Agile projects with incremental development lifecycles are showing greater promise in enabling organizations to rapidly field software compared to waterfall projects. There is a lack of clarity, however, regarding the factors that constitute and contribute to success of Agile projects. A team of researchers from Carnegie Mellon University's Software Engineering Institute, including Ipek Ozkaya, Robert Nord, and myself, interviewed project teams with incremental development lifecycles from five government and commercial organizations. This blog posting summarizes the findings from this study to understand key success and failure factors for rapid fielding on their projects.
The power and speed of computers have increased exponentially in recent years. Recently, however, modern computer architectures are moving away from single-core and multi-core (homogenous) central processing units (CPUs) to many-core (heterogeneous) CPUs. This blog post describes research I've undertaken with my colleagues at the Carnegie Mellon Software Engineering Institute (SEI)--including colleagues Jonathan Chu and Scott McMillan of the Emerging Technology Center (ETC) as well as Alex Nicoll, a researcher with the SEI's CERT Division--to create a software library that can exploit the heterogeneous parallel computers of the future and allow developers to create systems that are more efficient in terms of computation and power consumption.
Department of Defense (DoD) program managers and associated acquisition professionals are increasingly called upon to steward the development of complex, software-reliant combat systems. In today's environment of expanded threats and constrained resources (e.g., sequestration), their focus is on minimizing the cost and schedule of combat-system acquisition, while simultaneously ensuring interoperability and innovation. A promising approach for meeting these challenging goals is Open Systems Architecture (OSA), which combines (1) technical practices designed to reduce the cycle time needed to acquire new systems and insert new technology into legacy systems and (2) business models for creating a more competitive marketplace and a more effective strategy for managing intellectual property rights in DoD acquisition programs. This blog posting expands upon our earlier coverage of how acquisition professionals and system integrators can apply OSA practices to decompose large monolithic business and technical designs into manageable, capability-oriented frameworks that can integrate innovation more rapidly and lower total ownership costs.
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. Three of these reports highlight the latest work of SEI technologists on insider threat in international contexts, unintentional insider threats, and attributes and mitigation strategies. The last report provides the results of several exploratory research initiatives conducted by SEI staff in fiscal year 2012. This post includes a listing of each report, author(s), and links where the published reports can be accessed on the SEI website.
In our work with the Department of Defense (DoD) and other government agencies such as the U.S. Department of Veteran Affairs and the U.S. Department of the Treasury, we often encounter organizations that have been asked by their government program office to adopt agile methods. These are organizations that have traditionally utilized a "waterfall" life cycle model (as epitomized by the engineering "V" charts) and are accustomed to being managed via a series of document-centric technical reviews that focus on the evolution of the artifacts that describe the requirements and design of the system rather than its evolving implementation, as is more common with agile methods.
Software is the principal, enabling means for delivering system and warfighter performance across a spectrum of Department of Defense (DoD) capabilities. These capabilities span the spectrum of mission-essential business systems to mission-critical command, control, communications, computers, intelligence, surveillance, and reconnaissance (C4ISR) systems to complex weapon systems. Many of these systems now operate interdependently in a complex net-centric and cyber environment. The pace of technological change continues to evolve along with the almost total system reliance on software. This blog posting examines the various challenges that the DoD faces in implementing software assurance and suggests strategies for an enterprise-wide approach.
From the braking system in your automobile to the software that controls the aircraft that you fly in, safety-critical systems are ubiquitous. Showing that such systems meet their safety requirements has become a critical area of work for software and systems engineers. "We live in a world in which our safety depends on software-intensive systems," editors of IEEE Software wrote in the magazine's May/June issue. "Organizations everywhere are struggling to find cost-effective methods to deal with the enormous increase in size and complexity of these systems, while simultaneously respecting the need to ensure their safety." The Carnegie Mellon Software Engineering Institute (SEI) is addressing this issue with a significant research program into assurance cases. Our sponsors are regularly faced with assuring that complex software-based systems meet certain kinds of requirements such as safety, security, and reliability. In this post, the first in a series on assurance cases and confidence, I will introduce the concept of assurance cases and show how they can be used to argue that a safety requirement (or other requirement such as security) has been met.
Increasingly, organizations, including the federal government and industry, are recognizing the need to counter insider threats and are doing it through specially focused teams. The CERT Division National Insider Threat Center (NITC) offers an Insider Threat Program Manager certificate to help organizations build such teams and supports programs that are flexible, based on best practices, and tailored to the unique circumstances of individual organizations.