By Will Hayes
Senior Member of the Technical Staff
Software Solutions Division
More and more, suppliers of software-reliant Department of Defense (DoD) systems are moving away from traditional waterfall development practices in favor of agile methods. As described in previous posts on this blog, agile methods are effective for shortening delivery cycles and managing costs. If the benefits of agile are to be realized effectively for the DoD, however, personnel responsible for overseeing software acquisitions must be fluent in metrics used to monitor these programs. This blog post highlights the results of an effort by researchers at the Carnegie Mellon University Software Engineering Institute to create a reference for personnel who oversee software development acquisition for major systems built by developers applying agile methods. This post also presents seven categories for tracking agile metrics.
By Douglas C. Schmidt
As part of an ongoing effort to keep you informed about our latest work, I would like to let you know about some recently published SEI technical reports and notes. These reports highlight the latest work of SEI technologists in cybersecurity risks,software assurance, advanced persistent threat, international insider threat,Wireless Emergency Alerts Service, security and survivability, and acquisition.
This post includes a listing of each report, author(s), and links where the published reports can be accessed on the SEI website.
By Lisa Brownsword,
Senior Members of the Technical Staff
software is increasingly important to the success of government
programs, there is often little consideration given to its impact on
early key program decisions. The Carnegie Mellon University Software
Engineering Institute (SEI) is conducting a multi-phase research
initiative aimed at answering the question: is the probability of a
program’s success improved through deliberately producing a program
acquisition strategy and software architecture that are mutually
constrained and aligned? Moreover, can we develop a method that helps government program offices produce such alignment? This blog post, the third in a series
on this multi-year research, describes our approach to determining how
acquisition quality attributes can be expressed and used to facilitate
alignment among the software architecture and acquisition strategy.
First in a Series
By Bill Scherlis
Chief Technology Officer, Acting
The Department of Defense (DoD) has become deeply and fundamentally reliant on software. As a federally funded research and development center (FFRDC),
the SEI is chartered to work with the DoD to meet the challenges of
designing, producing, assuring, and evolving software-reliant systems in
an affordable and dependable manner. This blog post—the first in a
multi-part series—outlines key elements of the forthcoming SEI Strategic
Research Plan that addresses these challenges through research and
acquisition support and collaboration with DoD, other federal agencies,
industry, and academia.
By Linda Parker Gates
Senior Member of the Technical Staff
Acquisition Support Program
improvement efforts should be driven by business needs, not by the
content of improvement models. While improvement models, such as the Capability Maturity Model Integration (CMMI) or the Baldrige Criteria for Performance Excellence,
provide excellent guidance and best practice standards, the way in
which those models are implemented must be guided by the same drivers
that influence any other business decision. Business drivers are the
collection of people, information, and conditions that initiate and
support activities that help an organization accomplish its mission.
These drivers should be the guiding force behind performance improvement
because they represent key factors or influences that matter to an
organization’s success. But how do we identify these drivers? This blog
posting, the latest in a continuing series on the SEI’s work on strategic planning,
describes how we are using integrated strategic planning and the
associated information framework to derive the most vital business
drivers for performance improvement.