We recommend that you review the Anatomy of an Agile SDLC Playbook before reading this so that you have proper context.

The purpose of this playbook is to dive deeply into how an effective Agile Software Development Life Cycle workflow operates. In the *Anatomy of an Agile SDLC Playbook* we defined the SDLC Workflow as follows:

• Workflow: The structured progression or stages through which a component (like a user story) passes from initiation to the end of the cycle. They often include stages such as discovery, design, development, deployment, and release. The sequencing of these stages provides a framework for the software development process to be implemented consistently every time.

The workflow describes WHERE in the process a Component is. This playbook will focus specifically on the following topics

• Defining the Stages or Phases of the workflow (we have provided text descriptions and visual views)
• Ordering of steps, or events, within a stage
• Exit Criteria for each stage
• Key participants within each state
• Where concepts like the Roadmap or Prioritized Backlog are utilized within the SDLC workflow

Overview

An SDLC is broken into stages to provide structure, organization, and a systematic approach to software development projects. These stages help manage the complexity of the development process, ensure better quality, and allow for effective planning and control. Here are the key reasons why an SDLC is divided into stages:

1. Clarity and Control: Each stage has well-defined objectives and deliverables, making it easier to track and measure the project's status. This clarity provides better control over the development process, enabling managers and stakeholders to identify potential issues or deviations early and take appropriate corrective actions.
2. Risk Management: Each stage is an opportunity to evaluate potential risks, assess their impact, and plan mitigation strategies. Addressing risks proactively at various stages reduces the likelihood of costly errors or project failures.
3. Resource Allocation: The project team can allocate resources according to the requirements of each stage, avoiding the need for simultaneous full-scale development across the entire project.
4. Clear Milestones: Milestones serve as checkpoints for progress evaluation, ensuring that the project stays on track and meets the expected objectives.
5. Effective Communication and Collaboration: Staged development facilitates effective communication and collaboration among team members and stakeholders. It encourages cross-functional teams to work together, share information, and make collective decisions during each stage. If the process is properly followed, then the business can see where every idea is on its journey through the development process.

Making the SDLC Your Own

The Agile Software Development Life Cycle (SDLC) is inherently adaptable, providing a flexible approach that can align with a company's unique needs. Although industry-wide best practices and standard terminology provide an invaluable foundation, Agile encourages tailoring these practices to best fit a specific organizational context, including corporate culture, project requirements, and strategic goals.

However, it's crucial to remember that Agile best practices have evolved from years of practical experience and have repeatedly demonstrated their value. Using these practices as a baseline helps avoid common pitfalls and promotes efficient, effective software development. Similarly, using standard Agile terminology fosters clear communication within the team and with external stakeholders. In essence, the success of Agile lies in maintaining the right balance: respecting the time-tested best practices while adapting the Agile SDLC where necessary to meet a company's unique needs. This combination promotes a robust, flexible process that delivers continuous value to customers while fostering a culture of collaboration and continuous improvement.

While we believe these SDLC are best practices for a company implementing effective agile and lean principles, it’s not rigid framework. A company might have variations of these stages which might include different naming and/or breaking a single stage into two smaller stages. Perhaps a company has a specific compliance process that they need to adhere to, so adjustments need to be make to work more effectively for their business.