Symposium PresentationApproved for public release; distribution is unlimited

Charlton, Craig

Duffy, Brian

Orosz, Michael

Spear, Lieutenant Colonel

English

Excerpt from the Proceedings of the Nineteenth Annual Acquisition Research SymposiumThe University of Southern California (USC) and its Information Sciences Institute (USC-ISI) is undertaking research into improving the space-based systems acquisition process through the adoption of agile and DevSecOps methodologies. The USC-ISI team is currently undertaking research and systems engineering analysis to explore the mission engineering methods, analysis, metrics and training needed to transition from a traditional DoDI 5000.02 waterfall development environment to an agile/DevSecOps space systems acquisition environment. Over the past several years, the project team has been embedded at the U.S. Space Force’s Space Systems Command, Production Corps (SSC/PC), developing performance measuring tools, collecting performance metrics and providing subject matter expertise on three projects – a traditional waterfall project, a hybrid parallel waterfall and agile development project and an on-going long-term highly agile development effort that is subject to traditional waterfall acquisition reporting requirements. This paper summarizes initial research results and lessons learned along with a discussion on next steps.Approved for public release; distribution is unlimited

Calhoun, Institutional Archive of the Naval Postgraduate School

Introducing Agile/DevSecOps into the Space Acquisition Environment

Calhoun: The NPS Institutional ArchiveDSpace RepositoryAcquisition Research Program Acquisition Research Symposium2022-05-06Introducing Agile/DevSecOps into the SpaceAcquisition EnvironmentOrosz, Michael; Duffy, Brian; Charlton, Craig; Spear,Lieutenant ColonelMonterey, California. Naval Postgraduate Schoolhttp://hdl.handle.net/10945/70272Copyright is reserved by the copyright ownerDownloaded from NPS Archive: CalhounInformation Sciences InstituteINTRODUCING AGILE/DEVSECOPS INTO THE SPACE ACQUISITION ENVIRONMENTMichael Orosz, Research Professor and Director*Lt Col Grant Spear**Brian Duffy, Senior Systems Engineer*Craig Charlton, Senior Systems Engineer*mdorosz@isi.eduMichael.Orosz.ctr@spaceforce.mil*University of Southern California Information Sciences Institute** United States Air ForceMay 2022Information Sciences InstituteResearch Objectives2―Includes integration of emerging technologies and related education for the future workforce• Improve DoD competitiveness:   Specifically -improve existing DoD space-based software system acquisition processes • Goals:―Determine the mission engineering methods, analysis, and metrics to transition from traditional DoDI 5000.02 waterfall development environments to agile/DevSecOps processesInformation Sciences InstituteProcess33. Incorporate processes and “lessons-learned” into a transition process to apply to other domains1. Understand the current acquisition environmento Immerse into environment (become part of the team)2. Develop approaches to transition acquisition elements from DoDI 5000.02 to Agile/DevSecOps ...including workforce trainingInformation Sciences InstituteThree DoD Acquisition Projects44• Project A: Traditional waterfall method used (completed)―Duration:  39 months (includes schedule extension)―Software lines of code (SLOC):  178K• Project B: Hybrid composed of both waterfall and agile components  (completed)―Duration: 25 months―Software lines of code (SLOC): 113K• Study:: Undertake technical explorations and stand up agile/DevSecOps environment in preparation for Project C (completed)―Duration:  15 months―Software lines of code (SLOC):  None• Project C: Agile/DevSecOps (one year into project)―Duration: Approximately 52 months―Software lines of code (SLOC): TBDBaselineInformation Sciences InstituteProjects A and B Results• Project A (Waterfall) vs. Project B(Hybrid):   Project B produced 85.4% less open problem reports (PRs) than Project A5• Project B (Waterfall) vs. Project B(Agile):   The agile portion of the effort produced 95.7% less open problem reports (PRs) than the waterfall portionInformation Sciences InstituteStudy (15 months) & Project C (12 months since ATP) Observations6•There is no “one size fits all” agile/DevSecOps framework.   •Due to licensing issues, import controls and lack of adaptability, performance tracking tools may have to be modified or developed.•Implementing agile still requires good upfront engineering  •Rigidity of the Capabilities Development Document (CDD) hampers agile development operations  •Program increment (PI) lengths are often too shortInformation Sciences InstituteObservations (Cont.)•Too many story points allocated to a PI and/or sprint•Stay focused on MVP/MMPs and the project roadmap•Training, training and training•Need for an operations-like test environment as soon as possible•Allocate stories to sprints up front when PI planningInformation Sciences InstituteNext Steps• Project C has started...about 12 months in• Work with government team to continue to address observations and apply lessons learned from the study (pre-Project C)– For example:   explore methods for improving synchronization between PI planning and the Integrated Master Schedule (IMS) which drives EVM metrics• Continue collection of performance metrics with an eye towards velocity and related metrics.• Continue developing/refining training materials and processes8NOVEMBER 2-4, 2021 ANNUAL SPONSOR RESEARCH REVIEW

https://calhoun.nps.edu/bitstream/handle/10945/70351/SYM-AM-22-059.pdf?sequence=1

Introducing Agile/DevSecOps into the Space Acquisition Environment

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Calhoun, Institutional Archive of the Naval Postgraduate School

Calhoun, Institutional Archive of the Naval Postgraduate School