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Software development techniques are the models, engineering practices, and workflows teams use to build and maintain software. Software development management coordinates that work by setting priorities, assigning responsibilities, managing risks and timing, and involving stakeholders. The right approach depends on how stable the requirements are, how much feedback is available, and what constraints govern delivery.
What the software development life cycle covers
The software development life cycle (SDLC) organizes the work of building, delivering, and maintaining software. Common activities include understanding requirements, designing a solution, implementing it, testing it, deploying it, and maintaining it. The SDLC is a lifecycle, not one mandatory sequence: a team may move through phases in order or revisit them repeatedly as it learns. IBM’s SDLC overview describes it as a structured, iterative way to build, deliver, and maintain software.
Development techniques shape how those activities are carried out. Management supplies the coordination: deciding what matters most, clarifying scope and ownership, planning timing, handling risks, and arranging stakeholder input. These concerns overlap, but they are not identical. The Project Management Institute distinguishes project-management methodology, which guides the manager’s work, from product methodology, which guides how product requirements, architecture, testing, and other development details are produced.
How Waterfall and Agile differ
Waterfall and Agile represent different ways to organize development. Waterfall is predictive and sequential: teams define and approve much of the scope up front, plan phases, and progress through them in order. Agile is adaptive and iterative: teams work in shorter cycles, seek feedback, and deliver increments so they can adjust as understanding changes. Neither label guarantees a successful outcome; the useful choice depends on the project’s conditions.
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| Decision factor | Predictive / Waterfall tendency | Adaptive / Agile tendency |
|---|---|---|
| Requirements | Define and approve much of the scope before execution. | Refine understanding as work and feedback progress. |
| Delivery | Major delivery follows sequential phases. | Functional increments arrive over repeated cycles. |
| Planning | Detailed longer-term plan is prepared before execution. | Planning continues as the team learns. |
| Change | Changes can be more disruptive after a phase is approved. | Changes can be handled through reprioritization. |
| Stakeholder input | Often concentrated around initial definition and review points. | Frequent collaboration and feedback are valuable. |
| Signals of fit | Stable needs, formal approvals, and predictable constraints. | Uncertain or changing needs, accessible stakeholders, and value from incremental delivery. |
The California Department of Technology’s comparison frames Waterfall and Agile as ends of a spectrum. Its planning contrast is that Waterfall fixes scope and estimates resources and time, while Agile fixes resources and time and estimates scope. This is a decision aid, not evidence that one approach always performs better.
Where Scrum and Kanban fit
Scrum and Kanban are ways to organize Agile work; neither is a synonym for the whole SDLC. Scrum organizes work into time-boxed sprints. Kanban makes ongoing tasks visible on a board and supports continuous flow. The IBM SDLC overview discusses both as approaches teams can use within development work.
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These approaches address how a team manages and moves work, not whether the full lifecycle can be skipped. Requirements, design, implementation, testing, deployment, and maintenance still need attention. A visible board or a sprint schedule does not by itself ensure that work is tested, releasable, or maintained.
Independent reader supportYour contribution helps us test, update, and keep practical guides available for everyone.How to choose an approach for a project
Start with the project’s uncertainty and constraints rather than the popularity of a method. A team facing stable requirements and formal approval gates may benefit from more upfront baselining. A team still learning what users need may benefit from shorter feedback cycles, provided stakeholders can review work and the team can deliver tested increments.
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- Identify the main uncertainty: user needs, technology, external approvals, dependencies, or delivery constraints.
- Check decision access: determine who can set priorities and how often users or stakeholders can review working results.
- Match the planning rhythm: use more upfront definition when requirements and approvals must remain stable; use shorter cycles when learning is central.
- Make work and risks visible: Scrum uses time-boxed sprints, while Kanban makes ongoing work visible and supports flow-based prioritization.
- Plan the full lifecycle: include design, testing, release, and maintenance rather than treating coding as the entire job.
- Reassess as evidence changes: tailor practices to the project instead of assuming a process label will solve delivery problems.
For an introductory treatment of Agile, Scrum, the SDLC, and Waterfall, see Oregon State University’s Handbook of Software Engineering Methods: Agile.
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