Industrial Methods for the Effective Development and Testing of Defense Systems (2012) / Chapter Skim
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2 Workshop Summary
2 Workshop Summary
Pages 15-24
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From page 15... ...
was followed by two discussants, one with a defense perspective and one from the panel, and then general discussion. SOFTWARE HP-UX Continuous Development, Integration, and Test: An Agile Process1 The first presentation on software was by Donald Bollinger, a distinguished technologist in the Mission-Critical Business Systems Division of Hewlett-Packard (HP)
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From page 16... ...
Over the past 10 years, Bollinger noted, HP moved from a "waterfall" software development process to an agile development process. (Briefly, a waterfall program proceeds from concept, to requirements, design, prototype, construction, acceptance test and final delivery.
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From page 17... ...
His experience is in information technology with a focus on enterprise architecture, component business model ing, business architecture, application integration, and business-oriented architectures.3 Vaidya discussed three case studies: a large global warranty management system for an automobile manufacturer, verification and validation of the power PC microprocessor chips in the pSeries boxes, and setting up a testing center of excellence for wireless operations for a large telecom munications client. He noted that he is a proponent of the agile software development process, and a number of his points were in common with Bollinger's.
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From page 18... ...
By "disciplined environment," we refer to a systematic approach to process development that is based on accepted quality management and systems engineering principles. For example, the agile software development process is based on the 12 principles outlined in the agile manifesto (Beck et al., 2001)
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From page 19... ...
In contrast, Zyburt then listed the characteristics that are an integral part of an effective vehicle development program: • "dedicated" upfront resources, including the program lead and a core development team, both of which are responsible and account able until postlaunch; • a team that is multidisciplinary (different aspects of the vehicle development) and that ensures all of the functional attributes of the vehicle can meet the program targets; • a prioritized list of customer requirements and an identification of the sacred few or "must-haves" (based on compelling ques tions early in the program)
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From page 20... ...
and their customers were developing their designs.5 Momin noted that automotive manufacturers are moving from being component focused to being architecture focused because the latter is the key to system integration. To enable this change, companies are increas ingly adopting model-based approaches to control systems engineering and requirements setting.
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From page 21... ...
Also, having a prioritized wish list provides considerable flexibility in trading off these requirements during design and development stages. Zyburt repeated his point that late design changes are one of the features of an ineffective vehicle development process.
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From page 22... ...
Another common discussion issue was ensuring maturity of new technologies since innovating on a schedule is often not possible. (This topic has been discussed in previous National Research Council reports [e.g., 2006]
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From page 23... ...
They speculated that this is probably the major hindrance to the improvement of defense acquisition. In fact, one of the speakers from industry noted: "The good news is, all the studies you [have done]
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