AGILE ACQUISITION
FIGURE 1 Agile Development Agile SIV&V
ti & Test
AgiAgile Acquisition
Software ui
Measure & Metrics
Requirements Development
on re Agile SW Safety
Te six-step process is repeated monthly, and each cycle is called a “sprint.” For each sprint, major functions are devel- oped and decomposed into tasks called
“user stories,” which detail software fea- tures for the developer to use as a guide in implementing software functionally required for the IFPC Inc 2-I system.
(Source: CMDS Project Office, Ranjit Mann, Laura Brezinski - Graphic Designer) THE HUB OF ACTIVITY
The IFPC Inc 2-I Product Office developed its software acquisition methodology by applying the fundamentals of Agile software development. In that construct, IFPC Inc 2-I, the center cog, turns the outside cogs and regulates their speeds. (SOURCE: Ranjit Mann and Laura Brezinski, CMDS Project Office)
A prioritized list of these user stories, called a “backlog,” allows developers to understand the software functionality required and provides a means for the IFPC Inc 2-I SWIPT to monitor prog- ress using “story points.” A story point is a unit of measure to determine the size and complexity of the user story. Teams
MML is being developed organically by the Army at the Aviation and Missile Research, Development and Engineering Center (AMRDEC) to meet user require- ments for supporting the counter-UAS and cruise missile defense mission.
APPLYING AGILE Te IFPC Inc 2-I Product Office developed the software acquisition methodology by applying Agile software development fundamentals to aspects of acquisition, as shown in Figure 1. IFPC Inc 2-I drives the center cog, turns the outside cogs and regulates the speed. Tis methodology
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includes Agile software development, Agile software independent verification and validation (SIV&V) and Agile integration and testing to confirm software accuracy and interoperability, and enables early detection and resolution of defects. Agile software acquisition methodology pro- vides working software products monthly to the product office with required func- tionality and on schedule.
Te IFPC Inc 2-I software integrated product team (SWIPT) recognized the complexity of the system software. First was that the system development
Army AL&T Magazine October-December 2015
“scrum,” or meet daily to discuss the tasks and issues for the day.
Each sprint produces executable software that becomes increasingly robust each month. Te Agile SIV&V process verifies that completed user stories provide the planned functionality with each sprint release. Agile integration and testing then follows, allowing for detection of defects and resolution.
For example, using the six-step process in Figure 2, the launcher connection to the command-and-control node was identified and adjusted as a major
included multiple software teams. Next, the sequential waterfall development method had failed in the SWIPT’s pre- vious experience. Finally, the SWIPT needed very close collaboration and communication to ensure software suc- cess. Tese factors required an innovative method to acquire software. Using the manifesto (See “Agile Alliance” on Page 62.) and other guiding principles devel- oped by the Agile Alliance, the IFPC Inc 2-I SWIPT developed a six-step process to implement a new Agile software acqui- sition process in October 2013.
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