staff member into the SWIPT signifi- cantly helped to deploy the Agile process to acquisition and development teams. Te software acquisition success using the Agile process in the TMRR phase has convinced the IFPC Inc 2-I SWIPT to continue with more of the same into the engineering and manufacturing develop- ment phase.
For more information on Agile software acqui- sition, contact the authors at
Ranjit.s.mann.
civ@mail.mil or
Michael.a.hanners.civ@
mail.mil. To learn about the Agile Alli- ance, go to
www.Agilealliance.org. For information on SEI capabilities for software acquisition, contact
info@sei.cmu.edu.
A MULTIMISSION APPROACH
The multimission launcher pictured here will be combined with three other major systems—the Sentinel sensor, the IBCS and the AIM 9 class interceptor—into the indirect fire protection capabil- ity (IFPC Inc 2-I). Combining so many major systems and their supporting software presents major risks. PEO MS found Agile software methodology to be a useful way to manage the associated challenges. (Photo courtesy of PEO MS)
progress. For example, if 20,000 SLOC are developed for a sprint, the measure, in the absence of other data, does not show how many functions and requirements were implemented. Te story points com- pleted and requirements implemented, along with ESLOC, provide a complete picture to accurately measure software progress.
Te original ESLOC projection was built by the SWIPT using historical data and experience. Figure 5 shows how IFPC Inc 2-I development teams use historical data to make accurate future projections. In this example,
the SWIPT collected
and analyzed data for sprints 0 through 6, which it then used as a basis to project ESLOC for sprints 7 through 24. After engineering release 1.1 is complete, the SWIPT will revisit the projection for sprints 13 through 24 based on actual ESLOC data from sprints 1 through 13.
CONCLUSION Innovative Agile acquisition by IFPC Inc 2-I led the way for Agile development to acquire robust software with increased efficiency in the current budget- constrained environment. Trough this innovation, PEO MS supported the Bet- ter Buying Power initiative.
Implementation of this Agile process has resulted in on-time and on-budget software with required performance for IFPC Inc 2-I. Tis success required a high degree of communication and assurance to get buy-in from leader- ship, development teams and acquisition teams to implement a new way of acquir- ing software.
To effectively employ the Agile process, acquisition and development teams must scrum, or meet daily, to communicate and collaborate. Also, embedding an SEI
MR. RANJIT SINGH MANN is the soft- ware IPT and SoSIL lead for the IFPC Inc 2-I product office at the CMDS Program Office, PEO MS. He holds an M.S. and B.S. in electrical engineering from, respec- tively, Michigan Technological University, and Wayne State University, and an M.S. in embedded systems from Oakland Uni- versity, Rochester, MI. He is a registered professional engineer and has more than 24 years’ experience in systems and software engineering. He is Level III certified in sys- tem planning, research, development and engineering (SPRDE), Level II certified in program management and Level I certified information technology.
MR. MICHAEL A. HANNERS is a com- puter engineer for the IFPC Inc 2-I at the CMDS Program Office, PEO MS. He holds an MBA from the Florida Institute of Technology Huntsville and a B.S. in computer science from Athens State Univer- sity. He has more than six years’ experience in systems and software engineering and is Level III certified in SPRDE.
+
ASC.ARMY.MIL 65
ACQUISITION
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86 |
Page 87 |
Page 88 |
Page 89 |
Page 90 |
Page 91 |
Page 92 |
Page 93 |
Page 94 |
Page 95 |
Page 96 |
Page 97 |
Page 98 |
Page 99 |
Page 100 |
Page 101 |
Page 102 |
Page 103 |
Page 104 |
Page 105 |
Page 106 |
Page 107 |
Page 108 |
Page 109 |
Page 110 |
Page 111 |
Page 112 |
Page 113 |
Page 114 |
Page 115 |
Page 116 |
Page 117 |
Page 118 |
Page 119 |
Page 120 |
Page 121 |
Page 122 |
Page 123 |
Page 124 |
Page 125 |
Page 126 |
Page 127 |
Page 128 |
Page 129 |
Page 130 |
Page 131 |
Page 132 |
Page 133 |
Page 134 |
Page 135 |
Page 136 |
Page 137 |
Page 138 |
Page 139 |
Page 140 |
Page 141 |
Page 142 |
Page 143 |
Page 144 |
Page 145 |
Page 146 |
Page 147 |
Page 148 |
Page 149 |
Page 150 |
Page 151 |
Page 152 |
Page 153 |
Page 154 |
Page 155 |
Page 156 |
Page 157 |
Page 158 |
Page 159 |
Page 160 |
Page 161 |
Page 162 |
Page 163 |
Page 164 |
Page 165 |
Page 166 |
Page 167 |
Page 168 |
Page 169 |
Page 170 |
Page 171 |
Page 172 |
Page 173 |
Page 174 |
Page 175 |
Page 176 |
Page 177 |
Page 178 |
Page 179 |
Page 180 |
Page 181 |
Page 182 |
Page 183 |
Page 184 |
Page 185 |
Page 186 |
Page 187 |
Page 188 |
Page 189 |
Page 190 |
Page 191 |
Page 192 |
Page 193 |
Page 194 |
Page 195 |
Page 196 |
Page 197 |
Page 198 |
Page 199 |
Page 200 |
Page 201 |
Page 202 |
Page 203 |
Page 204 |
Page 205 |
Page 206 |
Page 207 |
Page 208
