ISM500 SDLC Diagram Scenario MeiHome Loans (MHL) ✓ Solved

ISM500 SDLC Diagram Scenario MeiHomeLoans (MHL), is a small but

ISM500 SDLC Diagram Scenario MeiHomeLoans (MHL), is a small but successful mortgage loan organization with 250 employees, and is growing rapidly. MHL is known for its customer centric focus and strives to make every customer contact a great experience. They currently manage their loan process through a combination of a home grown document management system and paper files. While this process generally works, it is not without problems like missing loan documents or delayed loan packages. Also, the current process is developing stress points as it is not scalable beyond its current implementation.

Financial accounting and revenue is processed through the internally developed systems. MHL has several branch offices, including two in Canada, which connect to the company’s intranet where centralized information such as company contacts, document templates, and company information are stored. The branch offices send paper loan documents to the central office for processing, which has not been without occasional lost documents and misrouted package issues. MHL’s goal is to double the number of new loans and increase the size of the organization for support over the next two years.

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MeiHomeLoans (MHL) faces a classic modernization challenge: a growth-oriented mortgage lender whose loan processing relies on a home-grown document management system and paper files. With 250 employees and rapid growth, MHL must scale while preserving its customer-centric service. To achieve this, MHL should adopt a structured SDLC diagram approach that captures current processes, identifies bottlenecks, and maps a path to a scalable, compliant, and secure loan processing ecosystem. The SDLC diagram should be architecture-centric, risk-driven, and iteratively refined to ensure that the transformation remains aligned with business goals, regulatory requirements, and customer expectations. This involves modeling high-level data flows, system boundaries, and interactions among branches, the central office, and the digital operating environment. By following an iterative SDLC, MHL can incrementally deliver improvements, validate assumptions early, and adapt to changing market conditions while working toward the goal of doubling loan volume within two years. (Sommerville, 2015; Larman & Basili, 2003)

Current-state assessment should focus on people, process, and technology. People include loan officers, processors, risk reviewers, and customers; process involves intake, document capture, validation, underwriting, approval, funding, and post-closure activities; technology comprises the DMS, paper-based workflows, and internal accounting interfaces. The absence of an integrated, digital workflow contributes to missed documents, delayed packages, and misrouted mail—a classic set of failure points in a paper-centric environment. The SDLC diagram should capture these actors, activities, and data stores in Level 0 and Level 1 diagrams to show where data originates, how it is transformed, and where it resides. (Sommerville, 2015; Kruchten, 2003)

To address these challenges, the recommended SDLC diagram should propose a modern, integrated architecture that links an electronic Loan Origination System (LOS), a Document Management System (DMS), and a centralized data repository with secure, branch-level access. Data flows should illustrate paper-to-digital capture, automated indexing and routing, and real-time status updates to customers and branch offices. The diagram should also reflect security controls, data governance, and compliance requirements across jurisdictions, including Canadian privacy considerations. (NIST SP 800-53 Rev. 5, 2020; ISO/IEC 12207, 2008; ISO/IEC 25010, 2011)

Implementation planning should emphasize an iterative, phased approach aligned with MHL’s two-year growth target. Each iteration should deliver a usable increment—such as a pilot in select branches, followed by broader deployment—while maintaining strong stakeholder engagement, change management, and robust testing. The SDLC should explicitly address risk management, data migration strategies, vendor and tool selection, and organizational readiness. (Larman & Basili, 2003; Beck et al., 2001)

Finally, the SDLC diagram must articulate measurable benefits, including reduced document loss, shorter loan cycle times, improved customer experience, and enhanced data visibility for performance analytics. A clear mapping from requirements to design decisions will support governance demonstrations and ROI calculations necessary to sustain investment over the two-year plan. (Sommerville, 2015; McKinsey & Company, 2020)

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Introduction and business context. MeiHomeLoans (MHL) operates in a growth-oriented mortgage lending market where customer experience is a differentiator. The current loan processing relies on a home-grown document management system and paper files, creating a fragile workflow that is not scalable. The organization’s goal to double loan volume over two years necessitates a scalable, compliant, and customer-centric digital transformation that preserves the essence of MHL’s service culture. An SDLC diagram, informed by best practices in software engineering, enterprise architecture, and digital transformation, provides a blueprint for achieving this objective. The transformation plan should define the end-to-end flow of loan documents from initial intake through underwriting and funding, while ensuring traceability, security, and governance across dispersed branch networks. (Sommerville, 2015; Pressman, 2014)

Current-state assessment and problem framing. The present state combines a bespoke document management solution with physical paper, resulting in risks of missing documents, delayed packages, and misrouted mail. Branch offices in Canada connect via an intranet to centralized templates and information; however, those branches still transmit paper documents to the central office, amplifying the likelihood of loss and delay. Current processes are stressed as the organization grows, and the lack of a unified, digital workflow undermines scalability and consistent customer experiences. The SDLC diagram should depict the as-is landscape and identify critical failure points, enabling targeted improvements in data capture, routing, and processing. (ISO/IEC 12207; Kruchten, 2003; AIIM, 2019)

