hosted by a prominent
local Internet Service Provider (ISP) in Los Angeles. The IT department at Tune Source has become
experienced with Internet technology as it has worked with the ISP to maintain the site.
System Request
Project Sponsor : Carly Edwards, Assistant Vice President, Marketing
Business Need : This project has been initiated to increase sales by creating the capability of selling digital
music downloads to customers through kiosks in our stores, and over the Internet using our website.
Business Requirements : Using the Web or in-store kiosks, customers will be able to search for and
purchase digital music downloads. The specific functionality that the system should have includes the
following:
Search for music in our digital music archive.
Listen to music samples.
Purchase individual downloads at a fixed fee per download.
Establish a customer subscription account permitting unlimited downloads for a monthly fee.
Purchase music download gift cards.
Business Value : We expect that Tune Source will increase sales by enabling existing customers to
purchase specific digital music tracks and by reaching new customers who are interested in our unique
archive of rare and hard-to-find music. We expect to gain a new revenue stream from customer
subscriptions to our download services. We expect some increase in cross-selling, as customers who
have downloaded a track or two of a CD decide to purchase the entire CD in a store or through our
website. We also expect a new revenue stream from the sale of music download gift cards.
Conservative estimates of tangible value to the company include the following:
$757,500 in sales from individual music downloads
$950,000 in sales from customer subscriptions
$205,000 in additional in-store or website CD sales
$153,000 in sales from music download gift cards
Special Issues or Constraints:
The marketing department views this as a strategic system. The ability to offer digital music
downloads is critical in order to remain competitive in our market niche. Our music archive of
rare and hard-to-find music is an asset that is currently underutilized.
Many of our current loyal customers have been requesting this capability, and we need to
provide this service or face the loss of these customers’ business.
Because customers have a number of music download options available to them elsewhere we
need to bring this system to the market as soon as possible.
You need to discuss the following Tasks:
Task 1
You are a project manager of ABC company. Your company now collaborating with Tune Source to
complete the project. You have to create a report about SDLC models which could be used in Tune
Source. You report should contain the following content:
Describe 4 SDLC models: Waterfall, V-Model, Spiral, Rapid Development. Which method is best for Tune
Source and why?
Your report also should list some risks and offer an approach to manage risks.
Task 2
Discuss why a team need to conduct feasibility study and what areas should be conducted in feasibility
study?
Contents
- P1 Describe two iterative and two sequential software lifecycle models.
- Waterfall model:
- 1.1. Requirement Gathering Stage/Feasibility Study:
- 1.2. Design Stage:................................................................................................................................................
- 1.3. Built Stage:
- 1.4. Integration and Test Stage:
- 1.5. Deployment Stage:
- 1.6. Maintenance Stage:....................................................................................................................................
- V-Model:
- 2.1. Requirement analysis:
- 2.2. System design:
- 2.3. Architectural Design:
- 2.4. Module design:
- 2.5. Coding phase:.............................................................................................................................................
- 2.6. Testing phase:
- Prototyping:
- 3.1. Rapid Throwaway Prototyping:...................................................................................................................
- 3.2. Evolutionary Prototyping:
- 3.3. Incremental Prototyping:............................................................................................................................
- 3.4. Extreme Prototyping:
- Agile:.................................................................................................................................................................
- 4.1. Individuals and experiences:.......................................................................................................................
- 4.2. Working software:......................................................................................................................................
- 4.3. Customer collaboration:
- 4.4. Responding to Change:...............................................................................................................................
- P2. Identify some risks and discuss an approach to manage them:
- What is risk management:.................................................................................................................................
- 1.1. Five Types of Risk In Software Project Management:
- 1.2. Steps to creat a risk management plan:
- Risk management table:
- P3. Discuss the purpose of conducting a feasibility study for the project:
- What is a feasibility study?
- A feasibility study's main points
- Conducting a feasibility study:
- 3.1. Preliminary analysis:...................................................................................................................................
- 3.2. Define the scope:
- 3.3. Market research:
- 3.4. Financial analysis:
- 3.5. Roadblocks and possible options:
- 3.6. Results re-evaluation:
- 3.7. Decision on whether to go or not to go:
- Reason for conducting a feasibility study:..........................................................................................................
- 4.1. Feasibility Studies Show the Viability of the Vision:
- 4.2. Feasibility Studies Help Define Goals and Objectives:
- 4.3. Feasibility Studies Help to Develop A Plan:
- 4.4. Feasibility Studies Help Execute That Plan:
- 4.5. Feasibility Studies Will Give Us an Identity:.....................................................................................................
