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| Tutorial
F |
Evolutionary
Acquisition & Spiral Development |
| Length: |
Half
Day |
| Fee: |
$150 |
| Time: |
8
A.M. - 11:30 A.M. |
| Overview: |
The
publication of Department of Defense (DoD) Directives 5000.1
and 5000.2 in 2003 established a preference for evolutionary
acquisition and spiral development in the acquisition of complex
weapon systems. Similarly to the original DoD directives, National
Security Space Acquisition Policy 03-01 also positioned evolutionary
acquisition and spiral development as preferred strategies for
the Space domain. The policy was based on the assumption that
the implementation of these strategies would drastically reduce
the time to deliver complex weapon systems to the war-fighter.
Nevertheless, the DoD still struggles with substantial cost
and schedule overruns. Spiral development is blamed, and a revision
to the 5000 Directives is expected. Also, as recently as June
8, 2005, Michael Griffin, the newly appointed NASA Administrator
was quoted saying with respect to the Crew Exploration Vehicle
program that "… I hope never again to let the words spiral development
cross my lips."
It is unfortunate that even though evolutionary concepts were
introduced in the early 1960's and spiral development in the
1980's, so much controversy remains about their use. Technical
difficulties with the Spiral Development fundamentally stem
from the flexibility of the model. While it was originally introduced
as a software development life cycle model, in reality it is
much more; it is a meta-model, with multiple applications. It
is, in fact, a risk-driven process generator that is applicable
not only to Software Engineering, but Systems Engineering as
well, and it can be applied to the development of any process,
concurrently with product development. Besides technical difficulties,
there are substantial political issues that also need to be
understood when Evolutionary Acquisition and Spiral Development
are considered.
Our key goal is to emphasize to both acquisition and development
organizations that Evolutionary Acquisition and Spiral Development
should be implemented not simply for policy compliance's sake,
but because they represent a prudent risk mitigation strategy.
A secondary goal of the tutorial is to explain the similarities
and differences between Spiral Development and the more-and-more
popular IBM/Rational Unified Process (RUP®), and provide tangible
life cycle modeling guidelines for the acquisition organizations
during the formative stages of the contracting process. |
| Instructor: |
Peter
Hantos, The Aerospace Corporation |
| Biography: |
Dr.
Peter Hantos is currently Senior Engineering Specialist in
the Software Acquisition and Process Department of the Software
Engineering Subdivision at The Aerospace Corporation. He has
over 30 years of experience as manager, software engineer,
professor, and researcher. Prior to joining Aerospace, as
Principal Scientist at the Xerox Corporate Engineering Center,
he developed corporate-wide engineering processes for software-intensive
systems. Earlier, as Department Manager, he directed all aspects
of quality for several laser-printer product lines. Dr. Hantos
has authored over 40 publications. He holds MS and PhD degrees
in Electrical Engineering from the Budapest Institute of Technology,
Hungary. |
| Who
Should Attend: |
The
tutorial is introductory in nature, and targeting a broad audience
of people in both acquisition and product development environments.
There are no formal, topical pre-requisites, just a basic familiarity
with the system and software development process; all concepts
introduced are discussed methodically, in a bottom-up fashion,
in detail. Program office personnel, project managers, executives,
process architects, and software engineers can all benefit from
the tutorial with, of course, amplifications on slightly different
areas of the material. |
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