Proposed SDLC diagram approach and methodology. The diagram should employ an architecture-centric, iterative SDLC model that combines elements of Waterfall for compliance-heavy components and Agile for rapid delivery and adaptability. Level 0 data-flow diagrams should outline major processes (Intake, Validation, Underwriting, Approval, Funding, Post-Closing) and clearly show data stores (DMS content store, LOS, accounting system) and external interfaces (branch offices, customers). Level 1 diagrams should decompose these processes to reveal data transformation, decision points, and control flows. The approach aligns with established software engineering practices and emphasizes incremental improvement, risk management, and stakeholder involvement. (Sommerville, 2015; Larman & Basili, 2003; Royce, 1970)

Proposed system architecture and data flows. The envisioned target state features a modern LOS integrated with a DMS and an enterprise-grade data repository. Key components include: (1) digital capture and OCR-based indexing of loan documents; (2) automated workflow routing and task management; (3) secure access through role-based permissions and MFA; (4) document versioning and audit trails; (5) an integration layer (e.g., ESB or API gateway) to connect LOS, DMS, accounting, and CRM systems; (6) a customer-facing portal for status updates and document submission; and (7) a reporting layer for performance analytics. Data flows should illustrate digital capture replacing paper, real-time status propagation to branches, and centralized reconciliation with financial systems. The architecture should address jurisdictional privacy and data-protection requirements (e.g., Canada’s privacy laws) and include governance policies for retention, disposition, and access. (NIST SP 800-53 Rev. 5; ISO/IEC 25010; Kruchten, 2003)

Implementation plan and SDLC deliverables. A phased, iterative program is recommended. Phase 1 could pilot digital capture, DMS integration, and basic LOS functions in two branches (including Canadian sites) for 3–6 months, with critical risk management and data-migration planning. Phase 2 would expand to additional branches and integrate the central accounting interface, while Phase 3 would scale to full deployment and optimization, including post-implementation support, training, and continuous improvement. Each iteration should deliver working software, updated diagrams, validated data mappings, and performance metrics. Alignment with recognized SDLC models (e.g., iterative development, RUP-like processes) will help ensure disciplined delivery while allowing rapid value realization. (Beck et al., 2001; Larman & Basili, 2003; Kruchten, 2003)

Risks, governance, and success metrics. Key risks include data migration challenges, regulatory and privacy compliance across Canada and the United States, user adoption, and integration complexity with legacy systems. Mitigation strategies include comprehensive data cleansing, privacy-by-design, strong change management, and robust regression testing. Success is measured by cycle-time reductions, document-loss rates, customer satisfaction scores, and the ability to scale loan volumes to meet the two-year target. A governance framework aligned with ISO/IEC standards and NIST controls will support ongoing security, privacy, and quality assurance. (NIST SP 800-53 Rev. 5; ISO/IEC 12207; ISO/IEC 25010; McKinsey, 2020; Sommerville, 2015)

Expected benefits and conclusion. The SDLC-driven transformation promises tangible benefits: reduced document loss, faster loan processing, improved customer experience, and enhanced data visibility to support analytics and decision-making. By combining iterative delivery with strong governance, MHL can achieve scalable operations, maintain its customer-centric culture, and realize the target of doubling loan activity over two years. The diagrammatic approach will serve as a living blueprint that evolves with regulatory changes, technology advances, and market conditions. (Sommerville, 2015; McKinsey, 2020)

References

  • Sommerville, I. (2015). Software Engineering (10th ed.). Pearson.
  • Pressman, R. S. (2014). Software Engineering: A Practitioner's Approach (8th ed.). McGraw-Hill.
  • Royce, W. W. (1970). Managing the Development of Large Software Systems. IEEE WES.
  • Kruchten, P. (2003). The Rational Unified Process: An Introduction. Addison-Wesley.
  • Larman, C., & Basili, V. (2003). Iterative and Incremental Development. IEEE Computer, 36(6), 47-54.
  • Beck, K., Beedle, M., van Bennekum, A., et al. (2001). The Agile Manifesto. Agile Alliance. Retrieved from https://agilemanifesto.org/.
  • ISO/IEC 12207:2008. Systems and software engineering—Software life cycle processes. International Organization for Standardization.
  • ISO/IEC 25010:2011. Systems and software engineering—Systems and software quality requirements and evaluation (SQuaRE)—System and software quality model. International Organization for Standardization.
  • NIST SP 800-53 Rev. 5 (2020). Security and Privacy Controls for Information Systems and Organizations. National Institute of Standards and Technology.
  • AIIM. (2019). What is a Document Management System? AIIM.

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