- P4. Describe how technical solutions can be compared:
- Discuss how the three feasibility criteria (technical, economic, organizational) are applied to the project:
- 1.1. Technical Feasibility:
- 1.2. Economic Feasibility:
- 1.3. Operational Feasibility:...............................................................................................................................
- Discuss alternative technical solutions using the alternative matrix:
- Figure 1: Interconnection between different chronological phases Table of figures:
- Figure 2: Different phases in a V-Model of the SDLC..................................................................................................
- Figure 3: Prototyping overall
- Figure 4: Agile model
- Figure 5: Multi-level approach to the organizational risk management flow..............................................................
- Figure 6: Risk management process
- Figure 7: Example of alternative matrix.....................................................................................................................
- Table 1: Advantages and Disadvantages of waterfall model Table of tables:
- Table 2: Advantages and Disadvantages of V-Models
- Table 3: Advantages and disadvantages of Prototyping
- Table 4: Advanatges and disadvantages of Agile model.............................................................................................
- Table 5: Risk management
- Table 6: Advantages and disavantages of alternative matrix
1.3. Built Stage:
This stage is also known as the software development coding process where the concept is translated into the source code and the UI plus UX specification using the language and tools of programming. Each module must be coded accordingly. The framework is built in the next step by means of feedback from the system design in small programs known as units. The configuration of each unit has been built and evaluated, which is referred to as test unit.
1.4. Integration and Test Stage:
After testing of each unit, all units created during deployment are merged into a system. The whole device will be reviewed for faults and defects after integration. Once the program is coded, all other components with various features are merged. Each integration phase entails integrating previous planned modules into the components of the program framework and checking the whole system. α testing phase: In this testing, the software is tested by the development team, the developers,… β testing phase: In this testing, the software is tested by friendly customers and other target users which are using the product in beta format. Acceptance testing phase: After the application has been distributed, the consumer shall conduct an approval test to decide if the product should be approved as shipped or refused for further alteration.
1.5. Deployment Stage:
As all functional as well as non-functional checks are performed, the device is installed in the end of the user or the environment or is launched to the market.
1.6. Maintenance Stage:
There are several problems that emerge in the customer climate. Patches are published to correct these problems. Few better models are also launched to boost the commodity. Maintenance is undertaken to deliver these improvements to the consumer climate. It has three types: Corrective Repair: Corrective maintenance is when maintenance is performed to correct mistakes. Perfect Maintenance: Perfect maintenance is performed where maintenance is performed to improve the performance of any system as requested by the customer. Adaptive Maintenance: Adaptive Maintenance is usually important for porting the program to a different work environment or for porting from one type of OS to another. Advantages Disadvantages Each process must be completed before the next phase of development. Error can be fixed only during the phase Suitable for small projects where requirements are well described It is not desirable for complex projects where the specifications always shift. They should conduct a quality assurance test (verification and validation) before completing each stage of the test. Testing period comes quite late in the developmental process Documentation is created at every point of the software development cycle. Documentation is very time-consuming for developers and testers The project is entirely focused on the project team with limited client intervention. Valuable feedback from clients cannot be used in the current growth process Some adjustments can be made during the production process. Small changes or errors that occur in the completed program can trigger a lot of problems.
Table 1 : Advantages and Disadvantages of waterfall model
2. V-Model:
The V-model is an SDLC model where method execution occurs sequentially in a V-shape. It is also known as the Paradigm of Authentication and Validation. The V-Model is an extension of the waterfall model which is based on the combination of the test step with each subsequent stage of growth. This means that there is a specifically linked monitoring process for any single phase of the production cycle. This is a highly disciplined model and the next step will begin only after the previous phase has been completed.
Figure 2 : Different phases in a V-Model of the SDLC.
2.1. Requirement analysis:
It is the first step of the production cycle in which the specifications of the product are described from the point of view of the customer. This process requires a detailed communication with the client in order to clarify his preferences and the exact criteria. It is a very critical operation that has to be well handled, since most consumers are not sure precisely what they need. Acceptance research specification preparation is being undertaken at this level as company criteria can be used as guidance for acceptance tests.
2.2. System design:
Once we have clear and detailed product specifications, the time has come to build a full system. The system design would provide the understanding and detail of the full hardware and connectivity configuration for the software under production. The system test plan shall be built on the basis of the system design. Using this at an early stage allows more time for the real execution of the test later.
