A Technical History of the SEI

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and security process improvement. The bodies of knowledge identified included IT and information security governance, audit, risk management, IT operations, security, project management, and process management. In December 2004, the SEI released a technical note titled Managing for Enterprise Security [Caralli 2004] that introduced operational resilience as the objective of security activities and began to describe the convergence between security management, business continuity management, and IT operations management as essential for managing operational risk. In March 2005, the SEI hosted a meeting with representatives of the Financial Services Technology Consortium (FSTC). 16 The FSTC’s Business Continuity Standing Committee was actively organizing a project to explore the development of a reference model to help determine an organization’s capability to manage operational resilience as a follow-on to lessons learned in the aftermath of Sept. 11, 2001. The respective efforts were clearly focused on solving the same problem: How can an organization predictably and systematically control operational resilience through activities such as security and business continuity? In the following year, the SEI introduced the concept of a process improvement model for managing operational resilience, drawing heavily upon the SEI’s CMMI experience. The SEI continued to collaborate with the FSTC and others to develop an initial framework and subsequent revisions, which resulted in the CERT Resilience Engineering Framework in March of 2008 and v1.0 of the CERT Resilience Management Model (CERT- RMM) in March 2010 (followed shortly thereafter by v1.1 of the CERT-RMM in book form [Caralli 2010a] and a model description in a webinar [Caralli 2010b]). The SEI also developed resilience training and helped The View from Others The CERT-RMM class provided Lockheed Martin participants with a solid framework for measuring organizational and operational resilience, but the RMM Users Group gave us a greater appreciation of the issues surrounding resilience. The diversity of perspectives from industry, finance, government, and education helped to associate actual problems with model constructs. Hearing about the real world issues that other organizations had, and how they conquered or planned to conquer them, helped us to be better able to support our own operational teams and to establish a strategy for our organization. – Lynn Penn, Director Enterprise Integration, Lockheed Martin Corporation establish a CERT-RMM Users Group. 17 The SEI is conducting research and developing resources for measuring operational resilience, including guidance and templates that support organizations in defining their measures and an addendum to CERT-RMM V. 1.1 that updates examples of measures for the 26 process areas [Allen 2011]. 16 The FSTC has since been incorporated into the Financial Services Roundtable (http://www.fsround.org). 17 Information on SEI resilience work is available at http://www.cert.org/resilience, including links to the training and the user group pages. CMU/SEI-2016-SR-027 | SOFTWARE ENGINEERING INSTITUTE | CARNEGIE MELLON UNIVERSITY 125 Distribution Statement A: Approved for Public Release; Distribution is Unlimited.
The Consequence: Organizations Can Determine Their Capability to Manage Resilience Organizations in the DoD, the U.S. defense industrial base, U.S. federal civilian agencies, the financial services sector, and academia have been using aspects of the CERT-RMM since 2009. It has been applied to a wide range of problems; some applications are described in podcasts (http://www.cert.org/podcasts). The range of applications includes assessing the capability of U.S. IT-based critical infrastructures to be resilient in the presence of attack and the capability of external partners that provide parts of the DoD missions building an incident management capability in developing nations developing mission assurance planning guides for DoD commanders evaluating IT operations and security activities to identify potential improvements and to capture a pre-improvement baseline determining whether business continuity policy, when enacted, will produce the intended result determining if compliance with mandated regulations results in improved security assessing current software development processes to determine if they include software resilience practices protecting personally identifiable information and eliminating its use where possible measuring operational resilience at strategic and tactical levels The SEI Contribution The SEI role has been to help organizations institutionalize improved processes for managing operational resilience and measure their benefit, demonstrating the value of converging operational risk disciplines, and accelerating the transition of industrial experience to the broader community. The CERT reputation and leadership role in the information security community and the SEI reputation and leadership role in the process improvement community provide the foundation for this work. The SEI has developed and is transitioning a credible, effective maturity model that allows organizations to have justifiable confidence that they can provide essential services in the presence of disruption and stress and can return to normal operations in a reasonable period of time following disruption. References [Alberts 1999] Alberts, Christopher; Behrens, Sandra; Pethia, Richard; & Wilson, William. Operationally Critical Threat, Asset, and Vulnerability Evaluation (OCTAVE) Framework, Version 1.0 (CMU/SEI-1999-TR-017). Software Engineering Institute, Carnegie Mellon University, 1999. http://resources.sei.cmu.edu/library/asset-view.cfm?AssetID=13473 [Allen 2011] Allen, Julia & Curtis, Pamela. Measures for Managing Operational Resilience (CMU/SEI-2011-TR-019). Software Engineering Institute, Carnegie Mellon University, 2011. http://resources.sei.cmu.edu/library/asset-view.cfm?AssetID=10017 CMU/SEI-2016-SR-027 | SOFTWARE ENGINEERING INSTITUTE | CARNEGIE MELLON UNIVERSITY 126 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
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Software Assurance Curriculum for C
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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
Page 142 and 143: opinion leaders and senior managers
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 150 and 151: The SEI Contribution As is the case
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
Page 201 and 202: 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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