This is presenting about SDLC and Project Team roles through out each stage

1. IT PROJECT ROLES and RESPONSIBILITIE

2.  Projects of different sizes have
different needs for how the
people are organized.
 In a small project, little
organization structure is needed.
 There might be a primary
sponsor, project manager and a
project team.
 However, for large projects, there
are more and more people
involved, and it is important that
people understand what they are
expected to do, and what role
people are expected to fill.
 The sub sequent slides are
presenting about some of the
common (and not so common)
project roles that may be required
for any type of project.

3.  This is the person with authority to manage a project.
 This includes leading the planning and the development of all project deliverables.
 The project manager is responsible for managing the budget and schedule and all project
management procedures (scope management, issues management, risk management,
etc.).
 Below table is giving standard project time schedule under normal conditions and these
effort estimated schedules vary according to live situations.
Element %
time
30Days 60Days 120 Days 180 Days 365 days
Project Management 15 4 8 16 32 64
Analysis 20 6 12 24 48 96
Design 15 4 8 16 32 64
Development 25 8 16 32 64 128
Test 20 6 12 24 48 96
Implementation 5 2 4 8 16 32

4.  The Analyst is responsible for ensuring
that the requirements of the business
clients are captured and documented
correctly before a solution is developed
and implemented.
 In some companies, this person
might be called a Business Analyst,
Business Systems Analyst, Systems
Analyst or Requirements Analyst.
 Major deliverables of BA is
 Requirements documents,
Functional specifications, Use case
diagrams, flow charts, ongoing
support to development team and
quality team until end of the project.

6.  Business Analyst must be well versed with gathering
requirements from the stake holders and should have
good understanding of the business.
 Need not be good at technical front, but it is always a
plus if you have some technical understanding as it will
help you while dealing with developers.
 after gathering requirements, a Business Analyst will
make a fine documentation from those and they are
called as functional specifications.
 These functional specifications will be given to
developers and testers for their understanding of the
task in question.
 Will have to attend daily ongoing meetings with stake
holders and developers to discuss about the progress
of the project.
 Will act as a bridge between stake holders (Business
owners) and developers. If developers got some
questions, they reach out to Business Analyst. At the
same time if stake holders got a question about
development, they reach out to Business Analyst.
 Business Analyst will interact with quality team as well
to see if the testing process is going smoothly.
 Business Analyst will draw flow charts, use case
diagrams, business flow, data flow diagrams if
necessary. This pictorial representation of business is
helpful to both stake holders, developers and quality
team.
Agile BA Role
•A requirement set can be in a different stage
than another requirement set.
•It all depends on its priority.
•A Business Analyst will need to do different
things based on the requirements set being
worked on as it may be in a different phase
than another set.

7. 3. CHANGE CONTROL BOARD
 The Change Control Board is
usually made up of a group of
decision makers authorized to
accept changes to the projects
requirements, budget, and
timelines.
 This organization would be
helpful if the project directly
impacted a number of functional
areas and the sponsor wanted to
share the scope change
authority with this broader
group.
4. STEERING COMMITTEE
 A Steering Committee is a group of
high-level stakeholders who are
responsible for providing guidance on
overall strategic direction.
 They do not take the place of a
Sponsor, but help to spread the
strategic input and buy-in to a larger
portion of the organization.
 The Steering Committee is usually
made up of organizational peers and
is a combination of direct clients and
indirect stakeholders.
 Some members on the Steering
Committee may also sit on the
Change Control Board.

8.  This is the people (or groups) that are the direct beneficiaries of a project
or service.
 They are the people for whom the project is being undertaken. (Indirect
beneficiaries are probably stakeholders.)
 These might also be called "customers", but if they are internal to the
company, Lifecycle Step refers to them generically as clients.
 If they are outside your company, they would be referred to as
"customers".