2.3. Architectural Design:
In this process, architectural specifications are understood and designed. Typically more than one technical solution is proposed and the final decision is made on the basis of technical and financial viability. The device architecture is further broken down into various feature units. This is often referred to as a high-level architecture (HLD). Data transmission and connectivity between internal and external modules (other systems) is well understood and identified at this point. With this information, integration testing can be designed and recorded at this stage.
2.4. Module design:
In this phase, the detailed internal design for all the system modules is specified, referred to as Low Level Design (LLD). It is important that the design is compatible with the other modules in the system architecture and the other external systems. The unit tests are the integral aspects of any development process and helps eliminate the maximum deefects and errors at a very early stage. These unit tests can be designed at this stage based on the internal module designs.
Figure 3 : Prototyping overall
There are four types of model available:
3.1. Rapid Throwaway Prototyping:
This approach provides a helpful way to explore solutions and get input from the consumer on each of them. In this approach, the established prototype does not actually need to be part of the eventually adopted prototype. Customer input helps avoid unwanted design faults, and thus the final version produced is of higher quality.
3.2. Evolutionary Prototyping:
In this process, the prototype initially developed is gradually improved on the basis of input from the consumer until it is eventually adopted. Compared to Quick Throwaway Prototyping, it provides a better solution that saves both time and effort. This is because creating a concept from scratch for any iteration of the process can often be really difficult to the developers.
3.3. Incremental Prototyping:
The final planned result is broken down into small parts of prototypes and produced independently in this form of gradual prototyping. Once all of the individual parts have been properly designed, the various prototypes are assembled into a single finished component in the order in which they were made. It's a very effective strategy that reduces the complexity of the planning process by dividing the target into sub-parts and developing each sub-part separately. Since all aspects of the device are prototyped and validated at the same time, the time between the start of the project and the actual completion is significantly shortened. Of course, there's a chance that the components won't match together because of a flaw in the construction phase; this can only be solved by meticulously plotting the whole structure before prototyping begins.
3.4. Extreme Prototyping:
This approach is primarily used in the development of websites. It is divided into three stages, each of which is independent of the others:
- In this process, a simple prototype is provided in HTML format with all of the current static pages.
- In the second step, functional displays are created using a prototype services layer and a simulate data procedure.
- The final stage is to integrate all of the services and link them to the final prototype. This Extreme Prototyping method makes the project cycling and delivery robust and fast, and keeps the entire developer team focus centralized on products deliveries rather than discovering all possible needs and specifications and adding unnecessitated features. Advantages Disadvantages Customers get to see a portion of the finished product early in the life cycle. Customers would be more satisfied and comfortable as a result of this. Since there is room for change, new criteria can be readily accommodated. Functionalities that aren't there will easily be discovered. Both in terms of time and resources. When the consumer tests the prototype, there could be too much variance in specifications. Owing to constantly evolving consumer needs, there is a lack of documentation. It is very difficult for developers to satisfy any of the customer's requests.
Errors can be found even sooner, saving time and money while still improving the accuracy of the program. The built concept can be reused by the manufacturer in the future for more complex projects. Adaptability of architecture There's no way of knowing how many revisions will be expected before the prototype is actually approved by the consumer. Customers often insist that the final product be shipped quickly after seeing an early prototype. In a rush to create prototypes, developers can come up with sub-optimal solutions. If the consumer is dissatisfied with the initial version, he or she may lose confidence in the product.
Table 3 : Advantages and disadvantages of Prototyping
4. Agile:
Agile is a process paradigm that incorporates iterative and gradual processes, focused on process adaptability and user loyalty by the fast development of a working software product. Agile methods divide a project into short, gradual steps. Iterations of these builds are available. Each iteration lasts anywhere from one to three weeks. According to the Agile model, each project should be treated differently, and current approaches should be adapted to better fit the project requirements. To provide unique functionality for an update, tasks are split into time boxes (small time frames) in Agile. The method is iterative, with each iteration delivering a working program construct. In terms of functionality, each build is incremental; the final build contains all of the features provided by the user.
Figure 4 : Agile model
4.1. Individuals and experiences:
Self-organization and inspiration, as well as interactions such as co-location and pair programming, are critical in Agile development.
4.2. Working software:
Rather than relying only on documents, demo working software is considered the easiest way to communicate with consumers and understand their needs.
4.3. Customer collaboration:
Since requirements cannot be fully collected at the start of the project due to a variety of reasons, ongoing customer engagement is critical to obtaining accurate product specifications.
4.4. Responding to Change:
Agile Architecture emphasizes rapid change reactions and ongoing development.
