Materials and Machines Management Project Report - Software Development Process

Table of Contents
Executive Summary: ................................................................................................................................ 2
Introduction: ........................................................................................................................................... 3
Objective of the Study: ............................................................................................................................ 4
Scope of the Study: ................................................................................................................................. 5
Research Methodology:........................................................................................................................... 6
Limitations of the study: .......................................................................................................................... 7
Salient issues pertaining to the Software Development Process: ............................................................. 8
Best practices than can be transferred to traditional product development process are: ....................... 19
Software Development Process at Infosys ............................................................................................. 21
Conclusion:............................................................................................................................................ 27
Bibliography: ......................................................................................................................................... 28
1089 SOFTWARE DEVELOPMENT PROCESS
Executive Summary:
The project report throws light on the Software Development Process as practiced by different
software firms. A software development process is a technical term which is linked to the
operations management part. The report studies how software development process is carried out
and how it is different from traditional product development process. It also studies the best
practices in the software development process which can be transferred to the traditional product
development process.
PRAVAH SHUKLA @ IISE 2|P a ge

Introduction:
A software development process is a structure imposed on the development of a software
product. Similar terms include software life cycle and software process. There are several models
for such processes, each describing approaches to a variety of tasks or activities that take place
during the process. Some people consider a lifecycle model a more general term and a software
development process a more specific term. For example, there are many specific software
development processes that 'fit' the spiral lifecycle model.
The large and growing body of software development organizations implements process
methodologies. Many of them are in the defense industry, which in the U.S. requires a rating
based on 'process models' to obtain contracts.
The international standard for describing the method of selecting, implementing and monitoring
the life cycle for software is ISO 12207.
A decades-long goal has been to find repeatable, predictable processes that improve productivity
and quality. Some try to systematize or formalize the seemingly unruly task of writing software.
Others apply project management techniques to writing software. Without project management,
software projects can easily be delivered late or over budget. With large numbers of software
projects not meeting their expectations in terms of functionality, cost, or delivery schedule,
effective project management appears to be lacking.
Organizations may create a Software Engineering Process Group (SEPG), which is the focal
point for process improvement. Composed of line practitioners who have varied skills, the group
is at the center of the collaborative effort of everyone in the organization who is involved with
software engineering process improvement.

Objective of the Study:

 What are the salient issues pertaining to the software development process as practiced
by software firms?
 What are the best practices in the software development process that could be transferred
to the traditional product development process?

Scope of the Study:

The study covers all general methods followed by software firms which follow the basic steps of
software development process.

Research Methodology:
Secondary Data:
 Internet Based Search

Limitations of the study:

 Different software firms may follow different methods which may be quite new and not
discussed due to confidentiality
 Subjective nature of the study may affect its interpretation by different individuals.

Salient issues pertaining to the Software Development Process:

Software development activities
Planning
The important task in creating a software product is extracting the requirements or

requirements analysis. Customers typically have an abstract idea of what they want as an
end result, but not what software should do. Incomplete, ambiguous, or even
contradictory requirements are recognized by skilled and experienced software engineers
at this point. Frequently demonstrating live code may help reduce the risk that the
requirements are incorrect.
Once the general requirements are gathered from the client, an analysis of the scope of
the development should be determined and clearly stated. This is often called a scope
document.
Certain functionality may be out of scope of the project as a function of cost or as a result
of unclear requirements at the start of development. If the development is done
externally, this document can be considered a legal document so that if there are ever
disputes, any ambiguity of what was promised to the client can be clarified.
Implementation, testing and documenting
Implementation is the part of the process where software engineers actually program the
code for the project.
Software testing is an integral and important part of the software development process.
This part of the process ensures that defects are recognized as early as possible.

Documenting the internal design of software for the purpose of future maintenance and
enhancement is done throughout development. This may also include the writing of an
API, be it external or internal. It is very important to document everything in the project.
Deployment and maintenance
Deployment starts after the code is appropriately tested, is approved for release and sold
or otherwise distributed into a production environment.
Software Training and Support is important and a lot of developers fail to realize that. It
would not matter how much time and planning a development team puts into creating
software if nobody in an organization ends up using it. People are often resistant to
change and avoid venturing into an unfamiliar area, so as a part of the deployment phase,
it is very important to have training classes for new clients of your software.
Maintaining and enhancing software to cope with newly discovered problems or new
requirements can take far more time than the initial development of the software. It may
be necessary to add code that does not fit the original design to correct an unforeseen
problem or it may be that a customer is requesting more functionality and code can be
added to accommodate their requests. If the labor cost of the maintenance phase exceeds
25% of the prior-phases' labor cost, then it is likely that the overall quality of at least one
prior phase is poor. In that case, management should consider the option of rebuilding the
system (or portions) before maintenance cost is out of control.
Bug Tracking System tools are often deployed at this stage of the process to allow
development teams to interface with customer/field teams testing the software to identify
any real or perceived issues. These software tools, both open source and commercially
licensed, provide a customizable process to acquire, review, acknowledge, and respond to
reported issues.

Understanding the Software Development Process
The software development process has undergone drastic changes over the years. Initially only
requiring a developer to write the code of the software, advances in the industry have expanded
development into a more complex process. Involving architects, analysts, programmers, testers
and users to develop codes, it is now capable of delivering more advanced results. You can avoid
some of the most common problems that occur with software development by understanding the
three most common reasons for project failure:
1. Project objectives not fully specified - When undertaking a software development

project, it is important to know what your needs and expectations are. What do you want
the software to do exactly? A comprehensive approach that envisions the precise
outcomes before clearly stating objectives is the way to a successful beginning for a
software development project.
PRAVAH SHUKLA @ IISE 10 |

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2. Bad planning and estimating - A thorough understanding of the functions that will be
needed by end users of the software will determine what its features should be. In
addition, the desired integration, exporting, hosting and mobile interface capabilities
should be clearly defined. It is important to estimate a budget and timetable that is
realistic and in accord with these objectives. Planning for these variables will help ensure
that a successful software development project can be completed.
3. Inadequate or no project management methodology - The importance of the role of

project manager in the software development process cannot be underestimated. A
successful development program will be difficult to achieve without the right leadership
to coordinate the many aspects of the project. The project manager will oversee the
process, anticipate obstacles, and keep things going on the right track.
Because of the complex nature of software projects and the technology involved, new software
development requires a systematic approach. Careful planning and a step-by-step process are the
foundation for implementing an effective software development project. It is critical to have in
place a process that includes proven guidelines to ensure the delivery of expected results. The
phases of a successful software development project should include:
 Analysis
 Designing
 Implementation
 Testing
 Deployment
 Maintenance
 Measuring and Tracking Progress

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 Development
 Addressing Automation
 Testing
A reputable web solutions provider that specializes in software development will use this
comprehensive process to help you create solutions to automate and improve business functions.
A software development company that is highly qualified in project analysis, project
documentation, test planning, and project maintenance will help ensure success. Keeping in mind
that application and website development is a continuous process, it is important to employ
professionals that stay on the cutting edge of technology.
It can be difficult to find a .NET developer with enough experience and a thorough
understanding of business processes, infrastructure and needs. A highly qualified .NET developer
with skills in c#, visual studio and the .NET framework can provide the latest technology in
software development for your organization. If you want a website that stands out from the rest,
you should find a web solutions firm that us up to date on the latest technologies, such as:
 SQL Developer - SQL (Structured Query Language) is a popular database computer

language that provides data query and update, schema creation and modification, and data
access control. Oracle SQL Developer is a graphical version of SQL*Plus that gives
database developers a convenient way to perform basic tasks such as browsing, creating,
editing, and deleting database objects. It also also allows users to run SQL statements and
scripts; edit and debug PL/SQL code; manipulate and export data; and view and create
reports.
 The Microsoft Developer Network (MSDN) manages the firm's relationship with
developers, including hardware developers interested in the operating system (OS),
developers standing on the various OS platforms, developers leveraging the API and
scripting languages of Microsoft's many applications. Microsoft Developer utilizes a

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variety of media, including websites, newsletters, developer conferences, trade media,

blogs and DVD distribution.
There are a multitude of technologies and options available in the field of software development.
Look for a web solutions provider that can offer all of these options, and the results that you
obtain will be reflected in that choice. An experienced developer that can create a project to meet
your precise requirements will deliver the best results.
Software Development Models
Several models exist to streamline the development process. Each one has its pros and
cons, and it's up to the development team to adopt the most appropriate one for the
project. Sometimes a combination of the models may be more suitable.
Waterfall Model
The waterfall model shows a process, where developers are to follow these phases in
order:
 Requirements specification (Requirements analysis)

 Software Design
 Implementation (or Coding)
 Integration
 Testing (or Validation)
 Deployment (or Installation)
 Maintenance

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In a strict Waterfall model, after each phase is finished, it proceeds to the next one.
Reviews may occur before moving to the next phase which allows for the possibility of
changes (which may involve a formal change control process). Reviews may also be
employed to ensure that the phase is indeed complete; the phase completion criteria are
often referred to as a "gate" that the project must pass through to move to the next phase.
Waterfall discourages revisiting and revising any prior phase once it's complete. This
"inflexibility" in a pure Waterfall model has been a source of criticism by other more
"flexible" models.
Spiral Model
The key characteristic of a Spiral model is risk management at regular stages in the
development cycle. In 1988, Barry Boehm published a formal software system
development "spiral model", which combines some key aspect of the waterfall model and
rapid prototyping methodologies, but provided emphasis in a key area many felt had been
neglected by other methodologies: deliberate iterative risk analysis, particularly suited to
large-scale complex systems.
The Spiral is visualized as a process passing through some number of iterations, with the
four quadrant diagram representative of the following activities:
 formulate plans to: identify software targets, selected to implement the program,
clarify the project development restrictions;
 Risk analysis: an analytical assessment of selected programs, to consider how to

identify and eliminate risk;
 the implementation of the project: the implementation of software development

and verification;
Risk-driven spiral model, emphasizing the conditions of options and constraints in order
to support software reuse, software quality can help as a special goal of integration into
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the product development. However, the spiral model has some restrictive conditions, as
follows:
 Spiral model emphasize risk analysis, but require customers to accept and believe
that much of this analysis, and make the relevant response is not easy, therefore,
this model is often adapted to large-scale internal software development.
 If the implementation of risk analysis will greatly affect the profits of the project,
then risk analysis is meaningless, therefore, spiral model is only suitable for large-
scale software projects.
 Good software developers should look for possible risks, an accurate analysis of
risk, otherwise it will lead to greater risk.
First stage is to determine the stage of the goal of accomplishing these objectives, options
and constraints, and then from the perspective of risk analysis program, development
strategy, and strive to remove all potential risks, and sometimes necessary to achieve
through the construction of the prototype. If some risk can not be ruled out, the program
to end immediately, or else start the development of the next steps. Finally, evaluation
results of the stage, and the design of the next phase.
Iterative and Incremental Development
Iterative development prescribes the construction of initially small but ever larger
portions of a software project to help all those involved to uncover important issues early
before problems or faulty assumptions can lead to disaster. Iterative processes are
preferred by commercial developers because it allows a potential of reaching the design
goals of a customer who does not know how to define what they want.
Agile Development

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Agile software development uses iterative development as a basis but advocates a lighter
and more people-centric viewpoint than traditional approaches. Agile processes use
feedback, rather than planning, as their primary control mechanism. The feedback is
driven by regular tests and releases of the evolving software.
There are many variations of agile processes:
 In Extreme Programming (XP), the phases are carried out in extremely small (or
"continuous") steps compared to the older, "batch" processes. The (intentionally
incomplete) first pass through the steps might take a day or a week, rather than the
months or years of each complete step in the Waterfall model. First, one writes
automated tests, to provide concrete goals for development. Next is coding (by a
pair of programmers), which is complete when all the tests pass, and the
programmers can't think of any more tests that are needed. Design and
architecture emerge out of refactoring, and come after coding. Design is done by
the same people who do the coding. (Only the last feature — merging design and
code — is common to all the other agile processes.) The incomplete but
functional system is deployed or demonstrated for (some subset of) the users (at
least one of which is on the development team). At this point, the practitioners
start again on writing tests for the next most important part of the system.
 Rational Unified Process
 Scrum
Process Improvement Models
Capability Maturity Model Integration

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The Capability Maturity Model Integration (CMMI) is one of the leading models and
based on best practice. Independent assessments grade organizations on how well they
follow their defined processes, not on the quality of those processes or the software
produced. CMMI has replaced CMM.
ISO 9000
ISO 9000 describes standards for a formally organized process to manufacture a product
and the methods of managing and monitoring progress. Although the standard was
originally created for the manufacturing sector, ISO 9000 standards have been applied to
software development as well. Like CMMI, certification with ISO 9000 does not
guarantee the quality of the end result, only that formalized business processes have been
followed.
ISO 15504
ISO 15504, also known as Software Process Improvement Capability Determination

(SPICE), is a "framework for the assessment of software processes". This standard is
aimed at setting out a clear model for process comparison. SPICE is used much like
CMMI. It models processes to manage, control, guide and monitor software
development. This model is then used to measure what a development organization or
project team actually does during software development. This information is analyzed to
identify weaknesses and drive improvement. It also identifies strengths that can be
continued or integrated into common practice for that organization or team.
Formal methods

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Formal methods are mathematical approaches to solving software (and hardware)

problems at the requirements, specification and design levels. Examples of formal
methods include the B-Method, Petri nets, Automated theorem proving, RAISE and
VDM. Various formal specification notations are available, such as the Z notation. More
generally, automata theory can be used to build up and validate application behavior by
designing a system of finite state machines.
Finite state machine (FSM) based methodologies allow executable software specification
and by-passing of conventional coding (see virtual finite state machine or event driven
finite state machine).
Formal methods are most likely to be applied in avionics software, particularly where the
software is safety critical. Software safety assurance standards, such as DO178B demand
formal methods at the highest level of categorization (Level A).
Formalization of software development is creeping in, in other places, with the

application of Object Constraint Language (and specializations such as Java Modeling
Language) and especially with Model-driven architecture allowing execution of designs,
if not specifications.
Another emerging trend in software development is to write a specification in some form

of logic (usually a variation of FOL), and then to directly execute the logic as though it
were a program. The OWL language, based on Description Logic, is an example. There is
also work on mapping some version of English (or another natural language)
automatically to and from logic, and executing the logic directly. Examples are Attempto
Controlled English, and Internet Business Logic, which does not seek to control the
vocabulary or syntax. A feature of systems that support bidirectional English-logic
mapping and direct execution of the logic is that they can be made to explain their results,
in English, at the business or scientific level.

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The Government Accountability Office, in a 2003 report on one of the Federal Aviation
Administration’s air traffic control modernization programs, recommends following the
agency’s guidance for managing major acquisition systems by
 Establishing, maintaining, and controlling an accurate, valid, and current

performance measurement baseline, which would include negotiating all
authorized, unpriced work within 3 months;
 Conducting an integrated baseline review of any major contract modifications

within 6 months; and
 Preparing a rigorous life-cycle cost estimate, including a risk assessment, in

accordance with the Acquisition System Toolset’s guidance and identifying the
level of uncertainty inherent in the estimate.
Best practices than can be transferred to traditional product development

process are:
 Analysis
◦ Before developing a product proper planning is needed. Analysis of

planning is also a key factor for the success of the product
 Designing

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◦ Product design is also very important part of product development. How

the product will look like and what will be the key components present in
it.
 Implementation
◦ To implement what is being planned is the main thing. Even if the

planning is very good but implementation or execution does not takes
place then all goes in vain.
 Maintenance
◦ To develop or create a product is difficult but difficulty increases when

one has to maintain the same quality throughout the business cycle. It is
very crucial to maintain everything while production is being done
 Development
◦ Innovation is very necessary while developing a new product or while

adding utility to a product. Without any USP (Unique Selling Proposition)
the product cannot survive in the market for a long time.
 Testing
◦ After successful completion of product development it must be tested in

market for a time before actual launch to know about the discrepancies
present in the product.

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Software Development Process at Infosys

Worldwide, some half a million project managers execute about a million software projects each
year, producing software worth $600 billion. Many of these projects fail to fulfill customers'
quality expectations or fail to deliver the software within budget and on schedule. One analysis
suggests that about one-third of projects have cost and schedule overruns of more than 125%.1
Why do so many software projects fail? Although there are many reasons, one of the most
important is improper management of the project. For example, the major reasons for runaways
(projects that are out of control) are unclear objectives, bad planning, new technology, a lack of a
project management methodology and insufficient staff.2 At least three of these five reasons
clearly relate to project management. The other two—insufficient staff and new technology—can
be considered as risks whose management is also a part of project management.
Clearly, by using effective project management techniques a project manager can improve the
chances of success. But what are these effective techniques?
Let's consider an analogy. Suppose you want to develop a muscular, toned body. To reach your
goal, you start looking at exercise routines described in magazines. One article describes how to
develop arm strength, giving a set of 10 exercises to be done—not too many by any standard.
But then another article, this one on developing thigh strength, also gives 10 exercises, and the
evangelist for flat stomachs also feels that doing 10 exercises is not too much. If you want to
develop your body overall by following each of these isolated exercise programs, you would find
that you have a set of 50 to 100 exercises to do—a clear impossibility for most people, let alone a
busy project manager. To achieve your objective, you need a comprehensive training program
that is practical and effective.
Similarly, you'll find an abundance of suggestions for performing the various aspects of project
management, including effort estimation, risk management, project monitoring, configuration
management, and so on. Although each proposed technique solves the problem it is designed to
solve, it is not clear how to combine these techniques into a practical and workable process. For
effective project management, the need of the hour is a practical, manageable "exercise routine"

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that will deliver the result. In other words, what is needed is a balanced process that covers the
management of the entire project from inception to completion. Unfortunately, there is a paucity
of published approaches illustrating how to integrate techniques in this way.
The company is Infosys, a software development company that has an enviable track record of
project execution; in 2000 alone, Infosys project managers used the processes described here to
successfully execute about 500 projects for customers. This book discusses all aspects of Infosys
project management—planning, execution, and closure. You'll learn how Infosys project
managers estimate, plan for managing risks, collect metrics data, set quality goals, use
measurements for monitoring a project, and so on. An interesting aspect of these processes, one
that will appeal to busy project managers, is that they are neither complex nor cumbersome, and
they use simple metrics.
Infosys has been assessed at level 5 (the highest level) of the Capability Maturity Model (CMM).
By extracting project management processes from the set of processes at Infosys, this book also
illustrates how projects are managed in a high-maturity organization. Through this illustration, I
hope to bring the benefits of the CMM to project managers who have not studied it because of
lack of time, because they regard it as being for "process folks" or because they have found it
difficult to relate the CMM to project management practices.
This chapter introduces the two topics that form the background for the book: the CMM and
Infosys. Because the focus of the book is project management and not the CMM, I restrict the
discussion to the project management aspects of the CMM. This chapter also provides an
overview of the project management process and the main case study; details of these are
discussed in the remainder of the book. First, then, let's briefly discuss the role of processes in
project management.
Processes and Project Management

A software project has two main activity dimensions: engineering and project management. The
engineering dimension deals with building the system and focuses on issues such as how to
design, test, code, and so on. The project management dimension deals with properly planning
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and controlling the engineering activities to meet project goals for cost, schedule, and quality.
If a project is small (say, a team of one or two working for a few weeks), it can be executed
somewhat informally. The project plan may be an e-mail specifying the delivery date and
perhaps a few intermediate milestones. Requirements might be communicated in a note or even
verbally, and intermediate work products, such as design documents, might be scribbles on
personal note pads.
These informal techniques, however, do not scale up for larger projects in which many people
may work for many months—the situation for most commercial software projects. In such
projects, each engineering task must be done carefully by following well-tried methodologies,
and the work products must be properly documented so that others can review them. The tasks in
the project must be carefully planned and allocated to project personnel and then tracked as the
project executes. In other words, to successfully execute larger projects, formality and rigor
along these two dimensions must increase.
Formality requires that well-defined processes be used for performing the various tasks so that
the outcome becomes more dependent on the capability of the processes. Formality is further
enhanced if quantitative approaches are employed in the processes through the use of suitable
metrics.
What is a process? Technically, a process for a task comprises a sequence of steps that should be
followed to execute the task. For an organization, however, the processes it recommends for use
by its engineers and project managers are much more than a sequence of steps; they encapsulate
what the engineers and project managers have learned about successfully executing projects.
Through the processes, the benefits of experience are conferred to everyone, including
newcomers in the organization. These processes help managers and engineers emulate past
successes and avoid the pitfalls that lead to failures.
For a project, the engineering processes generally specify how to perform engineering activities
such as requirement specification, design, testing, and so on. The project management processes,
on the other hand, specify how to set milestones, organize personnel, manage risks, monitor
progress, and so on. This book focuses on the project management process.

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When you consider project management processes, you must ask the question whether project
managers will use them. I have often heard process designers complain that project managers
don't follow the process and that they resist changes. My experience with project managers at
Infosys and other organizations is that they actually want to use processes but only if they're
reasonable and will help the project managers execute their projects better. Project managers do,
however, resent processes that seem to be unnecessarily bureaucratic and add little value to their
work. The trick, then, is to have lightweight processes—those that help project managers plan
and control their projects better and that give them the flexibility to handle various situations.
In response to the question "Why should project managers follow processes?" Project Managers
should follow processes due to following points:
 Processes represent collective knowledge. Using them increases your chances of success.
 A process may have some extra steps, but you will not always know beforehand which
ones are not needed, and hence you will increase your risks by taking shortcuts.
 Without processes, you cannot predict much about the outcome of your project.
 You and the organization cannot learn effectively without having defined processes. And
learning and improvement are imperative in today's knowledge-based world.
 Processes lower your anxiety level. The checklists inevitably cover 80 percent of what
needs to be done. Hence, your task reduces to working out the remaining 20 percent.

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Conclusion:
Software development process is not very different from the traditional product development
process. Software is an abstract thing and is often associated with a service rather than a good but
the process involved are very similar in all types of products.

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Bibliography:
 The Software development process- By Peter J. L. Wallis
 Software development process - By Chandra M. R. Kintala, American Telephone and

Telegraph Company
 http://www.infosys.com
 http://www.informit.com

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Table of Contents

Executive Summary: ................................................................................................................................ 2

Objective of the Study: ............................................................................................................................ 4

Scope of the Study: ................................................................................................................................. 5

Limitations of the study: .......................................................................................................................... 7

Salient issues pertaining to the Software Development Process: ............................................................. 8

Software Development Process at Infosys ............................................................................................. 21

PRAVAH SHUKLA @ IISE 2|P a ge

PRAVAH SHUKLA @ IISE 3|P a ge

Objective of the Study:

PRAVAH SHUKLA @ IISE 4|P a ge

Scope of the Study:

PRAVAH SHUKLA @ IISE 5|P a ge

 Internet Based Search

PRAVAH SHUKLA @ IISE 6|P a ge

Limitations of the study:

PRAVAH SHUKLA @ IISE 7|P a ge

Salient issues pertaining to the Software Development Process:

The important task in creating a software product is extracting the requirements or

Implementation, testing and documenting

PRAVAH SHUKLA @ IISE 8|P a ge

Deployment and maintenance

PRAVAH SHUKLA @ IISE 9|P a ge

Understanding the Software Development Process

1. Project objectives not fully specified - When undertaking a software development

PRAVAH SHUKLA @ IISE 10 |

3. Inadequate or no project management methodology - The importance of the role of

 Measuring and Tracking Progress

PRAVAH SHUKLA @ IISE 11 |

 SQL Developer - SQL (Structured Query Language) is a popular database computer

PRAVAH SHUKLA @ IISE 12 |

variety of media, including websites, newsletters, developer conferences, trade media,

Software Development Models

 Requirements specification (Requirements analysis)

PRAVAH SHUKLA @ IISE 13 |

 Risk analysis: an analytical assessment of selected programs, to consider how to

 the implementation of the project: the implementation of software development

Iterative and Incremental Development

PRAVAH SHUKLA @ IISE 15 |

There are many variations of agile processes:

 Rational Unified Process

Process Improvement Models

Capability Maturity Model Integration

PRAVAH SHUKLA @ IISE 16 |

ISO 15504, also known as Software Process Improvement Capability Determination

PRAVAH SHUKLA @ IISE 17 |

Formal methods are mathematical approaches to solving software (and hardware)

Formalization of software development is creeping in, in other places, with the

Another emerging trend in software development is to write a specification in some form

PRAVAH SHUKLA @ IISE 18 |

 Establishing, maintaining, and controlling an accurate, valid, and current

 Conducting an integrated baseline review of any major contract modifications

 Preparing a rigorous life-cycle cost estimate, including a risk assessment, in

Best practices than can be transferred to traditional product development

◦ Before developing a product proper planning is needed. Analysis of

PRAVAH SHUKLA @ IISE 19 |

◦ Product design is also very important part of product development. How

◦ To implement what is being planned is the main thing. Even if the

◦ To develop or create a product is difficult but difficulty increases when

◦ Innovation is very necessary while developing a new product or while

◦ After successful completion of product development it must be tested in

PRAVAH SHUKLA @ IISE 20 |

Software Development Process at Infosys

PRAVAH SHUKLA @ IISE 21 |