9.  If the project is large enough, the business client may have a primary
contact that is designated as a comparable project manager for work on
the client side.
 The IT project manager would have overall responsibility for the IT
solution.
 However, there may be projects on the client side that are also needed to
support the initiative, and the client project manager would be
responsible for those.
 The IT project manager and the client project manager would be peers
who work together to build and implement the complete solution.

10.  A Database Administrator is a specialist that models, designs and creates
the databases and tables used by a software solution.
 This role combines Data Administrator (logical) and DBA (physical).

11.  The designer is responsible for understanding the business requirements
and designing a solution that will meet the business needs.
 There are many potential solutions that will meet the client's needs.
 The designer determines the best approach.
 A designer typically needs to understand how technology can be used to
create this optimum solution for the client.
 The designer determines the overall model and framework for the
solution, down to the level of designing screens, reports, programs and
other components.
 They also determine the data needs.
 The work of the designer is then handed off to the programmers and
other people who will construct the solution based on the design
specifications.

12. 9. DEVELOPER
 The Developer is responsible for the
actual building of the solution.
11. QUALITY
 On a large project, quality management
could take up a large amount of project
management time.
 In this case, it could be worthwhile to
appoint someone as quality manager.
12. TESTERS
The Tester ensures that the solution meets the
business requirements and that it is free of errors
and defects.
10. SMES
A Subject Matter Expert (SME) has superior
(expert) knowledge of a discipline,
technology, product, business process or
entire business area.

13.  The project team consists of the full-time and part-time resources assigned to
work on the deliverables of the project.
 This includes the analysts, designers, programmers, etc.
 They are responsible for:
 Understanding the work to be completed
 Planning the assigned activities in more detail if needed
 Completing assigned work within the budget, timeline and quality expectations
 Informing the project manager of issues, scope changes, risk and quality
concerns
 Proactively communicating status and managing expectations
 The project team can consist of staff within one functional organization, or it can
consist of members from many different functional organizations.
 A cross-functional team has members from multiple organizations.
 Having a cross-functional team is usually a sign that your organization is utilizing
matrix management.

14.  This is the person who has ultimate authority over the project. The
Executive Sponsor provides project funding, resolves issues and scope
changes, approves major deliverables and provides high-level direction.
 They also champion the project within their organization.
 Depending on the project and the organizational level of the Executive
Sponsor, they may delegate day-to-day tactical management to a
Project Sponsor.
 If assigned, the Project Sponsor represents the Executive Sponsor on a
day-to-day basis and makes most of the decisions requiring sponsor
approval.
 If the decision is large enough, the Project Sponsor will take it to the
Executive Sponsor for resolution.

15. 15. STAKEHOLDERS
 These are the specific people or
groups who have a stake, or an
interest, in the outcome of the
project.
 Normally stakeholders are from
within the company, and could
include internal clients,
management, employees,
administrators, etc.
 A project may also have external
stakeholders, including suppliers,
investors, community groups and
government organizations.
16. USER GROUPS
 These are the people who will
actually use the deliverables of the
project.
 These people may also be involved
heavily in the project in activities
such as defining business
requirements.
 In other cases, they may not get
involved until the testing process.
 Sometimes you want to specifically
identify the user organization or the
specific users of the solution and
assign a formal set of responsibilities
to them, like developing use cases
or user scenarios based on the needs
of the business requirements.

16.  Suppliers and vendors are third party companies or specific people that
work for third parties.
 They may be subcontractors who are working under your direction, or
they may be supplying material, equipment, hardware, software or
supplies to your project.
 Depending on their role, they may need to be identified on your
organization chart.
 For instance, if you are partnering with a supplier to develop your
requirements, you probably want them on your organization chart.
 On the other hand, if the vendor is supplying a common piece of
hardware, you probably would not consider them a part of the team.

17. Prepared By : KVN Pavan Kumar
Sr.Business Analyst
Contact: 9849385640
Email : amendsuqare.p@gmail.com
Google Talk : pavanfico73@gmail.com
Skype : pavan.fico
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