A Technical History of the SEI

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The SEI Contribution As is the case with many other SEI efforts and all of the Capability Maturity Model efforts, the SEI provided the vision and leadership for the creation of the People CMM and managed the process. But the content was a community effort, with many experts from the international community offering their perspectives during the initial development. The subsequent improvements in 2001 and 2010 were driven largely by the experiences of organizations that used the model and its supporting materials. References [Curtis 2009] Curtis, Bill; Hefley, William E.; & Miller, Sally A. People CMM: A Framework for Human Capital Management, 2nd ed. Addison-Wesley Professional, 2010 (ISBN 032155390X). [Hefley 1998] Hefley, William & Curtis, William. People CMM-Based Assessment Method Description (CMU/SEI-98-TR-012). Software Engineering Institute, Carnegie Mellon University, 1998. http://resources.sei.cmu.edu/library/asset-view.cfm?AssetID=13125 [Hefley 2002] Hefley, William E.; Miller, Sally A; & Curtis, Bill (2002). The People Capability Maturity Model: Guidelines for Improving the Workforce. Addison-Wesley Professional, 2002 (ISBN 0-201-60445-0). CMU/SEI-2016-SR-027 | SOFTWARE ENGINEERING INSTITUTE | CARNEGIE MELLON UNIVERSITY 123 Distribution Statement A: Approved for Public Release; Distribution is Unlimited.
Managing Operational Resilience The Challenge: Delivering Essential Services in the Presence of Stress and Disruption Beginning in the late 1990s, the DoD faced a set of problems shared with organizations in every sector— U.S. federal government agencies, defense and commercial industry, and academia—arising from increasingly complex business and operational environments. Most organizations continue to be constantly bombarded with conditions and events that introduce stress and uncertainty that may disrupt effective operation. Stress related to operational resilience—the ability of an organization to achieve its mission even under degraded circumstances—can come from many sources, including risks and threats resulting from technology advances and the increasing globalization of organizations and their supply chains. All these demands conspire to force organizations to rethink how they perform operational risk management and how they address the resilience of high-value business services and processes. The traditional, and typically compartmentalized, disciplines of security, operational continuity, and information technology (IT) operations must be expanded to provide protection and continuity strategies for high-value services and supporting assets that are commensurate with these new operating complexities. A Solution: Convergence of Operational Risk Disciplines That Accelerated the SEI’s Ability to Tackle Resilience In 1999, the SEI released the Operationally Critical Threat, Asset, and Vulnerability Evaluation (OCTAVE) method for information security risk management. The View from Others Our comprehensive analysis of business resilience management models identified CERT-RMM as the most promising model for use within our enterprise due to promoting convergence, modeling the needs of a large enterprise, considering risks for both protecting and sustaining assets, and its focus on measuring and institutionalizing resilience processes. – Nader Mehravari, former director of Corporate Business Resiliency Strategic Initiative, Lockheed Martin Corp. [Caralli 2010, Ch. 7] CERT-RMM helps us define the processes by which we conduct incident responses for security incidents, including how we interact with the other business units and the CISO’s [chief information security officer’s] office for the recovery of evidence and continuity of operations. [Joch 2013] OCTAVE provided a new way to look at information security risk from an operational perspective and asserted that operational (business) people are in the best position to identify and analyze security risk. This effectively repositioned IT’s role in security risk assessment and placed the responsibility closer to the operations activity in the organization [Alberts 1999]. In October 2003, a group of 20 IT and security professionals from defense organizations, the financial services sector, IT, and security services met at the SEI to begin building an executivelevel community of practice for IT operations and security. The desired outcome was to better capture and articulate the relevant bodies of knowledge that enable and accelerate IT operational CMU/SEI-2016-SR-027 | SOFTWARE ENGINEERING INSTITUTE | CARNEGIE MELLON UNIVERSITY 124 Distribution Statement A: Approved for Public Release; Distribution is Unlimited.
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A Technical History of the SEI Larr
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Table of Contents Foreword Preface
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The Consequence: Undergraduate Soft
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References 131 Expanding the CMMI P
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The Challenge: Configuration Suppor
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References 275 Operational Support
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Foreword Angel Jordan University Pr
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to the SEI on a part-time basis as
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Blaise Durante Deputy Assistant Sec
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synergy between the TRA team’s ob
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Preface This report chronicles the
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Abstract This report chronicles the
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1 Introduction CMU/SEI-2016-SR-027
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Introduction In December 1984, the
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promulgate use of modern techniques
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Interpreting the Charter In creatin
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of Defense and flag officers from t
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(CRADA) funding is available to exp
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Another effective mechanism has bee
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2 Real-Time Embedded Systems Engine
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Figure 3: Real-Time Embedded System
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Introduction to Real-Time Embedded
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in those developments. The SEI was,
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general-purpose techniques but with
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Summary DoD systems have traditiona
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Ada/Real-Time Embedded Systems Test
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enchmark. Results of testbed experi
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Distributed Ada Real-Time Kernel Th
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Ada Adoption Handbook The Challenge
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[Hefley 1992] Hefley, William; Fore
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processor utilization. The sample a
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References [AFSAB 1988] Air Force S
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also known as using simplicity to c
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Software for Heterogeneous Machines
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[Barbacci 1986b] Barbacci, Mario &
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The increase in processing capacity
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[Lakshmanan 2011] Lakshmanan, Karth
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analysis as well as model tuning fo
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References [Hansen 2004] Hansen, J.
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or asynchronous networked computer
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3 Education and Training CMU/SEI-20
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Figure 4: Education and Training Ti
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making materials available to allow
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course offering, while at other uni
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[DoD 1984] Statement of Work for Im
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The curriculum guidelines also sugg
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Undergraduate Software Engineering
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SEI adapted the Personal Software P
Page 99 and 100: Software Assurance Curriculum for C
Page 101 and 102: how they relate to business needs.
