1. SYSTEM LIFE CYCLE
Prepared by
Durga Prasad Mishra
Roll No. 1605012
PGD Project Management(2016-18)
NITIE I Mumbai

2. INTRODUCTION TO SLC
 Systems are dynamic—they change over time. The change tends to follow a
distinct pattern that is repeated again and again.
 Projects are done for the purpose of developing systems—either to create new
ones or to improve existing ones. The natural life cycle of systems gives rise
to a similar cycle in projects called the project life cycle.
 every project can be measured in three ways at any point in its life cycle:
time, cost, and performance.
 Time refers to the temporal progress of activities and extent to which
schedules and deadlines are being met.
 Cost refers to the rate of resource expenditure as compared to budgeted
resources.
 Performance refers to outputs of the project as compared to objectives,
specifications, and requirements; meeting performance requirements is a
measure of the quality of the project output.

3. SYSTEMS DEVELOPMENT CYCLE
 The life cycle of a human-made system can be segmented into a logical series of
phases and stages. The life cycle divided into four phases, collectively called the
systems development cycle:
1. Conception phase (Phase A)
2. Definition phase (Phase B)
3. Execution phase (Phase C)
4. Operation phase (Phase D)
 For some systems, the development cycle overlaps identically with the project life
cycle. A project typically spans Phases A through C—the conception, definition, and
execution phases of the cycle.
CONCEPTION PHASE DEFINITION PHASE EXECUTION PHASE OPERATION PHASE

4. CONCEPTION PHASE DEFINITION PHASE EXECUTION PHASE OPERATION PHASE
PROJECT
INITIALISATION
• The systems development process begins when the customer or user perceives a need, which is
recognition of a problem or opportunity and possible ways to deal with it. Sometimes the need is
expressed as a vision.
Initial
Investigation
• The investigation focuses on the elements of the problem, including:
• The environment & the needs, symptoms, problem definition, and objectives
• Preliminary solutions, and the estimated costs, benefits, strengths, and weaknesses of each affected
individuals and organizations.
Project
Feasibility
• A feasibility study is a more protracted, rigorous study that considers alternative solutions (system
concepts)and the benefits and costs of each.
• Feasibility is the process of studying a need, problem, and solutions in sufficient detail to determine if
the idea is economically viable and worth developing.
Request for
Proposal
• The RFP—request for proposal (or request for bid, request for quotation, invitation forbid (IFB), or
similar term)5 is a document the customer sends to potential contractors telling them the customer has
a problem or need, and wants to hire someone.
• In the RFP, the customer describes his problems, objectives, and requirements

5. Content of a RFP
Statement of work
 Description of problem, need, or general type of solutions to be investigated.
 Scope of work to be performed by contractor, work to be included, work excluded, and
 work restrictions; criteria of acceptance for results or end-items.
 Requirements for the solution, results, or end-item, including specifications and standards;
 description of how work will be measured; expected relationship between user and contractor;
 expected completion date; constraints on cost of work to be performed.
Proposal requirements
 Conditions placed on the proposal such as proposal contents and format, data requirements,
 sample forms to include, and submission location and deadline.
Contractual provisions
 Type of contract to be awarded, sample contract, and nondisclosure provisions.
Technical information or data
 Any additional data, or name of a contact person for requesting additional data, necessary
 to develop a solution and prepare the proposal or price quote.
CONCEPTION PHASE DEFINITION PHASE EXECUTION PHASE OPERATION PHASE

6. CONCEPTION PHASE DEFINITION PHASE EXECUTION PHASE OPERATION PHASE

7. DEFINITION PHASE
Project
Definition
•It begins with addressing those requirements in a proposed solution—the project
proposal.
•It aims at specifying what must happen in the project to produce the end-item.
System
Definition
•It begins with defining user needs and requirements
•It aims at achieving a good understanding of what the end-item must do to satisfy
user requirements
User & System
Requirement
•Functional Requirements
•Requirement Breakdown Structure
•Quality Function Deployment (QFD)
CONCEPTION PHASE DEFINITION PHASE EXECUTION PHASE OPERATION PHASE