P2. Identify some risks and discuss an approach to manage them:
1. What is risk management:
A possible issue is risk. It's an incident or occurrence that could endanger a software development project's performance. Danger refers to the probability of losing revenue, and overall risk exposure to a project takes into account both the chance and the scale of the possible loss. It's never a smart idea to focus on guesswork or crisis management. The best way to estimate the possibility that an unplanned or inadmissible occurrence will occur on a software development project is to recognize and aggregate risks. Terminations, discontinuities, timetable disruptions, expense underestimation, and project resource overruns are examples of these. Risk management is a reciprocal practice that involves project and organisation planning, network design, SDLC procedures, identifying, evaluating, and prioritizing risks, and then applying capital to mitigate or optimize the realization of incidents. The key principles associated with coordinating and managing the system-related information security risk in organizations are described in this section. Managing information on security and privacy is a complex task that necessitates a broad perspective involving the whole organization. To carry out a robust risk management execution, seven well-defined steps must be followed:
Figure 5 : Multi-level approach to the organizational risk management flow
Figure 6 : Risk management process
1.1. Five Types of Risk In Software Project Management:
- New, unproven technologies
- User and functional requirements
- Application and system architecture
- Performance
- Organizational
1.2. Steps to creat a risk management plan:
After cataloging all of the risks according to type, the software development project manager should craft a risk management plan. As part of a larger, comprehensive project plan, the risk management plan outlines the response that will be taken for each risk.
- Conduct a risk study to identify possible dangers (and then document and prioritize them)
- Evaluate and analyze each possible risk's outcome, effect, and likelihood.
- Assign each risk its own set of roles and responsibilities.
- Develop risk-mitigation plans for each risk.
- Make a backup plan in case something goes horribly wrong.
- Determine risk tolerance and collaborate with project partners.
- Continue to keep an eye on each danger and report on it.
2. Risk management table:
Risk description Severity Owner Mitigating action Project purpose and need is not well-defined. High Project Sponsor Complete a business case if not already provided and ensure purpose is well defined on Project Charter and PID. Project design and deliverable definition is incomplete. High Project Sponsor Define the scope in detail via design workshops with input from subject matter experts. Project schedule is not clearly defined or understood Medium Project Manager Hold scheduling workshops with the project team so they understand the plan and likelihood of missed tasks is reduced. No control over staff priorities Medium Project Manager The Project Sponsor will brief team managers on the importance of the project. Soft book resources as early as possible and then communicate final booking dates asap after the scheduling workshops. Identify back ups for each human resource on the project. Consultant or contractor delays High Project Manager Include late penalties in contracts. Build in and protect lead time in the schedule. Communicate schedule early. Check in with suppliers regularly. Query '90% done'. Ask again and again if they need anything else. Estimating and/or scheduling errors High Project Manager Break this risk into two: 'cost estimating' and 'scheduling errors'. Use two methods of cost estimation, and carefully track costs and forecast cost at
highlighting main project priorities based on market research, mapping out potential roadblocks and offering viable solutions, and factoring in time, expense, legal, and manpower specifications.
2. A feasibility study's main points
In project management, a feasibility report considers the following areas:
- Professional capability: Does the company have the necessary technical expertise and skills to complete the project?
- Budget: Does the company have the financial means to carry out the project, and is the project's cost/benefit analysis adequate to justify going forward?
- Legality: What are the project's legal conditions, and does the company satisfy them?
- What are the risks involved with completing this project? Is the cost worth the company's time and money depending on the expected benefits?
- Operational feasibility: Does the proposal, in its proposed scope, answer the organization's needs by addressing challenges and/or seizing opportunities?
- Time: Is it feasible to finish the project within a realistic time period that is useful to the company?
3. Conducting a feasibility study:
3 .1. Preliminary analysis:
Many companies will perform a preliminary review, which is equivalent to a pre-screening of the proposal, before going forward with the time-consuming phase of a feasibility report. The aim of the preliminary review is to identify insurmountable barriers that will make a feasibility study futile. If no big roadblocks are identified during this pre-screening, a more detailed feasibility review will be carried out.
3 .2. Define the scope:
It's important to define the project's scope such that the feasibility study's scope can be calculated. The complexity of the project will include the amount and makeup of internal partners as well as external clients or consumers. Don't neglect to consider the project's future effect on all aspects of the business.
3 .3. Market research:
There is no such thing as a mission that is done in a vacuum. Those doing the feasibility review would look at the current competitive environment and see if the proposal has a place in it.
