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HELPcycle™ Phases

Projects are usually divided into project phases to provide better management control and appropriate links to the ongoing operations of the performing organization. The phase sequence defined by most project lifecycles generally involves some form of technology transfer or handoff, such as requirements to design, or software to implement. Deliverables from the preceding phase are usually approved before work starts on the next phase. A subsequent phase is sometimes begun before approval of the previous phase deliverables, however, when the risk involved is deemed acceptable. A project lifecycle is iterative in nature, so activities are often performed at multiple points during a project. For example, a general implementation plan is developed during the Analysis and Planning Phase that takes into account all system requirements. However, the implementation planning process is iterated during the Implementation Phase and specific dates and resources are outlined.

Each project phase is marked by completion of one or more deliverables. A deliverable is a tangible, verifiable work product such as a feasibility study, a detail design, or a working prototype. The deliverables, and hence the phases, are part of a generally sequential logic designed to ensure proper project definition and execution. The conclusion of a project phase requires review of both key deliverables and project performance in order to (a) determine if the project should continue into its next phase and (b) detect and correct errors cost effectively. Each project phase normally includes a set of defined work products designed to establish the desired level of management control.

As with most project lifecycle phases, HELPcycle phases provide management control and the appropriate links back to the performing organization. HELPcycle phases are the vehicles that ensure consistent, logical application of the standard HELPcycle software creation processes to a project. Application of the conceptual methodology is consistent for all projects, but are not identical. Every project has unique aspects, and uses a different subset of the total set of best practices described by the methodology, to provide maximum benefit within the confines of these unique challenges and constraints. A large or high-risk project requires more stringent application of the standard software creation processes than does a smaller, less critical project, where applying the same processes designed to provide management control on large projects could greatly affect the total cost of a project.

The following links provide more information about each phase: