The systems development life cycle (SDLC) , also referred to as the application development life-cycle, is a term used insystems

engineering, information systems and software engineering to describe a process for planning, creating, testing, and deploying an information system.The systems development life-cycle concept applies to a range of hardware and software configurations, as a system can be composed of hardware only, software only, or a combination of both The system development life cycle framework provides a sequence of activities for system designers and developers to follow. It consists of a set of steps or phases in which each phase of the SDLC uses the results of the previous one.

Preliminary analysis: The objective of phase 1 is to conduct a preliminary analysis, propose

alternative solutions, describe costs and benefits and submit a preliminary plan with recommendations. Conduct the preliminary analysis: in this step, you need to find out the organization's objectives and the nature and scope of the problem under study. Even if a problem refers only to a small segment of the organization itself then you need to find out what the objectives of the organization itself are. Then you need to see how the problem being studied fits in with them. Propose alternative solutions: In digging into the organization's objectives and specific problems, you may have already covered some solutions. Alternate proposals may come from interviewing employees, clients, suppliers, and/or consultants. You can also study what competitors are doing. With this data, you will have three choices: leave the system as is, improve it, or develop a new system.

Systems analysis, requirements definition: Defines project goals into defined functions and
operation of the intended application. Analyzes end-user information needs.

Systems design: Describes desired features and operations in detail, including screen layouts, business
rules, process diagrams, pseudocode and other documentation.

Development: The real code is written here. Integration and testing: Brings all the pieces together into a special testing environment, then
checks for errors, bugs and interoperability.

Acceptance, installation, deployment: The final stage of initial development, where the software is put into production and runs actual business. Maintenance: During the maintenance stage of the SDLC, the system is assessed to ensure it does not become obsolete. This is also where changes are made to initial software. It involves continuous evaluation of the system in terms of its performance.

Evaluation: Some companies do not view this as an official stage of the SDLC, but is it an important part of the life cycle. Evaluation step is an extension of the Maintenance stage, and may be referred to in some circles as Post-implementation Review. This is where the system that was developed, as well as the entire process, is evaluated. Some of the questions that need to be answered include: does the newly implemented system meet the initial business requirements and objectives? Is

the system reliable and fault-tolerant? Does the system function according to the approved functional requirements. In addition to evaluating the software that was released, it is important to assess the effectiveness of the development process. If there are any aspects of the entire process, or certain stages,that management is not satisfied with, this is the time to improve. Evaluation and assessment is a difficult issue. However, the company must reflect on the process and address weaknesses.

Disposal: In this phase, plans are developed for discarding system information, hardware and software in making the transition to a new system. The purpose here is to properly move, archive, discard or destroy information, hardware and software that is being replaced, in a matter that prevents any possibility of unauthorized disclosure of sensitive data. The disposal activities ensure proper migration to a new system. Particular emphasis is given to proper preservation and archival of data processed by the previous system. All of this should be done in accordance with the organization's security requirements.

In the following example (see picture) these stage of the systems development life cycle are divided in ten steps from definition to creation and modification of IT work products: . Approach-avoidance conflicts occur when there is one goal or event that has both positive and negative effects or characteristics that make the goal appealing and unappealing simultaneously. For example, the popular culture construction of marriage is a momentous decision/goal/event that has both positive and negative aspects. The positive aspects, or approach portion, of marriage are togetherness, sharing memories, and companionship; however, there are negative aspects, or avoidance portions, including money issues, arguments, and mortgages. The negative effects influence the decision maker to avoid the goal or event, while the positive effects influence the decision maker to want to approach or proceed with the goal or event. The influence of the negative and positive aspects create a conflict because the decision maker either has to proceed with the goal or event or not partake in the goal or event at all. To continue with the example of marriage, a person might approach proposing to a partner with excitement because of the positive aspects of marriage: having a lifelong companion, sharing financial responsibilities. On the other hand, he or she might avoid proposing due to the negative aspects of marriage: arguments, money issues, joint decision making. The approach side of this type of conflict is easy to start toward the goal, but as the goal is approached the negative factors increase in strength which causes indecision. If there are competing feelings to a goal, the stronger of the two will triumph. For instance, if a woman was thinking of starting a business she would be faced with positive and

negative aspects. Before actually starting the business, the woman would be excited about the prospects of success for the new business and she would encounter (approach) the positive aspects first: she would attract investors, create interest in her upcoming ideas and it would be a new challenge. However, as she drew closer to actually launching the business, the negative aspects would become more apparent; the woman would acknowledge that it would require much effort, time, and energy from other aspects of her life. The increase in strength of these negative aspects (avoidance) would cause her to avoid the conflict or goal of starting the new business, which might result in indecision. Research pertaining to approach and avoidance conflicts has been extended into implicit motives, both abstract and social in nature.=(qno-52008) Material Handling is the field concerned with solving the pragmatic problems involving the movement, storage, control and protection of materials, goods and products throughout the processes of cleaning, preparation, manufacturing, distribution, consumption and disposal of all related materials, goods and their packaging. [1] The focus of studies of Material Handling course work is on the methods, mechanical equipment, systems and related controls used to achieve these functions. The material handling industry manufactures and distributes the equipment and services required to implement material handling systems, from obtaining, locally processing and shipping raw materials to utilization of industrial feedstocks in industrial manufacturing processes. Material handling systems range from simple pallet rack and shelving projects, to complex conveyor belt and Automated Storage and Retrieval Systems (AS/RS); from mining and drilling equipment to custom built barley malt drying rooms in breweries. Material handling can also consist of sorting and picking, as well as automatic guided vehicles. => integrated material handling systems provide a variety of benefits:
Advantages Of Material Handling System: Improve efficiency of a production system by ensuring the right quantity of materials delivered at the right place at the right time most economically. Cut down indirect labor cost. Reduce damage of materials during storage and movement. Maximize space utilization by proper storage of materials and thereby reduce storage and handling cost. Minimize accident during materials handling. Reduce overall cost by improving materials handling. Improve customer services by supplying materials in a manner convenient for handlings.

Increase efficiency and saleability of plant and equipment with integral materials handling features. Timely handling Because the system connects and interfaces with all of the equipment in a facility, handling processes can be streamlined and better timed. Product control The location of items as they travel throughout a facility can be better monitored and managed with an integrated system. Accurate information The system continuously monitors items and processes in real-time, helping to improve inventory management and process performance behavior.

ntegrated material handling systems are used in Aerospace,Appliance,Automotive,Beverage,Chemicals,Construction

Consumer goods
(q-3-20080

Primavera Systems Inc. provides project and program management software for the Architecture, Engineering and Construction industry. Focused on project portfolio management, or PPM, Primavera's solutions let users measure progress, assure governance, improve team collaboration and prioritize project investments and resources.Primavera's software packages include P6, Prosight, Contract Manager, Cost Manager, Pertmaster, SureTrak, Evolve and Inspire. The newest addition to the suite of project management solutions is Primavera P6, which is an integrated PPM (project portfolio management) solution that provides a real-time view of portfolio performance. P6 also offers what-if scenario modeling, tabular scorecards and capacity analysis. The hardware requirements of Primavera software vary depending on a client's specific needs, but some general technical specifications apply to all software packages:- The application server must be supported by Apache Tomcat, BEA WebLogic, IBM WebSphere or RedHat JBoss. - The database must be supported by Oracle 9i or 10g or Microsoft SQL Server 2000 and 2005. - The client operating system must be Microsoft Windows XP Professional, Microsoft Windows Vista Business Edition or Citrix. For Web-based solutions, Internet Explorer 6 or 7 is required. ..

FOUR STAGES PROCESS MAKE-OR-BUY-DECISION

The decision of whether to make or to buy is a problem that is frequently encountered by higher managers who want to reveal and exploit every competency within the links of the supply chain. Make or buy is a decision not to be made only on the basis of economic considerations, since acquisition or loss of core competencies may also be involved. Decisions regarding outsourcing significant functions are among the most strategic that can be made by an organisation. They address the basic organisational choice of the functions for which internal expertise is developed and nurtured and those for which such expertise is purchased. Even an individual make-orbuy decision can affect companys production methods, working capital, cost of borrowing or competitive position
Outsourcing provides companies with the freedom to concentrate their energies on key activities that are critical to maintaining their competitive edge. This results in improvement of industrial relations and rising labour productivity.
For activities eligible for outsourcing, the key strategic question is whether the firm can perform those service activities on a level that is comparable with the best organisations in the world. If a service activity meets several criteria, the next step is deciding whether the service is central to the firms core strategic activities. Moreover, to make the best make-or-buy decision, companies must determine how that decision will affect the final product quality and the companys technology [4].

The following are the suggested stages to successful make-or-buy decision: building incentive for outsourcing, exploring strategic implications, analyzing costs/performance, selecting providers. ..

Long Term Sources of Finance

Long term sources of finance are those that are needed over a longer period of time - generally over a year. The reasons for needing long term finance are generally different to those relating to short term finance. Long term finance may be needed to fund expansion projects - maybe a firm is considering setting up new offices in a European capital, maybe they want to buy new premises in another part of the UK, maybe they have a new product that they want to develop and maybe they want to buy another company. The methods of financing these types of projects will generally be quite complex and can involve billions of pounds. It is important to remember that in most cases, a firm will not use just one source of finance but a number of sources. There might be a dominant source of funds but when you are raising hundreds of millions of pounds it is unlikely to come from just one source. ..

Project appraisal
Appraisal Outcomes The aim of Project appraisal is to determine if a project proposal should be approved for funding or for other action. The outcome of the appraisal should be a recommendation that the project should be either: 1. Recommended for funding; or 2. That further work is required of a minor nature that can be completed quickly and then be considered for funding; or 3. That the project requires further work and should be considered for funding in a future year; or 4. due to the complex nature of the project, a feasibility needs to be undertaken; or 5. that the project should be rejected. Feasibility studies Most donor funded projects involve a feasibility study, usually undertaken by external technical assistance, to provide sufficient information to make a funding decision. Any project that is appraised as needing a feasibility study should then be modified and included in the approved list of projects clearly titled as a feasibility study. Appraisal Methodology Projects are appraised under 3 headings: RELEVANCE, FEASIBILITY, SUSTAINABILITY. Using the information supplied in the project profile form, the Logical Framework Approach is used to assess the quality of the project proposal, assess the gaps in information supplied in the project profile, and decide which Appraisal Outcome should be assigned to the project, including if a feasibility study is needed. Ideally, issues of relevance, feasibility and sustainability were already addressed during project identification and formulation. However, many project proposals will not contain sufficient information. Therefore, the appraisal involves: editing the proposal into a logframe format to assess the Relevance, Feasibility and Sustainability of the project, or checking the Relevance, Feasibility and Sustainability of a Logframe where one has already been prepared (for example, with a donor sponsored project). The Logframe will assist to determine: The adequacy of the target group description and problem analysis The relationship between stakeholders, identified problems, and the proposed project intervention

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Project financing
This stage of the project cycle involves securing finance for the project, either through the Government budget, or through aid donor funds. Once new projects have been approved, discussions are held with donors to secure their commitments to fund the projects. At a later stage, projects that have not secured donor funds are forwarded for financing in the budget. Planners should be familiar with the procedures (forms, timelines etc) of the Government budget process, and with donors procedures and processes. Most projects are funded by donors. Donors normally require their own project format.

Planners and the budget

For government funded projects, refinement of cost estimates of a project approved for funding may be needed during budget preparation. Planners should consult with project sponsors to ensure that any revisions to costs are in line with the projects objectives. Planners should also note that first year costs of a multi-year project are likely to be low as project start-up can often be delayed.

Aid donors
The main donors for Solomon Islands are Australia, European Union, Japan, New Zealand, United Nations agencies, Taiwan, and the Asian Development Bank and World Bank. Commitments have been made by most aid donors to harmonise their procedures and move to ways to delivery aid that are less administratively burdensome for both donor and recipient. This is reflected in the move to Sector Wide Approaches where aid donor funds are pooled in some cases, and to direct budget support in other cases. Australia and New Zealand are harmonising their aid processes. The main donors in general have overall budget allocations and multi-year (5-10 year) programmes for aid to Solomon Islands. In addition the main donors usually have regional programmes. The aid programmes for major donors are developed and managed in a very formal manner. Typically before each 5 year programme is developed (and perhaps evenannually) a team from the donor will make a formal consultative visit to Solomon Islands.Often, they will request that a Solomon Islands government representative becomes amember of the team. At the end of such a visit, there willbe a formal meeting with a memorandum of understanding that is agreed between the parties at a senior level. A similar process, though less detailed, may occur each year before the detail of the annual aid projectsis agreed.Large projects are normally administered directly by the donors themselves, including hiring staff and making payments. For smaller projects, funds are paid to the Government of Solomon Islands and managed by the Ministry of Finance. Donors normally have well defined preferences for what they are prepared to fund and for types of projects that they favour. There is a preference by some donors for capital works projects that result in a structure or facility that lasts for many years. Some donors will rarely fund on-going operating costs such as staff salaries. Others will not fund motor vehicles.

Some require that contracts be awarded only to firms from their own country or that goods be sourced from their country. Donors often have a small projects fund that is administered within Solomon Islands, with discretion delegated to make decisions on funding. Each will have an overall budget for the annual total to be spent on small projects.