The DoD is Going Agile…

The Defense Innovation Board (DIB) released its Software Acquisition and Practices (SWAP) study this week and recommends that the Department of Defense move away from waterfall and spiral development methods to more modern software development practices such as Agile, DevOps, and DevSecOps.

There are plenty of great nuggets in this report including the now infamous Agile BS infographic (below), concerns over the Frozen Middle, and some background on why time estimates fail. I do have a few small concerns with the document including the idea that an accountable leader must have the authority to “assign tasks and work elements.” Another concern is the timing of the document: If the DoD is going Agile, should we be concerned that Agile is at the end of its lifecycle? 

The OODA loop is well represented in the document:

Faster gives us a tactical advantage on the battlefield by allowing operation and response inside our adversaries’ Observe-orient-decide-act (OODA) loops.

The DoD must operate within its adversaries’ digital OODA loop. Much like today’s consumer electronic companies, the Department needs the ability to identify and mitigate evolving software and digital threats and to push continuous updates to fielded systems in near real time

We must shorten our development cycles from years to months so that we can react and respond within the observe–orient–decide–act (OODA) loop of the threats we face. 

Detecting Agile BS is in there as well.

One of my favorite paragraphs (reusable code) is about the Department of Defense’s (DoD) culture. After reading this passage try replacing “DoD” with your organization’s name.

DoD lacks an organizational structure with clear responsibility and authority for software acquisitions and management; there are confusing roles and responsibilities. This state of ambiguity leads to overlap, inefficiency, and unnecessary bureaucracy. The result is a slow, rigid, siloed organization unable to adapt in the present and plan for the future in order to maintain a competitive advantage. DoD is not a change-ready environment and the acquisition systems was not designed for rapid change. DoD employees tend to receive change mandates rather than participating in them.   

Agile development and DevSecOps Defined

According to the DIB, Agile development, also called iterative development, begins with the creation of a software factory. Development and testing sprints—a set period of time during which specific works is completed—allow a team to do rapid iterations of development, obtain user feedback, and adjust goals for the next increment. This framework allows for continuous development throughout the life of the product.

"Do not pay for the factory every time you need a car. Today, it is as if the Department were buying cars but paying for the entire factory to build each car separately."

DevSecOps: An iterative development culture that deploys secure applications and software into operations in a continuing and continuous fashion.

The three overarching themes in the SWAP: 

1. Speed and cycle time are the most important metrics for managing software.

To maintain advantage, DoD needs to procure, deploy, and update software that works for its users at the speed of mission need, executing more quickly than our adversaries. Statutes, regulations, and cultural norms that get in the way of deploying software to the field quickly weaken our national security and expose our nation to risk.

2. Software is made by people and for people, so digital talent matters.

DoD’s current personnel processes and culture will not allow its military and civilian software capabilities to grow nearly fast or deep enough to meet its mission needs. New mechanisms are needed for attracting, educating, retaining, and promoting digital talent and for supporting the workforce to follow modern practices, including developing software hand in hand with users.

3. Software is different than hardware (and not all software is the same).

Hardware can be developed, procured, and maintained in a linear fashion. Software is an enduring capability that must be supported and continuously improved throughout its life cycle. DoD must streamline its acquisition process and transform its culture to enable effective delivery and oversight of multiple types of software-enabled systems, at scale, and at the speed of relevance.

Learn more about the SWAP here.

Brian “Ponch” Rivera is a recovering naval aviator and founder of AGLX Consulting, LLC.