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Joshua Thacker
November 1, 2009
The V‐Model 2
Abstract
The V-Model is an approach to the system development life cycle process that uniquely
combines the advantages of both the predictive and adaptive approaches to developing
information systems and deserves careful consideration when planning a new information
system. It is a generic process model, which means that it is independent of organization and
project type and can be tailored to meet the needs of any project. As with any software
development lifecycle model, there are advantages and disadvantages to the V-Model that should
be taken into consideration when pondering the use of this particular model. This paper
describes the V-Model from a high level view, and explains it in such a way that no previous
There are many approaches to the planning and organization of projects that produce new
information systems. For instance, the waterfall model is a predictive approach to the system
development life cycle that assumes the various phases of a project can be completed
sequentially without returning to the previous phases. There is also the spiral model, which is an
adaptive approach, which cycles over and over again through development of activities until a
project is complete. The V-Model is another approach to the system development life cycle
process that uniquely combines the advantages of both the predictive and adaptive approaches to
developing information systems and deserves careful consideration when planning a new
information system.
Overview
The V-Model was designed by the IABG in Ottobrun, Germany, in cooperation with the
Federal Office for Defense Technology and Procurement, for the Federal Ministry of Defense. It
was conceived in an attempt to standardize software development for the government and the
private sector. The V-Model uses standardized and methodical guidelines in order to obtain
several objectives. These objectives include the reduction of software costs in the entire
lifecycle, the improvement of software quality, and the improvement in communication between
the customer and the contractor. The V-Model is a generic process model, which means that it
is independent of organization and project type and can be tailored to meet the needs of any
project. There are some important advantages that the V-Model offers over other models that
As shown in Figure 1, the V-Model has three levels: Procedures, Methods and Tool
Requirements. The Procedures level, also known as the Lifecycle Process Model, addresses and
answers the question, “What needs to get done in order to successfully complete the project at
hand?” The Procedures level helps to establish a clear directive as to what activities need to be
performed, the end result of those activities produced at final completion, and the meaning of the
substance obtained from the end result. The execution and results of the activities are exactly
described in great detail (see Figure 2). The Lifecycle Process Model can be extremely complex,
but to simplify matters we can summarize the Procedures level into two concepts; activities and
products. By doing this, we can avoid the complications of dealing with states and
interdependencies of the Activity Schema and the Product Flow Schema. Activities are iterative
actions known as work-steps in the development process. Depending on the level of difficulty,
an activity can be broken down into a sub-activity. The highest level of notion (i.e., a
just like activities can be dissected into smaller more manageable parts called sub-products. A
product undergoes different states as it is generated, and these changes in states can only be
triggered by an activity. As shown in Figure 3, a product can have the following states:
• Planned is the initial state in which the product is conceptualized. The product does not
yet exist but begins to develop and unfold during this state.
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• Processed is the state in which the product begins to take shape. The developer has
complete control of the product and molds it according to the design specifications.
• Submitted is the state in which the developer has finalized the product according to the
organizational requirements. The developer submits the product to the Quality Assurance
team for analysis and review. If the product fails to meet the requirements specifications,
the product is returned to the developer for further processing. If the product passes the
Quality Assurance inspection, it moves to the Accepted state.
• Accepted is the state in which the product receives a version number. The product can
continue to receive modifications and updates through validation from Change
Management throughout its lifetime with new assigned and updated version numbers.
Allocation of Methods
The second level, also known as the Allocation of Methods level (Methods), addresses
and answers the question, “How will the project reach its full completion?” During this level,
certain guidelines (methods) are determined and followed to aid in the completion of the system
development activities addressed in the Procedures level (see Figure 2). The Methods level truly
complements the Lifecycle Process Model by specifying how something is done. Before
specifications are given to determine how something is done, the tasks or projects that need to be
completed must be identified. This level sets the tone by legitimizing the selection and
application of methods for all sub-models. For each activity a method is chosen and documented
The third level, also known as the Functional Tool Requirements, addresses and answers
the question, “What tools will be used to follow the guidelines to perform these activities?”
Within this level, the system requirements (functional characteristics) that the tools must have to
complete the delegated activities within various processes are identified (see Figure 2). These
system requirements are based solely on the policies and procedures that are used by the
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Organization to manage the business. The Functional Tools Requirements also legitimize the
selection and application of tools for all sub-models. It not only complements the Lifecycle
Process Model but supports the Allocation of Methods level by using one or more tools. A tool
maintenance of models or components required for the success of the IT system” (Satzinger,
As shown in Figure 1, the V-Model also has four sub-models. All three levels (i.e.,
Procedures, Methods, and Tool Requirements) of the V-Model are structured according to the
sub-models functional principals. Each sub-model consists of activities and generates products.
The activities and products are interdependent of each other to achieve the project goal. Products
are never stagnant and continue to be molded as the project grows – continuously being refined,
updated, and detailed throughout the activities. This modification process can continue to occur
as long as the version number is updated. As shown in Figure 4, the four sub-models are:
Project Management (PM), System Development (SD), Quality Assurance (QA), and
Project Management
Project Management assists in the planning, monitoring, and controlling of the system
development project while passing information to the other sub-models. This sub-model states
that staff members play an important role in the planning of the activities. The staff members
should help with the estimating and deciding of the time schedule. Each Project Management
sub-model has a job selection and project members are matched with specific roles. Project
4. Detailed Planning utilizes the specifications in the project manual and establishes a
detailed plan for the project.
5. Cost/Benefit Analysis each solution proposal is evaluated according to its cost benefit
analysis and a profitability solution is developed.
