A Technical History of the SEI

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ecoming more widespread. As utilities adopt the smart grid, U.S. and other nations’ grid reliability, security, efficiency, and safety will increase. References [Asthana 2010] Asthana, Anjan; Booth Adrian; & Green, Jason. Best Practices in the Deployment of Smart Grid Technologies. McKinsey and Company, 2010. [Jones 2009] Jones, K. C. “Carnegie Mellon to Oversee IBM Smart Grid Maturity Model.” InformationWeek March 30, 2009. http://www.informationweek.com/carnegie-mellon-to-oversee-ibmsmart-gri/216401730 [NRG 2012] NRG Experts. “Where We’ve Been, Where We’re Going: NRG’s Smart Grid FAQs and Primer.” March 30, 2012. http://www.smartgridnews.com/artman/publish/Business_Markets_Pricing/NRG-s-smart-grid-FAQs-and-primer-4623.html [PwC 2012] PricewaterhouseCoopers (PwC). The Shape of Things to Come: Investment, Affordability, and Security in an Energy-Hungry World. 12th PwC Annual Global Power & Utilities Survey, 2012. [Rupp 2012] Rupp, Steven S. The California Energy Commission and SGMM: Partners for a Future Vision of Smart Grid (webinar). http://www.sei.cmu.edu/library/abstracts/presentations/webinar20120321.cfm (2012). [SGMM Team 2010a] SGMM Team. Smart Grid Maturity Model: Update October 2010. Software Engineering Institute, Carnegie Mellon University, 2010. http://resources.sei.cmu.edu/library/asset-view.cfm?assetID=28296 [SGMM Team 2010b] SGMM Team. Smart Grid Maturity Model, Version 1.1: Model Definition (CMU/SEI-2010-TR-009). Software Engineering Institute, Carnegie Mellon University, 2010. http://resources.sei.cmu.edu/library/asset-view.cfm?AssetID=9455 [SGMM Team 2011] SGMM Team. Smart Grid Maturity Model, Version 1.2: Model Definition (CMU/SEI-2011-TR-025). Software Engineering Institute, Carnegie Mellon University, 2011. http://resources.sei.cmu.edu/library/asset-view.cfm?AssetID=10035 CMU/SEI-2016-SR-027 | SOFTWARE ENGINEERING INSTITUTE | CARNEGIE MELLON UNIVERSITY 139 Distribution Statement A: Approved for Public Release; Distribution is Unlimited.
Software Risk Management The Challenge: Assessing and Managing Software Risks Although the DoD (and NASA) had mature systems risk management approaches in the early 1990s, software risks were largely ignored, partially because there was no effort to collect and categorize sources of previous failures. The DoD continued to experience highly publicized failures and faced an acknowledged inability to take full advantage of the potential benefits that software offered [Dick 1991]. As the SEI’s technical reputation grew, the DoD began requesting that the SEI conduct “redteam” assessments on programs that appeared to be in serious trouble. After one such exercise, the DoD program manager asked the SEI to provide a briefing of its findings. After the presentation, a senior DoD official in the audience issued a challenge: “It is clear that an SEI team of software experts can successfully assess the risks in a software system. Would it be possible for the SEI to capture that knowledge and present it in a way that knowledgeable people who are not experts can make a similar assessment without the SEI’s help?” The SEI realized that if it could rise to this challenge, the community’s understanding of the causes of failure would grow over time. A Solution: Apply Risk Management Techniques to Software The SEI response was to apply the discipline and techniques of risk management to the acquisition and development of large software-intensive systems. The SEI proposed to the DARPA program manager a new effort in software risk management. At the time, the Air Force was having difficulty with upgrades to the C-17, and the House Armed Services Committee suggested that the SEI should help. DARPA agreed to SEI’s proposal with the understanding that the SEI would help the C-17 program identify and mitigate risks in its process. With the support of the House Armed Services Committee, additional funds were provided to pursue this approach. The initial SEI effort was to establish a community effort through a series of workshops leading up to a Risk Conference, held jointly with the National Security Industrial Association (NSIA) in October 1991. Over the next several years, SEI risk research was focused on risk identification. One of the earliest publications was the Software Risk Taxonomy [Carr 1993], which documented sources of risk that decision makers should consider when identifying risks. It also documented the early version of the first risk management method—the Software Risk Evaluation (SRE)—a structured method to identify and analyze the risks on a software program. SEI researchers continued to refine the SRE method as they worked with the Navy Program Executive Officer (PEO)(A) and the Navy Looking Glass program. A key achievement at this time was the development of training in risk identification and analysis for SRE team members. The SEI developed training to ensure that interviewers would ask questions in a consistent, non-threatening, non-judgmental, and non-leading manner. An additional aspect was investigating how acquisition programs might be able to manage risks in collaboration with contractors to enable a program manager to gain a clear picture of all the program’s risks. The research and lessons learned from working with the Navy led to many of the concepts embodied in what became Continuous Risk Management (CRM) and Team Risk Management (TRM). Additional work with NASA led to the production of the Continuous Risk Management Guidebook in 1996 [Dorofee 1996] and the CMU/SEI-2016-SR-027 | SOFTWARE ENGINEERING INSTITUTE | CARNEGIE MELLON UNIVERSITY 140 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
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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 164 and 165: The Smart Grid The Challenge: The N
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
Page 215 and 216: [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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