A Technical History of the SEI

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Defining the education component of the work was more straightforward, although deciding on what activities would best support the mission was a bit harder. It became clear that these activities can easily intersect with technology transition and direct support. In one sense, defining the direct support component of the charter was straightforward because there were models from the system engineering FFRDCs. It was trickier to select specific work for the SEI, however, because it needed to meet at least the following three constraints: 1. not compete with the work of other FFRDCs or with industry 2. further the SEI goals of developing an understanding of DoD needs while supporting the transition work 3. not simply providing bodies to do what others can do The balance of work was also complicated by the fact that since 20 percent of the SEI line work was to be in direct support, some program offices began to see it as an opportunity to get free help. The Air Force program manager, therefore, began to encourage the SEI to migrate its direct support work from line funding to funding provided by DoD program offices seeking assistance. Such work was guided initially by Technical Objectives and Plans Statements (TO&P)—now called Project Work Statements (PWS)—subject to the original three constraints. Over time, the demand for PWS work has grown significantly, so the original balance envisioned soon became impractical. Likewise, the SEI was encouraged by the SEI program manager to assist other U.S. government agencies under TO&P/PWS funding. Funding from these agencies not only permits the SEI to apply its technical solutions more broadly, but also enables the SEI to develop capabilities that can be applied to the DoD. The SEI soon realized that these components of the mission were not as cleanly delineated as their definitions might imply, and the percentages soon became notional guidelines. As the demand for TO&P/PWS work increased, the percentage of direct support dominated the mix of work. Moreover, while all TO&P/PWS work was in direct support of the mission of the sponsoring organization, not all fit into the original category of direct support. Indeed, some agencies used TO&P/PWS to sponsor research. The term “direct support” eventually gave way to the more appropriate “technical support.” Evolution of the Effort Composition Was Driven by Experience and Guidance from the Principal Sponsor The SEI interpretation and evolution of its charter has, and continues to be, conducted in close coordination with the DoD and defense industry. The DoD, which has played an active role under the management of the principal sponsor, also seeks input from industry and academia. For instance, in 1994 DARPA initiated a blue ribbon panel review of the SEI operation, before initiating contract renewal activities, to confirm that the SEI was fulfilling the intended mission and was continuing to evolve to meet DoD needs. The resulting panel report praised the SEI contributions to DoD, endorsed renewal of the contract, and reiterated the need for technology transition [DoD 1994].This comprehensive review process has been continued every five years as part of the contract renewal process. Following the model of MIT Lincoln Laboratory, oversight of the SEI has been provided by a Joint Advisory Committee (JAC) consisting of senior executives from the Office of the Secretary CMU/SEI-2016-SR-027 | SOFTWARE ENGINEERING INSTITUTE | CARNEGIE MELLON UNIVERSITY 8 Distribution Statement A: Approved for Public Release; Distribution is Unlimited
of Defense and flag officers from the military departments. This oversight body reviews and approves the strategy and the annual program plan. The JAC is supported by an executive group (JAC/EG), composed of executives representing the JAC organizations. The JAC/EG provides a more in-depth evaluation of the strategic plans and annual work plan, and recommends the appropriate actions to the JAC. While operational management is the responsibility of the SEI director, the sponsoring organization assigns a program manager to ensure that the JAC and JAC/EG guidance is carried out within the provisions of the contract. The original Air Force program manager formed a Technical Advisory Group (TAG) composed of government and academic experts to advise them on technical matters. The TAG has been continued to the present and has become part of the oversight function. The principal responsibility of the program manager has traditionally involved two primary functions: (1) guiding the SEI’s selection of effort to be conducted under line funding, and (2) overseeing efforts conducted under separately funded project work statements (PWS) to ensure that these efforts are consistent with the needs of the DoD and associated U.S. government agencies. Just as the SEI understanding of its mission has changed and the technology upon which it bases its work has changed, so have the needs of the DoD changed. Furthermore, as responsibility for the sponsoring agent has been shifted from the Air Force to OSD to DARPA and back to OSD, the individual perspectives of those who filled the (program manager/executive agent) position has changed. In 2010, the SEI was directed to concentrate line funding primarily on research and some workforce development, leaving technical support for PWS funding. Consequently, in 2010, the DoD sponsoring agreement modified the mission statement to provide greater emphasis on research, …to provide technical leadership and innovation through research and development to advance the practice of software engineering and technology in support of DoD needs. The SEI’s core statement [SEI 2010] specified three areas in which the SEI has traditionally provided value, although the new guidance shifts the emphasis for line-funded work to R&D. The three areas were (1) Research and Development research projects that make significant improvements to software engineering and related disciplines collaborations that leverage work found in industrial research, academia, and government laboratories maintaining cognizance of the global software state of the art/state of the practice in software engineering and related disciplines to identify potential advancements, trends, issues, and new strategic directions for DoD systems (2) Technical Support the delivery of technical support addressing specified software engineering problems that impede the government’s ability to develop, acquire, deploy, evolve, and sustain high-quality software-reliant systems at a predictable performance, cost, and schedule CMU/SEI-2016-SR-027 | SOFTWARE ENGINEERING INSTITUTE | CARNEGIE MELLON UNIVERSITY 9 Distribution Statement A: Approved for Public Release; Distribution is Unlimited
