A Technical History of the SEI

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The Smart Grid The Challenge: The Need for New Approaches for Utilities Demand for electricity worldwide is projected to nearly double from 17,200 terawatt hours (TWh) 19 in 2009 to over 31,700 TWh in 2035 [PwC 2012]. Prices for electricity in Western countries are predicted to increase by 400 percent in 30 years [NRG 2012]. Increased demand could also lead to more blackouts. A PricewaterhouseCoopers study projects that blackouts in North America and Europe are two to three times more likely to occur by 2030 [PwC 2012]. Sustainable sources would reduce carbon emissions from electricity generation, yet non-fossil fuels provide the source for only 34 percent of electricity generation today. A smart grid helps to address some of these issues, and transformation to smart grid is a major undertaking. Thus, electric utilities must carefully consider the reasons to invest in it. Some utilities might be driven to a smart grid transformation to protect against a steep rise in electricity generation and delivery costs as energy consumption explodes in the coming decades. Other utilities might want to push forward with sustainable sources to reduce carbon emissions from electricity generation [NRG 2012]. Still other utilities might desire to build empowered and involved workforces, improve business performance, create greater customer satisfaction, extend asset life, or comply with regulations [SGMM Team 2010a]. Whatever the motivation, industry consultants advise utilities to recognize the need to “define a smart grid vision and develop a road map to get there” [Asthana 2010]. As Steve Rupp of SAIC Energy, Environment and Infrastructure says, “The key to success in any grid transformation is to have a good plan and to work that plan” [Rupp 2012]. A Solution: Smart Grid Model and Transformation Process Smart Grid Maturity Model (SGMM) development began in 2007, when IBM formed a coalition of major utility companies, the Global Intelligent Utility Network Coalition (GIUNC). 20 IBM, GIUNC, and American Productivity and Quality Center (APQC) created the model to change the way power is generated, distributed, and used by adding digital intelligence to the current systems. The SGMM supports the transformation process and helps utilities with planning. In 2009, IBM handed off SGMM stewardship to the SEI because it believed that a neutral third party would be more effective in encouraging industry adoption of the model [Jones 2009]. With input from industry stakeholders and the Department of Energy (DOE)—the stewardship sponsor—the SEI released Version 1.1 of the SGMM in 2010 [SGMM Team 2010b] and Version 1.2 in 2011 [SGMM Team 2011]. The SGMM product suite consists of the model itself, the Navigation Process of expert-led workshops and analysis, the Compass questionnaire-based assessment for determining maturity ratings 19 Wh = terawatt hours 20 The GUINC website is https://www-304.ibm.com/communities/service/html/communityview?communityUuid=1a988236-4f84-4a80-8d8b-b5a288d1566a. A 2009 press release can be seen at www-03.ibm.com/press/us/en/pressrelease/28838.wss. CMU/SEI-2016-SR-027 | SOFTWARE ENGINEERING INSTITUTE | CARNEGIE MELLON UNIVERSITY 137 Distribution Statement A: Approved for Public Release; Distribution is Unlimited.
and performance comparisons, Navigation Process training, and a program to license organizations and certify individuals to deliver the Navigation Process. The SGMM Matrix offers a summary view of the model domains and expected characteristics in each domain and at each maturity level. 21 The View from Others The Consequence: Effective Method for Utilities’ Transition to the Smart Grid Utilities that have approached their smart grid transformation planning with the SGMM Navigation Process have seen a number of benefits. They have the evidence needed to maintain financial support and an initial opportunity to formally review and plan their smart grid activities. The use of a common language across the enterprise enables effective communication about smart grid realities and objectives. Ultimately, in the U.S. and other nations, grid reliability, security, efficiency, and safety will increase. As organizations progress, they manage power flows so that power losses are minimized and the usage of lowest cost power generation resources are maximized. They implement business processes that deliver an environmentally friendly energy network while minimizing costs and sustaining profitability. The growing number of industry “SGMM Navigators,” trained by the SEI, means there is model expertise in industry able to guide the SGMM Navigation Process. The SEI Contribution Pepco Holdings has been involved with the SGMM since its inception. We recently completed the survey again, using the SGMM Navigation process. This was helpful in fostering candid, fact-based discussion of where we have been, where we are today, and where we expect to be in the future. We look forward to using the tool as an integral part of our ongoing planning and transformation process, and in measuring our progress over time. – George Potts, Vice President, Business Transformation, Pepco Holdings, Inc. [SGMM 2010a] Initial work leading to the SGMM was done by an IBM-led coalition of major utility companies, the Global Intelligent Utility Network Coalition. Their work was handed over to the SEI as a neutral, third-party steward. The Department of Energy funded the SEI to take on the SGMM stewardship. In addition to its neutrality, the SEI had an existing relationship and other work in critical infrastructure. The DOE provides tools in support of public-private partnership efforts to modernize the grid as a national priority. The SEI is also collaborating with APQC, a non-profit memberbased research organization to help organizations adopt the model. As SGMM steward, the SEI evolves the model and makes it freely available as a service to the utility industry. With industry stakeholder and DOE input, the SEI released Version 1.1 of the model in 2010 and Version 1.2 in 2011. In addition, the SEI developed the SGMM product suite that includes the Navigation Process, the Compass assessment, Navigation Process training, and the licensing and certification program for delivering the Navigation Process. SGMM expertise is 21 SGMM products and other SGMM information are available at http://www.sei.cmu.edu under “Work Areas.” CMU/SEI-2016-SR-027 | SOFTWARE ENGINEERING INSTITUTE | CARNEGIE MELLON UNIVERSITY 138 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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how they relate to business needs.
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Survivability and Information Assur
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The SEI curriculum and others’ co
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The CSEE conference series also bro
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CMU Master of Software Engineering
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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 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 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
Page 203 and 204: have put advanced tools in the hand
Page 205 and 206: Secure Coding The Challenge: Preven
Page 207 and 208: end, the SEI has developed training
Page 209 and 210: Network Situational Awareness The C
Page 211 and 212: In 2007, the Comprehensive National
Page 213 and 214: 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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