For more than 10 years, scientists, researchers, and engineers used the TeraGrid supercomputer network funded by the National Science Foundation (NSF) to conduct advanced computational science. The SEI has joined a partnership of 17 organizations and helped develop the successor to the TeraGrid called the Extreme Science and Engineering Discovery Environment (XSEDE). This posting, which is the first in a multi-part series, describes our work on XSEDE that allows researchers open access--directly from their desktops--to the suite of advanced computational tools and digital resources and services provided via XSEDE. This series is not so much concerned with supercomputers and supercomputing middleware, but rather with the nature of software engineering practice at the scale of the socio-technical ecosystem.
All software engineering and management practices are based on cultural and social assumptions. When adopting new practices, leaders often find mismatches between those assumptions and the realities within their organizations. The SEI has an analysis method called Readiness and Fit Analysis (RFA) that allows the profiling of a set of practices to understand their cultural assumptions and then to use the profile to support an organization in understanding its fit with the practices' cultural assumptions. RFA has been used for multiple technologies and sets of practices, most notably for adoption of CMMI practices.
Since 2001, researchers at the CERT Insider Threat Center have documented malicious insider activity by examining media reports and court transcripts and conducting interviews with the United States Secret Service, victims' organizations, and convicted felons. Among the more than 700 insider threat cases that we've documented, our analysis has identified more than 100 categories of weaknesses in systems, processes, people or technologies that allowed insider threats to occur. One aspect of our research has focused on identifying enterprise architecture patterns that protect organization systems from malicious insider threat.
Engineering the architecture for a large and complex system is a hard, lengthy, and complex undertaking. System architects must perform many tasks and use many techniques if they are to create a sufficient set of architectural models and related documents that are complete, consistent, correct, unambiguous, verifiable, usable, and useful to the architecture's many stakeholders. This blog posting, the second in a two-part series, takes a deeper dive into the Method Framework for Engineering System Architectures (MFESA), which is a situational process engineeringframework for developing system-specific methods to engineer system architectures.
This post is the third and final installment in a three-part series that explains how Nedbank, one of the largest banks in South Africa, is rolling out the SEI's Team Software Process (TSP) throughout its IT organization. In the first post of this series, I examined how Nedbank addressed issues of quality and productivity among its software engineering teams using TSP at the individual and team level. In the second post, I discussed how the SEI worked with Nedbank to address challenges with expanding and scaling the use of TSP at an organizational level. In this post, I first explore challenges common to many organizations seeking to improve performance and become more agile and conclude by demonstrating how SEI researchers addressed these challenges in the TSP rollout at Nedbank.
This post is the second installment in a three-part series that explains how Nedbank, one of the largest banks in South Africa, is rolling out the SEI's Team Software Process (TSP)--a disciplined and agile software process improvement method--throughout its IT organization. In the first postof this series, I examined how Nedbank addressed issues of quality and productivity among its software engineering teams using TSP at the individual and team level. In this post, I will discuss how the SEI worked with Nedbank to address challenges with expanding and scaling the use of TSP at an organizational level.
Major acquisition programs increasingly rely on software to provide substantial portions of system capabilities. All too often, however, software is not considered when the early, most constraining program decisions are made. SEI researchers have identified misalignments between software architecture and system acquisition strategies that lead to program restarts, cancellations, and failures to meet important missions or business goals. This blog posting--the second installment in a two-part series--builds on the discussions in part one by introducing several patterns of misalignment--known as anti-patterns--that we've identified in our research and discussing how these anti-patternsare helping us create a new method for aligning software architecture and system acquisition strategies to reduce project failure.
The second practice described in the newly released edition of the Common Sense Guide to Mitigating Insider Threats is Practice 2: Develop a formalized insider threat program. In this post, I discuss why this practice is so important to preventing...