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Software Systems Engineering Initiative

Software Systems Engineering Initiative. Sqn Ldr Mike Place Customer Interface Director Prof John A McDermid, FREng Technical Director. Contents. Establishment of the SSEI Current SSEI Programme SSEI Future Developments Conclusions. SSEI and Personal Context. DE&S

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Software Systems Engineering Initiative

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  1. Software Systems Engineering Initiative Sqn Ldr Mike PlaceCustomer Interface Director Prof John A McDermid, FREng Technical Director

  2. Contents Establishment of the SSEI Current SSEI Programme SSEI Future Developments Conclusions

  3. SSEI and Personal Context DE&S DG Safety & Engineering Systems Engineering & Integration Group Hd Future Technology - Sqn Ldr Mike Place SSEI Customer Interface Director

  4. Current Responsibilities Future Technology Programme Management Software Systems Engineering Initiative www.ssei.org.uk Capability Agility Avionic Systems Standardisation Committee www.assconline.co.uk European Technology Acquisition Programme Provide first POC for: Software issues Standards – Avionic/software Combat Systems - Maritime

  5. SSEI Vision “The SSEI is an MOD-funded strategic initiative intended to enhance through-life capability management for software intensive defence systems, and thus to reduce risks, delays and cost overruns.” Lt Gen Andrew Figgures DCDS(EC)

  6. Software Engineering is Different Software is ‘pure design’ No manufacture, no raw material, no cost to replicate & deliver Potential for rapid, safe upgrade – not yet realised Software problems are not easily absorbed because of Complexity – unintended side effects Integration – extensive side effects Software science, technologies methods and tools arenot stable or mature – e.g. aerospace: 70’s, 80’s – Functional design + assembler + custom h/w 80’s, 90’s – Object Oriented + HOL + COTS h/w 90’s, 00’s – Model Driven + COTS o/s, h/w

  7. Why Software Engineering is Special Software is inscrutable Potential to be disruptive beyond its cash value Range of development standards Enables increase in system complexity

  8. Perception of Defence Software Systems Failure to meet specification Expensive Always late

  9. Formation of the SSEI BAE Systems (Military Air Solutions) was selected by MOD to hold the contract on behalf of an industry and academia consortium Consortium formed from an amalgamation of all bidders IBM, MBDA, AeI, QinetiQ, YorkMetrics, SEIC, EDS, Insyte Universities of York, Newcastle, Loughborough, Oxford Mixture of basic and applied research tasks plus an enabling contract for ‘additional services’

  10. SSEI Management and Governance

  11. Current Status Initial Research Programme Understanding the problem Identifying potential solutions Agreed Technical Strategy MOD endorsement SIT, DE&S, DSTL Industry endorsement

  12. Next Steps Call for further research proposals Based on Technical Strategy Joint Industry/academia Process for additional services Trial run of process Establish credibility/value added Rapid exploitation of research outputs Growth in SSEI membership Core Associates

  13. What Will Success Look Like? SSEI has established itself Centre of Excellence in the UK for Software Systems Engineering Provides leadership Coherent Industry and Academic capability Working beyond Defence A developing body of case studies Diversity of funding MOD Wider Government Industry Recognised body for SSE accreditation Individuals Organisations Expanding range of services offered

  14. Contents Establishment of the SSEI Current SSEI Programme SSEI Future Developments Conclusions

  15. SSEI Research Programme Programme has five themes Management, especially evidence based Architecture, including SoS Integration Dependability, e.g. safety and security Properties Initial three year programme funded, with 13 tasks Engagement possible via Special Interest Groups (SIGs)

  16. Current Research Tasks IMS for Adaptive Systems (SEIC) Evidence Based Management (York) Evidence-Based Infrastructure (YorkMetrics) Framework for Distributed Development and Integration (SEIC) Model-Driven Integration of Software Systems (York) Software Safety Cases – Establishing a Systematic Approach (York) Dependability Explicit Metadata (Newcastle) Dependable Use of FPGAs (York) Analytic Techniques for the Predictability of Complex Systems (York) Application of SOA to Dependable Systems (IBM) Software Guidance for 00-56 (QinetiQ/York) Software Language Policy (QinetiQ) Managing the Complexity of FPGA Designs (SELEX)