8. Project Definition
 Project definition addresses the question: What must the project do to deliver the system concept
and satisfy the user and system requirements?
 This includes several key points like
1.Detailed Project Plan: The project team begins to evolve from the skeletal group that worked
on the proposal, sometimes in a cascading manner: the project manager selects team leaders, who in
turn fill in team positions under them.
2.Project Master Plan: A scope statement or SOW that includes high-level user requirements and
system requirements
• Work breakdown structure and work packages • Project organization and responsibility assignment
• Project schedules showing events, milestones • Assignment of key personnel to work pack
• Budget and allocation to work packages • Quality plan for monitoring and accepting project
• Risk plan and contingency or mitigation measures • Work review plan
• Procurement plan • Change control plan
• Documentation policy/plan
• Implementation plan to guide conversion to or adoption of deliverables.
CONCEPTION PHASE DEFINITION PHASE EXECUTION PHASE OPERATION PHASE

9. System Definition
 Systems are defi ned by their requirements. Requirements are therefore the starting
point for all systems development projects, and the foundation for project planning.
 Each requirement impacts end-item scope and complexity, which in turn impact
project work effort, time, cost, and risk.
 The requirements must be carefully defined and agreed upon, otherwise it will be
impossible to fully conceptualize the end-item and create a viable project plan.
CONCEPTION PHASE DEFINITION PHASE EXECUTION PHASE OPERATION PHASE

10. CONCEPTION PHASE DEFINITION PHASE EXECUTION PHASE OPERATION PHASE
User and System Requirements

11. EXECUTION PHASE
Design stage
Production/build stage
Fabrication
Testing
Implementation stage
Training
Acceptance tests
Installation
Termination
CONCEPTION PHASE DEFINITION PHASE EXECUTION PHASE OPERATION PHASE

12. OPERATION PHASE
CONCEPTION PHASE DEFINITION PHASE EXECUTION PHASE OPERATION PHASE
System maintenance and evaluation
System termination
Conceptualisation
phase repeat
System improvement

13. AGILE PROJECT MANAGEMENT
 Agile Project Management is built around a flexible approach. Team members work in
short bursts on small scale but functioning releases of a product
 The end product of an agile project may be very different from the one that was
envisaged at the outset. However, because of the checking process, team members
can be sure that the product is one that customers want.
 This makes Agile Project Management particularly appropriate for new or fast-
moving businesses, for those in a fast-changing environment, or for highly complex
situations, where managers are "feeling their way forward" to find the optimum
business model.
 History of Agile Project Management
1986
• Hirotaka Takeuchi and Ikujiro Nonaka published an article called "The New New Product
Development Game"
• They imagined a project management approach in which, just as on the pitch, team members
would achieve their goal by constantly re-evaluating the situation and responding accordingly.
2001
• when a group of software and project experts met to discuss what their most successful projects
had in common.
• They created the Agile Project Manifesto which outlined the values and principles that
underpinned Agile Project Management.

14. Agile PM VS Traditional PM
Agile Project Management Traditional Project Management
Teams are self-directed and are free to
accomplish deliverables as they choose, as
long as they follow agreed rules.
Teams are typically tightly controlled by a
project manager. They work to detailed
schedules agreed at the outset.
Project requirements are developed within the
process as needs and uses emerge. This
could mean that the final outcome is different
from the one envisaged at the outset.
Project requirements are identified before the
project begins. This can sometimes lead to
"scope creep," because stakeholders often
ask for more than they need, "just in case."
User testing and customer feedback happen
constantly. It's easy to learn from mistakes,
implement feedback, and evolve deliverables.
However, the constant testing needed for this
is labor-intensive, and it can be difficult to
manage if users are not engaged.
User testing and customer feedback take
place towards the end of the project, when
everything has been designed and
implemented. This can mean that problems
can emerge after the release, sometimes
leading to expensive fixes and even public
recalls.
Teams constantly assess the scope and
direction of their product or project. This
means that they can change direction at any
time in the process to make sure that their
product will meet changing needs. Because of
this, however, it can be difficult to write a
business case at the outset, because the final
outcome is not fully known.
Teams work on a final product that can be
delivered some time – often months or years
– after the project begins. Sometimes, the end
product or project is no longer relevant,
because business or customer needs have
changed.

15. CONCLUSION
 The four-phase cycle encompasses the total developmental and operational
life cycle of all human-made systems. The phases overlap and interact, yet
are clearly differentiable.
 They reflect the order of thought and action in the development and use of
all human-made systems, whether consumer products, space vehicles,
information systems, or company relocations