Best Practices and the Sdlc

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It has long been accepted that constant change is fundamental to IT. While most IT managers understand that change is part of the norm, the organizations that employ them often resist it. Successful IT development calls for having a clear blueprint for proper IT direction of an organization. By using a System Development Life Cycle (SDLC) model and sound best practice methods, an IT manager can define that blueprint and make the best possible IT decisions.

According to http://www.bigpedia.comthe SDLC relates to models or methodologies that people use to develop systems, generally computer systems. A number of SDLC models have been created: waterfall, fountain, spiral, build and fix, and rapid prototyping. There is not a definitive
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Less than six months after the process started, the best practice tag was awarded to Eglin Air Force Base in Fort Walton Beach, Fl. They were allowed to implement their procedures Air Force wide. In the end, Eglin saved the Air Force six million dollars with its best practice procedures. As the term best practice has become more popular, some organizations have begun using best practices to refer to what are in fact rules, causing creativity to hamper.

This will never be the case with Google. Google believes that giving their employees freedom to move about the company without middle management following them around has actually prompted creativity. In a interview with CBS News Sunday Morning, Google CEO Sergey Brin explained that Google provides free gourmet breakfast, lunch and dinner—all prepared by gourmet chefs. They get free medical care, daycare, and there is even a massage chair in the lobby. All of these benefits spur creativity, which has made Google one of the World Wide Web pioneers. Google does not use best practice because they are too rigid and do not allow employees to “think outside the box”. Some best practices are needed though. This was the case with Microsoft and Netscape. They used a synchronize and stabilize method created by David Yoffie and Michael Cusumano to orchestrate a massive overseeing and managing of source code. This method allowed the two corporations to work efficiently in a parallel.
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