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Implementing Best Practices in the Joint Battlespace ...

Implementing Best Practices inthe Joint Battlespace infosphere (JBI) program at AFRLP resented by: Ellen Walker, AnalystData and Analysis Center for Software(DACS)OSD/SEI (sponsored)Conference on the Acquisition of Software-Intensive SystemsJanuary 28-30, 20032 Presentation OutlineSection IV ..Ending RemarksSection III .. Best Practices on JBIS ection II ..The JBI program at AFRLS ection I ..DACS Best Practice Initiative3 DACS Best Practice InitiativeSection I4 DACS Best Best Practice InitiativeGoals: To provide the DoD acquisition community with value added information about Best Practices One-stop shopping Information tailored to the needs of individuals To monitor best practice implementation within the DoDcommunity extend and expand upon the research of Dr.

Implementing Best Practices in the Joint Battlespace Infosphere (JBI) Program at AFRL Presented by: Ellen Walker, Analyst Data and Analysis Center for Software

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Transcription of Implementing Best Practices in the Joint Battlespace ...

1 Implementing Best Practices inthe Joint Battlespace infosphere (JBI) program at AFRLP resented by: Ellen Walker, AnalystData and Analysis Center for Software(DACS)OSD/SEI (sponsored)Conference on the Acquisition of Software-Intensive SystemsJanuary 28-30, 20032 Presentation OutlineSection IV ..Ending RemarksSection III .. Best Practices on JBIS ection II ..The JBI program at AFRLS ection I ..DACS Best Practice Initiative3 DACS Best Practice InitiativeSection I4 DACS Best Best Practice InitiativeGoals: To provide the DoD acquisition community with value added information about Best Practices One-stop shopping Information tailored to the needs of individuals To monitor best practice implementation within the DoDcommunity extend and expand upon the research of Dr.

2 Richard Turner,OSD, relating to implementation of best Practices within theDoD Find ways to measure/assess the value added by best practiceimplementation To identify and report on new or emerging best practices5 Synopsis of Turner s ResearchSome Findings & Observations: Despite widespread awareness, there isvery little actual implementation therefore little value is being realized. Managers are aware of but choose notto implement - BPs. (Note severalbarriers) Some Practices are considered effectivebut do not directly impact on high riskareas Practices are constantly evolving;current BP may not reflect future BP Practices may interact significantlywith each other crucial to : Developed and conducted asurvey to establish awareness of,implementation, and perceivedeffectiveness of a set of 32 bestpractices Participants were militarysoftware centers of excellence covering 90% of acq.

3 programs Practice effectiveness evaluatedby a panel of expertsTo what degree have existing SISprojects within DoD adopted bestpractices?Turner, , Implementation of Best Practices in Department of Defense Software-Intensive System Acquisitions , , George Washington University, 31 January 20026 DACS Best Practice (BP) Activities Continued Research on best practice BP Profiles Individual Documents (for each practice) BP Architecture Describes the influences and relationships among the Practices ON-GOING Survey Extends Dr. Turner s survey Addresses awareness and implementation of BPs Collects information on practice interrelationships andinfluences DACS BP Web Site (to be developed) Disseminate/Broker BP information and resources Collect, analyze, and disseminate survey results Review or participate in discussion forum Review or submit case studies7 Best vs.

4 Gold PracticesA Best Practice (BP) is .. A documented practice aimed atlowering an identified risk in asystem acquisition and is requiredor recommended by a bona fideDoD, industry, or academic source.[Turner, 2002] Methodologies and tools thatconsistently yield productivity andquality results when implemented ina minimum of 10 organizations and50 software projects, and isasserted by those who use it tohave been beneficial in all or mostof the projects. [Jones, 2000]A Gold Practice (GP) is .. A practice that provides intrinsicvalue to an organization thatdevelops software in terms of costsavings, product/processimprovements, and/or lowering anidentified risk irrespective ofwhether or not it has beensuccessfully implemented in otherorganizations.

