AGILE ACQUISITION
AGILE ALLIANCE
The Agile Alliance, which defines itself as a nonprofit organization with global membership committed to advancing Agile development principles and practices, devel- oped a manifesto for software de- velopment. Written and published in February 2001 at a summit of 17 independent-minded practi- tioners of several programming methodologies, “The Manifesto for Agile Software Development” states:
We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:
• Individuals and interac- tions over processes and tools.
• Working software over com- prehensive documentation.
• Customer collaboration over contract negotiation.
• Responding to change over following a plan.
And while there is value in the items on the right, we value the items on the left [bold] more.
IMPROVING SOFTWARE STABILITY Software stability is the ability to make modifications to software without break- ing it. Te SWIPT ensured software simplicity through Agile acquisition and Agile development by iteratively inspect- ing, integrating and testing the code.
Te SWIPT measured software stabil- ity by tracking modularity, complexity, defects and hours spent reworking the code. Te message-format modification for the launcher-connection message was made without breaking the remaining working code, demonstrating the stabil- ity of the IFPC Inc 2-I system-of-systems software.
REDUCING REQUIREMENTS VOLATILITY Te IFPC Inc 2-I software and require- ments development began concurrently. As shown in Figure 3, requirements devel- opment initiated the process of software development (design, code, unit test and integrate). As the development process proceeds, the SWIPT continuously ana- lyzes and refines the requirements. Te SWIPT receives requirements from the development team’s systems engineer monthly to review and monitor changes.
Collaboration between the acquisition and development teams in each sprint reduces
requirements volatility. As an illustration, this collaboration refined the requirement for the launcher-connection-message for- mat. Te requirement for this function has not changed and it is not expected to change, indicating low volatility. Some requirements continue to change as the system software matures. Te require- ments are developed, implemented and refined during each sprint.
DETECTING DEFECTS EARLY Agile SIV&V represents a paradigm shift. Conventionally, SIV&V is conducted on a six-month software build-cycle, leaving little reaction time to address issues. Te SWIPT modified the SIV&V process from the traditional approach to meet the agile acquisition paradigm.
As the development team delivers soft- ware,
the SIV&V team analyzes the
code to gather metrics and to verify and validate functionality. Te development team uses this information to resolve issues. When they identify issues, they add them to the user-story backlog and track them until resolution.
Te core of SIV&V is static and dynamic analysis. Static code analysis identi- fies defects in the software source code. Dynamic code analysis identifies vulner- abilities in the runtime environment and false negatives in the static code analysis,
ANOTHER PIECE OF THE PUZZLE The acquisition and software development teams work together to reduce volatility and delays on the IFPC Inc 2-I project. Rather than using a linear schedule, the team works in a series of 30-day cycles, or sprints, testing and verifying software at the end of each sprint, and generating a list of functions enabled by that sprint’s work—and which need to be addressed in the next. (Photo courtesy of PEO MS)
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Army AL&T Magazine October-December 2015
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