3 .4. Financial analysis:
The feasibility report would look at the project's economic costs, such as infrastructure or other resources, man- hours, the project's proposed benefits, the project's break-even schedule, the proposal's financial risks, and the possible financial effects of the project's failure.
3 .5. Roadblocks and possible options:
If any future challenges arise during the analysis, it will investigate alternative solutions to ensure the project's progress.
3 .6. Results re-evaluation:
It's critical to take a fresh look at the feasibility report, particularly if a considerable period of time has elapsed since it was completed.
3 .7. Decision on whether to go or not to go:
The suggested course of action whether the proposal should continue or not is the final feature of a feasibility report.
4. Reason for conducting a feasibility study:
Feasibility studies are important to business development. They can allow a business to address where and how it will operate. They can also identify potential obstacles that may impede its operations and recognize the amount of funding it will need to get the business up and running. Feasibility studies aim for marketing strategies that could help convince investors or banks that investing in a particular project or business is a wise choice.
4.1. Feasibility Studies Show the Viability of the Vision:
Every innovation began with an idea, and although some have overcome the odds, such proposals were scarcely introduced without first being tested. Be able to gauge the probability of reaching the idea of success by looking at the world that surrounds the goal, like where consumers will come from and who would be vying with to get them. It's worth remembering that feasibility tests can be a significant aspect of "right-sizing" view. Nearly 40% of feasibility studies at the SF Companies result in a “yes-if” result, suggesting that the original design can be tweaked to meet the performance criterion.
4.2. Feasibility Studies Help Define Goals and Objectives:
Ideas are fine, but their implementation is much better. By establishing benchmarks for a project's viability, a feasibility study can help clarify what goals need to be set in place for success. A feasibility study can help to figure out how much the facility will cost and how much money it can make. With this information, we can either get the resources we need to finish the project or “right-size” it based on the resources.
4.3. Feasibility Studies Help to Develop A Plan:
Goals, like ideas, are only useful when the works has started. We will have a better understanding of the next steps in the development cycle as we define our goals with the help of feasibility study. Then, in order to draw financing partners, a program strategy for a "right-sized" facility should be created and paired with a financial prediction and economic impact analysis.
4.4. Feasibility Studies Help Execute That Plan:
The most important advantage of a feasibility report, in my opinion, is that it provides detailed insight on whether a project needs to be viable. Get a better sense of the sources of funding, investors, and business strategy required to succeed if consider growth costs, the economic market, where new buyers will come from, and sales potential. The feasibility study's components would act as a road map, outlining the best way to build a new complex.
4.5. Feasibility Studies Will Give Us an Identity:
We will have a general idea of who we approaching when building a new sporting, leisure, or entertainment facility. To reach this important demographic, though, we must first consider their desires and the competitive environment. A feasibility analysis will assist us in determining what we should do. P4. Describe how technical solutions can be compared:
1. Discuss how the three feasibility criteria (technical, economic, organizational) are applied to the project:
The feasibility study is a management-focused mission. A feasibility study's aim to determine whether or not an information technology project can be completed and to propose potential solutions. Projects are launched for these reasons:
- Issues that are amenable to systemic remedies
- Options for enhancement include: system improvements, system changes, and system installation. A feasibility report should provide management adequate details to make the following decisions:
- Whether or not the project will be completed
- If the final product would support the consumers and company it was designed for
- What are the choices from which an answer can be selected?
- Is there a preferred alternative.
1 .1. Technical Feasibility:
The technological services available to the organisation are the subject of this evaluation. It aids organisations in determining whether technical tools are adequate for the job and whether the technical staff is capable of turning concepts into operating processes. The proposed system's hardware, software, and other technological specifications are therefore evaluated for technical viability. Assessing technological viability is an important aspect of evaluating capital. It takes into account the project's technological specifications. The technological specifications are then compared to the organization's operational capabilities. If the internal technological expertise is adequate to meet the project needs, the systems project is deemed technically feasible. The analyst must assess if existing technological capabilities can be updated or extended in order to satisfy the request in question. This is where device analysts' insight comes in handy, so they can address the issue of technological viability based on their own knowledge and contacts with vendors. In technical feasibility the following issues are taken into consideration:
- Whether the required technology is available or not.
- Whether the required resources are available:
- Manpower- programmers, testers & debuggers.
- Software and hardware. The essential questions that help in testing the operational feasibility of a system include the following:
- Is the project feasible within the limits of current technology?
- Does the technology exist at all?
