Digital works display a number software#
The squadron is currently releasing software every two weeks and has been doing so for nearly a year. Under the old acquisition lifecycle process, a final product release typically took a minimum of 400 working days from the time the requirements were set to the time a software release occurred. A process that used to take six or seven weeks to complete is now done in less than an hour. The Pipeline performs 100 percent integration and regression testing, performing security scans, quality assurance scans and preparing release reports. When engineers are done writing a particular piece of code, they run it through The Pipeline. This allows the team flexibility to change priorities as needed. “We work on new requirements with the customer, splitting them up into smaller software tasks, which are called stories that the software engineers can complete in two weeks.” “Now, my team sits down regularly with the customer and they do what is called backlog grooming,” Jolley said. The unit no longer spends time on large requirements documents. The squadron previously would get a large set of documented requirements from a customer and developers would work on the project that would typically take two to three years to complete. We have to be agile, we have to be flexible, because software requirements change and they change often.” “Once you start software it becomes a living, breathing component in a constant state of development, which is never done. “Software doesn’t happen that way, so it doesn’t fit well in the old lifecycle paradigm,” Jolley said. “This is because product hardware matures and becomes stable, until you are done.
The expectations are that following approved product requirements, product development will mature from milestone to milestone,” said Jolley. “The acquisition lifecycle is really a hardware-specific process. However, software is fluid and dynamic and doesn’t fit well into the acquisition lifecycle process. It was designed, tested, maintained and managed through the legacy process of acquisition lifecycle. The new process methodology was adopted because, until recently, software development was treated like new hardware within the Air Force. With support of PEO Digital, the 517th SWES team was able to adapt these Development Operations, or DevOps, capabilities and incorporate important DoD secured elements referred to as DevSecOps. The Agile methodology, originally pioneered in civilian industry, was then tested by the military at Pivotal Labs, Jolley said. He said the system was made possible by the adoption of a new software development methodology known as Agile or DevOps, which was endorsed by the Program Executive Office Digital, or PEO Digital, at Hanscom Air Force Base, Massachusetts. “The 517th Software Engineering Squadron software developers have adapted proven industry continuous development practices to the DoD software industry that rewrites the book as to how customers acquire software,” said David Jolley, director of the 517th SWES. Software developers said the new system has changed how they develop, test and field new software products that support the warfighter. The new continuous development software system combines paired programming and test-driven development with a completely new and unique automated test and evaluation software program nicknamed, “The Pipeline.” HILL AIR FORCE BASE, Utah - Software engineers in the 517th Software Engineering Squadron have developed a new workflow system and software development methodology to significantly reduce the time it takes to deliver software to customers. By Todd Cromar, 75th Air Base Wing Public Affairs
0 kommentar(er)