  17. Management Theme Management Theme Success Factors Value Added,Collaboration Special Interest Group MOD, Industry, Academia Task 1:Evidence-based Management Task 2: Evidence-based Infrastructure Task n:…. Practices,Frameworks Skills, Risk, ForecastingMaturity, Capability, … Principles,Properties • Research to establish an appropriate measurement infrastructure to support decision making, including organisational practices and information sharing. • Research to identify a balanced set of measures to support key decisions in software systems acquisition and trade-off analysis. The initial focus is likely to be on general software process measurement

  18. The Problem ProjectMeasurement EngineeringMeasurement • Engineering Performance • Project Performance • Earned Maturity • Earned Value Courtesy Tony Powell • Proactive • Reactive EngineeringMeasurement ProjectMeasurement The Solution Evidence-basedManagement

  19. In more detail … Smokealarms Firealarms Sources ofignition Fires Engineering Capability Engineering Performance Engineering Status Financial Indicators Courtesy Tony Powell Need to monitordrivers and pullcontrol levers Performancenot meeting plans Product notmaturing fastenough Behindschedule, unpredictable Causes Consequences

  20. SSEI and Continued Airworthiness Several relevant tasks Software Safety Cases – Establishing a Systematic Approach (Task 6) Software Guidance for DS 00-56 (Task 11) Dependable use of FPGAs (Task 8) Evidence-Based Management (Task 2) ….

  21. Software Guidance for DS 00-56 DS 00-56 Issue 4 is goal-based Admits “appropriate” evidence and argument For continued airworthiness, build on Evidence of operation (operational data) Evidence from development (where available) Evidence of change management Guidance will address combination, balance, …

  22. Other Tasks Software safety cases Longer term view Evidence-based Management Informed decision-making, reflecting balance of risk and benefit Dependable use of FPGAs Including processor replacement

  23. Contents Establishment of the SSEI Current SSEI Programme SSEI Future Developments Conclusions

  24. SSEI Development Second phase of MoD research funding Balance between themes Address omissions Open call, probably late third quarter Additional services Technical support, e.g. assurance, mentoring Initially high integrity and safety critical applications

  25. Technical Strategy Comprehensive analysis of Defence requirements, e.g. defence industrial strategy “Predictability of development time and cost should be accurate to 10%” “New systems should be developed in the same time and cost, despite a predicted 5-fold increase in complexity” Industrial needs, and assessment of industrial software development trends Capabilities and tasks for each theme

  26. Focus for Technical Strategy Technical Strategy comprehensive, but too extensive to fund, hence need for prioritisation So-called “hard-problems” Challenges which will deliver military benefit, if the research is successful Identified route through to exploitation Give focus for work in the five themes

  27. Hard Problems Focus on six “problems” (TBC) Supporting legacy Secure system interoperation Safety assurance at military tempo Assurance of open systems Model-based development Integrated engineering management All have a technical and managerial element

  28. Fragment of Prioritisation Table

  29. Supporting Legacy Capabilities include Legacy integration Control/predicting emergent properties Dependability/property trade-offs Assessment and acceptance Product maturity assessment Planning engineering management Some new tasks, contingent on next call …

  30. Additional Services Offering to be developed, covering Acquisition support Training and mentoring Development of guidance Specialist input to MoD policy Assistance with technology transfer of non-SSEI research results (capabilities) Focus on high value-added activities

  31. Long Term Objective After initial research programme Stable independent organisation Not dependent on core MoD funding SSEI a key player in a global network Focus for work in the UK Arbiter of quality, but not sole source for advice International collaboration, e.g. DMO Remit broader than defence, e.g. OGD

  32. Contents Establishment of the SSEI Current SSEI Programme SSEI Future Developments Conclusions

  33. Conclusions SSEI focused on an important problem Need for national capability But must work internationally, e.g. SEI & DMO Engagement with SSEIAP SSEI has many challenges, especially Building critical mass Achieving independent status

  34. Questions? Contacts: DESSEMS-FT-Hd@mod.ukJohn.McDermid@ssei.org.uk

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