Category: Mission Assurance

This post is coauthored by Carol Woody.

Software is a growing component of business and mission-critical systems. As organizations become more dependent on software, security-related risks to their organizational missions also increase. We recently published a technical note that introduces the prototype Software Assurance Framework (SAF), a collection of cybersecurity practices that programs can apply across the acquisition lifecycle and supply chain. We envision program managers using this framework to assess an acquisition program's current cybersecurity practices and chart a course for improvement, ultimately reducing the cybersecurity risk of deployed software-reliant systems. This blog post, which is excerpted from the report, presents three pilot applications of SAF.

As part of an ongoing effort to keep you informed about our latest work, this blog post summarizes some recently published SEI technical reports, white papers, podcasts and webinars on software assurance, data governance, self-adaptive systems, engineering high-assurance software for distributed adaptive real-time (DART) systems, technical debt, and automating malware collection and analysis. These publications highlight the latest work of SEI technologists in these areas. This post includes a listing of each publication, author(s), and links where they can be accessed on the SEI website.

Since its debut on Jeopardy in 2011, IBM's Watson has generated a lot of interest in potential applications across many industries. I recently led a research team investigating whether the Department of Defense (DoD) could use Watson to improve software assurance and help acquisition professionals assemble and review relevant evidence from documents. As this blog post describes, our work examined whether typical developers could build an IBM Watson application to support an assurance review.

First responders, search-and-rescue teams, and military personnel often work in "tactical edge" environments defined by limited computing resources, rapidly changing mission requirements, high levels of stress, and limited connectivity. In these tactical edge environments, software applications that enable tasks such as face recognition, language translation, decision support, and mission planning and execution are critical due to computing and battery limitations on mobile devices. Our work on tactical cloudlets addresses some of these challenges by providing a forward-deployed platform for computation offload and data staging (see previous posts).

When establishing communication between two nodes--such as a mobile device and a tactical cloudlet in the field--identification, authentication, and authorization provide the information and assurances necessary for the nodes to trust each other (i.e., mutual trust). A common solution for establishing trust is to create and share credentials in advance and then use an online trusted authority to validate the credentials of the nodes. The tactical environments in which first responders, search-and-rescue, and military personnel operate, however, do not consistently provide access to that online authority or certificate repository because they are disconnected, intermittent, limited (DIL). This blog post, excerpted from the recently published IEEE paper "Establishing Trusted Identities in Disconnected Edge Environments"--I coauthored this paper with Sebastián Echeverría, Dan Klinedinst, Keegan Williams--presents a solution for establishing trusted identities in disconnected environments based on secure key generation and exchange in the field, as well as an evaluation and implementation of the solution.

Interest in Agile and lightweight development methods in the software development community has become widespread. Our experiences with the application of Agile principles have therefore become richer. In my blog post, Toward Agile Strategic Planning, I wrote about how we can apply Agile principles to strategic planning. In this blog post, I apply another Agile concept, technical debt, to another organizational excellence issue. Specifically I explore whether organizational debt is accrued when we implement quick organizational change, short-cutting what we know to be effective change management methods. Since I started considering this concept, Steve Blank wrote a well-received article about organizational debt in the context of start-up organizations. In this post, I describe organizational debt in the context of change management and describe some effects of organizational debt we are seeing with our government clients.