ARMY AL&T
of Agile methodologies, DevSecOps techniques, and the inte- gration of digital engineering, particularly for simulations and emulations for testing.
FINDING OUR WAY Adopting the continuous integration/continuous deployment mindset demonstrates the Army’s commitment to change and innovation, reaching beyond mere statements and permeating our practices. In line with CI/CD principles, the Army’s insti- tutional blockers—the hurdles that can prevent progress from occurring—are being dismantled.
Te Army conducted a Network Capability Portfolio Review
Constant and consistent feedback from users is core to a continuous integration/continuous deployment mindset.
(N-CPR) to help align digital requirements with associated resources and ultimately advance digital transformation. Te N-CPR identified four “pathfinder” programs to pilot this new software process, including three warfighting systems and one business system. Te Enterprise Business Systems ‒ Convergence, Nett Warrior, Army Intelligence Data Platform and Cyber Situ- ational Understanding programs were selected because of their broad set of institutional policy and process blockers. Based on the results of this effort, the Army is building a process to imple- ment for all software programs by the start of the new fiscal year.
Te pathfinder programs highlighted dramatic slowdowns occur- ring with attempting to field new capabilities in a system of systems. Te digital platform reference architecture (DPRA) is being designed, which defines a new system of systems cate- gory enabling digital platforms and the capability products (i.e., applications) created and deployed with them to be decoupled. Applying the DPRA construct to software results in the ability to build, test, evaluate, assess and deploy software modules indepen- dently from one another. Capability products inherit the controls and process accreditation of the associated digital platform. Te result is that only modules that have been changed need to be built, tested and deployed, creating streamlined and simplified interim authorization to test or authority to operate processes
We are also streamlining the SMR authority by empowering the PEOs of software programs to determine the safety, suitability and supportability of a software release. Who best to determine the impact of a change than the program and PEO? We are pilot- ing giving PEOs the SMR authority and allowing them to tailor the process, which we expect to reduce the time to achieve a software materiel release from months or years to days or weeks. Based on the outcomes of the pilot, we intend to expand the policy to include all software programs by October 2023.
Another significant reform is radically simplifying the Army Interoperability Certification (AIC) process and shifting testing to begin as early as possible in the iterative software development life cycle. In June 2023, the Headquarters, Department of the Army G-6 signed a memo granting program managers (PMs) approval authority for AIC self-determination. Tis significant change has reduced approval time from months to days, allowing PMs to move forward with greater efficiency. Furthermore, AIC is moving toward a cloud-based certification capability. Using continuous integration/continuous deployment principles like defining infrastructure as code; being able to create, execute and tear down testing environments virtually; and automating test execution and results capture enables AIC testing repeatabil- ity, observability and auditability. Te G-6 has agreed to these
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and rapid delivery of value to Soldiers. Individual modules can be deployed independent from an Army interoperability certifi- cation testing event.
Te software material release (SMR) process is being streamlined, addressing the long and arduous program process. For example, we are reducing documentation required from dozens of docu- ments down to roughly 13, which are statutory and already exist. Programs don’t need to generate new documents. Te associated SMR training requirements are undergoing streamlining as well, to reflect software changes instead of the traditional hardware- centric view that can delay value delivery by a year.
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