Page 1 and 2: A Technical History of the SEI Larr
Page 3 and 4: Table of Contents Foreword Preface
Page 5 and 6: The Consequence: Undergraduate Soft
Page 7 and 8: References 131 Expanding the CMMI P
Page 9 and 10: The Challenge: Configuration Suppor
Page 11 and 12: References 275 Operational Support
Page 13 and 14: Foreword Angel Jordan University Pr
Page 15 and 16: to the SEI on a part-time basis as
Page 17 and 18: Blaise Durante Deputy Assistant Sec
Page 19 and 20: synergy between the TRA team’s ob
Page 21 and 22: Preface This report chronicles the
Page 23 and 24: Abstract This report chronicles the
Page 25 and 26: 1 Introduction CMU/SEI-2016-SR-027
Page 27 and 28: Introduction In December 1984, the
Page 29 and 30: promulgate use of modern techniques
Page 31: Interpreting the Charter In creatin
Page 35 and 36: (CRADA) funding is available to exp
Page 37 and 38: Another effective mechanism has bee
Page 39 and 40: 2 Real-Time Embedded Systems Engine
Page 41: Figure 3: Real-Time Embedded System
Page 44 and 45: Introduction to Real-Time Embedded
Page 46 and 47: in those developments. The SEI was,
Page 48 and 49: general-purpose techniques but with
Page 50 and 51: Summary DoD systems have traditiona
Page 52 and 53: Ada/Real-Time Embedded Systems Test
Page 54 and 55: enchmark. Results of testbed experi
Page 56 and 57: Distributed Ada Real-Time Kernel Th
Page 58 and 59: Ada Adoption Handbook The Challenge
Page 60 and 61: [Hefley 1992] Hefley, William; Fore
Page 62 and 63: processor utilization. The sample a
Page 64 and 65: References [AFSAB 1988] Air Force S
Page 66 and 67: also known as using simplicity to c
Page 68 and 69: Software for Heterogeneous Machines
Page 70 and 71: [Barbacci 1986b] Barbacci, Mario &
Page 72 and 73: The increase in processing capacity
Page 74 and 75: [Lakshmanan 2011] Lakshmanan, Karth
Page 76 and 77: analysis as well as model tuning fo
Page 78 and 79: References [Hansen 2004] Hansen, J.
Page 80 and 81: 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
Page 87 and 88:
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
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Education and Training Delivery Pla
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[Ardis 2005] Ardis, Mark. “An Inc
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practical for keeping content curre
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[Johnson 2012] Johnson, Col. Rivers
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4 Management CMU/SEI-2016-SR-027 |
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Figure 5: Management Timeline CMU/S
Page 128 and 129:
Introduction to Management When the
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neering CMM [SEI 1995] to describe
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under SEI stewardship in 2009. Deve
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References [Averill 1993] Averill,
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[SEI 1995] A Systems Engineering Ca
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The SEI developed a more explicit m
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[Humphrey 1988] Humphrey, Watts; Sw
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opinion leaders and senior managers
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[Hayes 1995] Hayes, William & Zubro
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move from maturity level to maturit
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The People Capability Maturity Mode
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The SEI Contribution As is the case
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and security process improvement. T
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[Caralli 2004] Caralli, Richard. Ma
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4.6.2.1 CMMI Constellations For CMM
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ity and widespread use of the CMMI
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Expanding the CMMI Product Suite to
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key leaders within that organizatio
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The Smart Grid The Challenge: The N
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ecoming more widespread. As utiliti
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Continuous Risk Management training
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[Alberts 2009] Alberts, Christopher
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The principal motivator for the dev
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References [Carleton 2010] Carleton
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Measurement and Analysis The Challe
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Carnegie Mellon University, 2002. h
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activities. The final set of activi
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[Rombach 1989] Rombach, H. Dieter &
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5 Security CMU/SEI-2016-SR-027 | SO
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Figure 6: Security Timeline CMU/SEI
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Introduction to Security In the ear
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The CERT/CC helps guard against dev
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The SEI concern about risks posed t
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Teams (FIRST), which was formed in
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[Killcrece 2008] Killcrece, Georgia
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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
Page 259:
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
Page 315 and 316:
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 |
Page 325 and 326:
Highlighting 30 Years of Contributi
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developed network situational aware
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Direct Support to Government System
Page 331 and 332:
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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