Page 103 and 104: Survivability and Information Assur
Page 105 and 106: The SEI curriculum and others’ co
Page 107 and 108: The CSEE conference series also bro
Page 109 and 110: CMU Master of Software Engineering
Page 111 and 112: Executive Education Program The Cha
Page 113 and 114: Professional Training The Challenge
Page 115 and 116: Education and Training Delivery Pla
Page 117 and 118: [Ardis 2005] Ardis, Mark. “An Inc
Page 119 and 120: practical for keeping content curre
Page 121 and 122: [Johnson 2012] Johnson, Col. Rivers
Page 123 and 124: 4 Management CMU/SEI-2016-SR-027 |
Page 125: Figure 5: Management Timeline CMU/S
Page 128 and 129: Introduction to Management When the
Page 130 and 131: neering CMM [SEI 1995] to describe
Page 132 and 133: under SEI stewardship in 2009. Deve
Page 134 and 135: References [Averill 1993] Averill,
Page 136 and 137: [SEI 1995] A Systems Engineering Ca
Page 138 and 139: The SEI developed a more explicit m
Page 140 and 141: [Humphrey 1988] Humphrey, Watts; Sw
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Page 144 and 145: [Hayes 1995] Hayes, William & Zubro
Page 146 and 147: move from maturity level to maturit
Page 148 and 149: The People Capability Maturity Mode
Page 152 and 153: and security process improvement. T
Page 154 and 155: [Caralli 2004] Caralli, Richard. Ma
Page 156 and 157: 4.6.2.1 CMMI Constellations For CMM
Page 158 and 159: ity and widespread use of the CMMI
Page 160 and 161: Expanding the CMMI Product Suite to
Page 162 and 163: key leaders within that organizatio
Page 164 and 165: The Smart Grid The Challenge: The N
Page 166 and 167: ecoming more widespread. As utiliti
Page 168 and 169: Continuous Risk Management training
Page 170 and 171: [Alberts 2009] Alberts, Christopher
Page 172 and 173: The principal motivator for the dev
Page 174 and 175: References [Carleton 2010] Carleton
Page 176 and 177: Measurement and Analysis The Challe
Page 178 and 179: Carnegie Mellon University, 2002. h
Page 180 and 181: activities. The final set of activi
Page 182 and 183: [Rombach 1989] Rombach, H. Dieter &
Page 184 and 185: 5 Security CMU/SEI-2016-SR-027 | SO
Page 186: Figure 6: Security Timeline CMU/SEI
Page 189 and 190: Introduction to Security In the ear
Page 191 and 192: The CERT/CC helps guard against dev
Page 193 and 194: The SEI concern about risks posed t
Page 195 and 196: Teams (FIRST), which was formed in
Page 197 and 198: [Killcrece 2008] Killcrece, Georgia
Page 199 and 200: The CERT/CC built on its vast colle
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Malicious Code Analysis The Challen
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have put advanced tools in the hand
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Secure Coding The Challenge: Preven
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end, the SEI has developed training
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Network Situational Awareness The C
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In 2007, the Comprehensive National
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study. In 2011, the DoD began fundi
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[CSO 2004] CSO Magazine, in coopera
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People who work in small organizati
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[Violino 2010] Violino, Bob. “IT
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Since its initial development in 20
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References [Alberts 2005] Alberts,
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6 Software Engineering Methods CMU/
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Introduction to Software Engineerin
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were delivered to Army and Air Forc
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Configuration Management The Challe
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The SEI Contribution The SEI recogn
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CASE Environments The Challenge: Ma
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The SEI Contribution The CASE work
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Software Technology Reference Guide
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Reengineering The Challenge: Legacy
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[Bergey 1999] Bergey, John; Smith,
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2. Influence is more important than
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[Brownsword 2004] Brownsword, Lisa;
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Developing Systems with Commercial
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The SEI Contribution When the SEI s
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[Tyson 2003] Tyson, Barbara; Albert
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system is safe); (2) evidence suppo
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7 Architecture CMU/SEI-2016-SR-027
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1984 1986 1988 1990 1992 1994 1996
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Introduction to Software Architectu
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cation description language, in the
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AFSC/ESD conducted a source selecti
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[Brown 1995] Brown, Alan; Carney, D
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Structural Modeling The Challenge:
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The SEI Contribution As a result of
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Federal Aviation Administration Stu
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evolving understanding of software
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The basic features of Serpent were
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Software Architecture Analysis Meth
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A survey of software architecture e
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Quality Attributes The Challenge: M
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[Barbacci 1995] Barbacci, Mario; Kl
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The Consequence: Effective Evaluati
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[Gallagher 2000] Gallagher, Brian.
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design with some variation built in
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Software Product Lines The Challeng
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A software product line curriculum.
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8 Forensics CMU/SEI-2016-SR-027 | S
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Figure 8: Forensics Timeline CMU/SE
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Introduction to Computer Forensics:
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ultimate contribution of SEI digita
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The SEI’s experience with cases s
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Digital Intelligence and Investigat
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that not only apply to the specific
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9 The Future of Software Engineerin
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A Vision of the Future of Software
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In each case, impact is achieved th
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e-estimation as a means to assess p
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and complexity of these systems are
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10 Conclusion CMU/SEI-2016-SR-027 |
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Highlighting 30 Years of Contributi
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developed network situational aware
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Direct Support to Government System
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In the course of these reviews, the
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Appendix Authors Contributing to th
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REPORT DOCUMENTATION PAGE Form Appr
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A Technical History of the SEI

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