6. Phase Review validates the project status according to the planned documentation.
7. Risk Management detects and mitigates project risks with prevention measures.
10. Training/Instruction trains all active project participants to ensure they have the
necessary knowledge to fulfill their roles.
11. Supplying Resources assesses the needed resources for project completion.
12. Allocation of work orders initiates job sections by the work orders.
13. Staff Training introduces project members to their job sections where they are informed
and trained in order to complete their tasks.
14. Project Completion consists of writing a final project report which contains all project
experiences.
System Development
System Development is the second sub-model and it controls the activities in the
development of the system project. System Development places a high emphasis on off-the-
The V‐Model 8
shelf components. Off-the-shelf components are given special attention in the System Design
phase. Feasibility studies are performed based on requirements and off-the-shelf components are
2. System Design deals with the conception and integration of the system architecture.
3. SW/HW Requirements Analysis updates the operational and technical requirements with
regard to the software and hardware requirements.
5. Detailed SW Design elaborates and fine-tunes the integration description and software
architecture while the specifications, details for modules, components, and database are
created.
6. SW Implementation shapes the modules, components, and databases into a compiled and
executable form.
8. Transition to Utilization ensures tasks in the system are operational in the intended
environment.
Quality Assurance
Quality Assurance is the third sub-model. It attests to the quality of the activity and
product requirements and ensures the other sub-models are informed and comply within
specified standards before acceptance is validated. This sub-model assesses the products and
processes of a given project and operates in the short-run. Since the V-Model is a project
process model and not an organizational process model, there are no long-run plans dealing with
The V‐Model 9
continuous improvements. It compares the products and processes with plans, standards, and
2. Assessment Preparation contains the criteria, definition methods, test cases, environment,
and produces the assessment plan.
3. Process Assessment of Activities assesses the processes to ensure they are sufficient.
4. Product Assessment assesses the product. The product is either accepted and enters the
accepted state or it is rejected and goes back to the processed state.
Configuration Management
Configuration Management is the fourth sub-model and it guarantees that a product can
be uniquely identified by asserting control modifications and integrity parameters that manage
2. Product and Configuration Management administers the product library and the
configuration of the entire system.
3. Change Management manages changes in three steps: (1) change is requested and
registered; (2) change is evaluated for acceptance or rejection; (3) if changes are
accepted, they are then implemented and all affected by new change are informed.
4. CM Services aid in the project development (i.e., catalog software products, coordinating
interfaces, backups, release management, and recording project history).
The V‐Model 10
Considerations
Advantages
Model. Perhaps the most important advantage that the V-Model has over other models is
that it is organizational and project independent so that each project - at start - can be tailored
into a specific “Project V-Model” (see Figure 5). The fact that end-users participate and play a
crucial role in the development and maintenance of the V-Model is a key advantage since it
ensures that the final product is tailored to the needs of the actual users. Lastly, there is a high
level of control before actions are taken place on the system, as a change control board meets
Methods. The V-Model offers a limited number of highly defined and described
methodologies that aids the project manager in quick selection of methods best suited to
complete the project goals. These methodologies support both structured and object-oriented
system development.
Tools. The tools provided in the V-Model are tested and proven and have shown high
levels of productivity with prior projects. A collection of tools are organized so that the
developer can better fulfill completion of the product according to their functional and non-
functional requirements. The selection of tools depends on the definition of the system
Disadvantages
Model. The V-Model addresses the development of software within a given project
rather than an entire Organization, meaning that once the project has reached completion, the V-
Model ceases to exist. Also, sub-models cover all aspects of an activity but only from a high
level view. Once the project team reveals the conceptual level, there are no principles to follow.
The V‐Model 11
Lastly, it is easy to assume a thorough review and inspection has been done but there are no
process, it neglects to offer all of the potential methods that could have been used – consideration
Tools. The System Development Environment in the V-Model includes guidelines for
hardware development; however, there are no hardware tools defined or described by the V-
Model.
Summary
incorporates aspects from both the typical Waterfall (predictive) and Unified Process (adaptive)
models. As shown in Figure 6, the model can be represented as a “V” shape where on the top of
the left side are the high level concepts. As one descends down the “V” through the definition of
sequence and elaboration of detail (verification), the testing techniques associated with the
design are shown. At the base of the “V”, begins the coding phase. The model considers coding
and testing during this phase of the software development process equal. As one ascends up the
right side of the “V” through the assembly and performance assurance sequence (validation), the
and maintained.
The V‐Model 12
References
Forsberg, K., & Mooz, H. (1998). System Engineering for Faster, Cheaper, Better. California:
Forsberg, K., & Mooz, H. (1992). The Relationship of System Engineering to the Project Cycle.
Graham, D. (2002, July 1). Architecture & Design. Retrieved October 10, 2009, from Dr.
Dobb's: http://www.ddj.com/architect/184414873
IABG Information Technology. (2009). V-Model. Retrieved October 12, 2009, from IABG:
http://www.iabg.de/infokom/software_einfuehrung/v-modell_en.php
IABG Information Technology. (n.d.). V-Model Lifecycle Process Model. Retrieved October 12,
Satzinger, J. W., Jackson, R. B., & Burd, S. D. (2004). Object-Oriented Analysis and Design
with the Unified Process (1st ed.). Course Technology, Cengage Learning.
Schuppan, V., & Rußwurm, W. (2000). A CMM-based evaluation of the V-Model 97. In
Software Process Technology (Vol. 1780/2000, pp. 69-83). München, Germany, Europe:
V-Modell®XT authors and others. (2006). V-Modell® XT, Version 1.3 English. Retrieved
xt-html-english/index.html#toc0
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Functional Sub-Models
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Figure 6. Overview of the Technical aspect of the System Development Project Cycle