5 [DACS, 2002] 8 Related to Risk Formal RiskManagement Assess ReuseRisks and CostsRelated to Quality Use Past Performance Statistical Process Control Compile and Smoke Test Frequently Binary Quality Gates at the Inch PebbleLevel Model-Based Testing Formal Inspections Defect Tracking Against QualityTargetsDACS Gold PracticesRelated to Processes Architecture-First Approach Integrated Product and ProcessDevelopment (IPPD) Acquisition Process Improvement Goal-Question-Metric Approach Capture Artifacts in Rigorous Model-Based NotationRelated to Project Management Establish Clear Goals and Decision Points Common Management and Manufacturing Systems Metrics-Based Scheduling and Management Quantitative Progress Measurement Plan for Technology Insertion People-Aware Management Accountability Require Structured Development Methods(Iterative Processes)

6 Configuration Management Program Wide Visibility of Progress Plan Develop and Maintain a Life-Cycle Business CaseRelated to Cost Track EarnedValue Best ValueAwardsRelated to Requirements Performance Based Specifications Manage Requirements Commercial Specifications &Standards/ Open Systems Requirements Trade-Off/NegotiationRelated to TechnicalPerformance Agreement on Interfaces Ensure Interoperability Leverage COTS/NDI Demonstration-BasedReviews Independent ExpertReviews94-Tier Approach to GP InfoLevel 2: GP ArchitectureGP 1GP 2GP nLevel 1:GP Selection ListAnalyze theArchitectureDocument theArchitectureDesign the ArchitectureIterative ProcessRelationship detail 1 detail 2 Free form textLevel 3:GP Practice DescriptionLevel 4: Comprehensive GP Profile(including environment)What is a GoldPractice?

7 Relationship detail 1 detail 2 Free form textRelationship detail 1 detail 2 Level 3:Relationship Details10 Architecture-FirstApproachEnsureInterope rabilityDevelop/MaintainA Life CycleBusiness CaseCommon ManagementAndManufacturingSystemsCommerc ial SpecificationsAnd Standards/Open SystemsCapture ArtifactsIn RigorousModel-BasedNotationAssess ReuseRisks andCostsAgreementOn InterfacesAcquisitionProcessImprovementR equirementsTrade-OffsNegotiationsPlan for TechnologyInsertionManageRequirementsLev erage COTS/NDII ntegrated ProductAnd ProcessDevelopment(IPPD)Independent ExpertReviews/SCEsFormalRisk ManagementEnablesProvide a basisfor decisionsDocuments/communicatesthe architectureRequiresarchitecture beevaluated byAssesses thevalue ofadoptingIs arequiredpart ofIs part ofBusiness goals &requirements drivearchitecture decisionsRisks areidentifiedand drivedecisionsIsnecessaryforA Gold Practice Architecture11"Architecture-First Approach" Profile Survey Form (Part 1 of 3-Part Survey)12"Architecture-First Approach" Profile Survey Form (Part 1 of 3-Part Survey)

8 Continued13 Architecture-First ApproachArchitecture-First Approach"Architecture-First Approach" Profile Survey Form (Part 2 of 3-Part Survey)Fill out these tables by entering a P , L or Blank within each of the two tables, as described below14"Architecture-First Approach" Profile Survey Form (Part 3 of 3-Part Survey)15 JBIP rogramAt AFRLS ection II16 What is the problem? Too much information -from multiplesources/sensors and residing across amultitude of systems Current C2 ISR tools only get us partwaythere Large monolithic, rigid enterprises Unique information infrastructures Information interoperability issues System admin & configuration overhead Decision-maker must filter & aggregate Interfaces between systems and &brand new enterprise systems cost-prohibitive (time & $$) Results from the Kosovo experience: Info fatigue Cyber- rubbernecking What is the problem?

9 Opportunity!Leverage on commercialIT investment Commercial ITadvancing at a staggeringpace Commercial ITEnterprises face thesame dilemma17 Achieve universality Become technologyagnostic Achieve legacy clientintegration Embrace and manage manydomains Achieve scalability Create a technicalarchitecture that does notconstrain the solutionspaceJBI Goals & Challenges Increase affordability andflexibility of futureinformation systemssupporting the war fighter Provide an open(standards-based) and extensibleinfrastructure upon whichlegacy, evolving, andfuture informationsystems will operateIs there a solution?

10 18 What is JBI A combat informationmanagement systemwhich provides users withspecific informationrequired to perform theirfunctional responsibilitiesduring crisis or conflict.[SAB report 1999]What is JBI? A system of systems that Integrates, aggregates, anddistributes information To users at all echelons from the command center tothe battlefield Reference Information Management to Support the Warrior (1998), and Buildingthe Joint Battlespace infosphere (1999) published by the Air Force Scientific AdvisoryBoard1920 JBI TenetsPublish/Subscribe/QueryDistributed CollaborationFuseletsForceTemplatesJBI JBI TenetsTenets21 JBI Architecture22 Publish, Subscribe & Query Foundation of the JBI JBI PLATFORMC lient # 1 Client # 3 Client # 2 PublishSubscribePublish &SubscribeInfoObjectsClients publish information objects.


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