PANDEMIC RESPONSE
load Morae on the test unit’s computers. GFEBS-SA operates on the SIPR network because of the classified nature of the information it handles. Te security and network professionals who control these networks were very apprehensive about loading new software onto the networks. This required extensive coordination between the Fort Huachuca, Arizona- based Electronic Proving Ground, the software owners, and the network profes- sionals at the test unit sites. Because of the nature of the classified data and using screen capture software, intelligence and security representatives from the unit sites were required to be involved to facil- itate redaction of classified material. Tis level of coordination was time intensive and presented numerous friction points throughout test execution. Each head- quarters and functional proponent had a different list of requirements the test team had to satisfy before they were allowed to load the software. Additionally, because the inability to travel, the IT depart- ments at the installations had to install the instrumentation software themselves.
Distributed testing requires the test team and player units to embrace an innovative shift in both test preparation and execu- tion. Te player unit must take a more active role in the overall process because they transform from being just opera- tors to operators and data collectors. Not only does the player unit have to continue executing its job using the new software, it also must be prepared to fill out test forms as system issues arise. Te player unit must be trained on how to fill out the forms properly and testers must foster open communication with the unit to ensure proper data collection and test execution.
To accomplish this, the test unit must allot more time for data-collection training in addition to new-equipment training, which prepares test units to operate and
COMPARE AND CONTRAST
This table compares standard enterprise testing with the distributed testing that occurred during the COVID-19 pandemic.
maintain the system under test. Te test- ing units must also identify and empower a test lead for direct coordination with Operational Test Command. Te test lead will act as the single point of contact to reduce the workload on individual test participants.
A valid test is predicated on the test team’s ability to capture, transmit and synthesize data. Distributed testing complicates these determinates by requiring more coordi- nation and a longer lead time to execute. Moreover, because of the pandemic, the player unit office was minimally staffed and the test participants only came into the office as needed. Tis increased the time required to complete end-to-end data flow. To work around the test unit’s restrictions and work schedule, the test team had to send a NIPR email to the site leads requesting that each test participant come to the office to complete each task. Te site leads would gain approval from their leadership and then the test partici- pant could come into the office and check their SIPR email. Tese requests would
have been easily forecast in a scripted test. However, for a test on a live system, it created significant lead-time issues.
Additionally, the test team had issues with the test participants completing demo- graphic forms and user surveys. This issue was alleviated by tracking the form count and attributing it to each site lead during daily test update briefs. However, the problem was not fully solved until the team sanitized the forms of all classified data and transmitted them over NIPR. When planning GFEBS-SA, the Opera- tional Test Command did not anticipate the complexity of these issues and the effect they would have on the test length. Te test team recommendation was to lengthen the test up to 25 percent to account for the extended lead time.
NETWORK AND SOFTWARE RELIABILITY During normal testing, the data collec- tors would be co-located with the test unit and there would be minimal reliance on network connectivity. However, when
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