SDLC Process
Organization is one of my core strengths, and I apply a clear process orientation in my work. One example of this is my implementation of a software development life cycle (SDLC) process across the technology and business teams in the department where I work.
At WF, the process of making changes to the FACS application was uncontrolled. Critical projects were threatened by a misguided focus on low priority work. For example, a developer would be making steady progress on a high priority project, and an analyst would assign work to that developer without the knowledge of team leadership. In addition to a focus on the wrong priorities, modifications were being made without adequate testing time. In addition, release artifacts were not submitted to downstream groups on time.
After raising these concerns to my management I volunteered to lead an initiative to create a new SDLC process. The process flow document was designed to eliminate these problems. This would clarify roles and removed scenarios where lead would not be informed.
I created a process flow document which clearly delineated the responsibilities of each actor in the process across the planning, building, testing and deploying stages. I worked with senior leadership to verify and fine-tune the diagram. After several revisions, I gained the endorsement of management and received the green light to present the new process to the technology and business team. In addition to following the SDLC process, all new work items were now required to included a standard document which included a minimum amount of information about the requirement. New work items which did not meet that criteria were returned to the business.
Adoption of the new SDLC process was monitored and resulted in significantly reduced risk to the application and the enterprise.
At WF, the process of making changes to the FACS application was uncontrolled. Critical projects were threatened by a misguided focus on low priority work. For example, a developer would be making steady progress on a high priority project, and an analyst would assign work to that developer without the knowledge of team leadership. In addition to a focus on the wrong priorities, modifications were being made without adequate testing time. In addition, release artifacts were not submitted to downstream groups on time.
After raising these concerns to my management I volunteered to lead an initiative to create a new SDLC process. The process flow document was designed to eliminate these problems. This would clarify roles and removed scenarios where lead would not be informed.
I created a process flow document which clearly delineated the responsibilities of each actor in the process across the planning, building, testing and deploying stages. I worked with senior leadership to verify and fine-tune the diagram. After several revisions, I gained the endorsement of management and received the green light to present the new process to the technology and business team. In addition to following the SDLC process, all new work items were now required to included a standard document which included a minimum amount of information about the requirement. New work items which did not meet that criteria were returned to the business.
Adoption of the new SDLC process was monitored and resulted in significantly reduced risk to the application and the enterprise.
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