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Author: W. Allen Huckabee
The Business Capability Lifecycle (BCL) methodology, which was implemented to develop defense business systems, requires a change in requirements engineering processes. Previous software development work by Systems, Applications, and Products on the Global Combat Support System-Army (GCSS-Army) followed the waterfall Software Development Life Cycle (SDLC), which is not acceptable in the BCL methodology. The typical functional requirement statement is not easily changed and introduces problems into an Agile SDLC. In this article, the author posits that Agile-based requirements (user story and acceptance criteria) best fit the BCL approach. By implementing best business practices and lessons learned from the GCSS-Army project, a typical BCL-led program can achieve significant benefits, such as (a) increased effectiveness in requirements meeting the users’ needs; (b) increased performance of customers and software developers; and (c) reduced requirements volatility.
A key element in the success of any project or program is the ability to communicate progress against a baseline of cost, schedule and technical performance within and outside the team. When the expectations for communications are not understood clearly and/or are misaligned horizontally or vertically across the program, it becomes very difficult for all affected stakeholders to answer the questions, “So where are we today? Where will we be tomorrow?”
In today’s acquisition environment, it no longer is unusual for your program to award a product or service development contract in which the vendor intends to utilize “Agile Methods” for its software development efforts. In fact, the official push for Agile within the Department of Defense (DoD) came from Congress in Section 804 of the Fiscal Year 2010 National Defense Authorization Act: Implementation of New Acquisition Process for Information Technology Systems.
Authors: Lt. Col. Carlos Wiley, USA,Scott Newman, and Vivek Agnish
Starting in October 2012, the Army began to equip brigade combat teams that will deploy in 2013 with Capability Set 13. This is the Army’s first package of radios, satellite systems, software applications, smartphone-like devices, and other network components that provide integrated connectivity from the static tactical operations center to the commander on the move to the dismounted soldier.
Author: Matthew R. Kennedy and Lt Col Dan Ward, USAF
With the fast-paced nature of technology, rapidly fielding systems has never been more important. Success depends on well-defined requirements and the ability to rapidly respond to change during and after deployment. The inability to rapidly respond may cause the system to become obsolete before initial fielding. Creating a structure where processes allow for changes during system development requires restructuring system development values and principles at all levels. This article addresses progress toward agility and defines agile values and principles being used by agile organizations in the Business, System, and Software Aspects. It also defines operationally effective agile practices being utilized to implement those values and principles that provide a starting point for inserting agility into the system development process.