Thursday, April 08, 2004

Holy crapping crap. I know I'm not a tough guy, but damn!

Wednesday, April 07, 2004

Microsoft even publish a tool to purge that sort of information ... they just can't be arsed to use it, I guess.
Strike that out indeed.
The GAO released their report on DOD software development practices.

"The Department of Defense (DOD) has been relying increasingly on computer software to introduce or enhance performance capabilities of major weapon systems. To ensure successful outcomes, software acquisition requires disciplined processes and practices. Without such discipline, weapon programs encounter difficulty in meeting cost and schedule targets. For example, in fiscal year 2003, DOD might have spent as much as $8 billion to rework software because of quality-related issues.

GAO was asked to identify the practices used by leading companies to acquire software and to analyze the causes of poor outcomes of selected DOD programs. GAO also was asked to evaluate DOD's efforts to develop programs for improving software acquisition processes and to assess how those efforts compare with leading companies' practices."
$8B isn't much to the DOD, but it's a lot of money to everybody else.

What does the GAO recommend? Let me grab a highlight:
Software developers and acquirers at firms that GAO visited use three fundamental management strategies to ensure the delivery of high-quality products on time and within budget: working in an evolutionary environment, following disciplined development processes, and collecting and analyzing meaningful metrics to measure progress. When these strategies are used together, leading firms are better equipped to improve their software development processes on a continuous basis. An evolutionary approach sets up a more manageable environment - one in which expectations are realistic and developers are permitted to make incremental improvements. The customer benefits because the initial product is available sooner and at a lower, more predictable cost. This avoids the pressure to incorporate all the desired capabilities into a single product right away. Within an evolutionary environment, there are four phases that are common to software development: setting requirements, establishing a stable design, writing code, and testing. At the end of each of these phases, developers must demonstrate that they have acquired the right knowledge before proceeding to the next development phase. To provide evidence that the right knowledge was captured, leading developers emphasize the use of meaningful metrics, which helps developers, managers, and acquirers to measure progress. These metrics focus on cost, schedule, the size of a project, performance requirements, testing, defects, and quality.

In a review of five DOD programs, GAO found that outcomes were mixed for software-intensive acquisitions. The F/A-18 C/D, a fighter and attack aircraft, and the Tactical Tomahawk missile had fewer additional cost and schedule delays. For these programs, developers used an evolutionary approach, disciplined processes, and meaningful metrics. In contrast, the following programs, which did not follow these management strategies, experienced schedule delays and cost growth: F/A-22, an air dominance aircraft; Space-Based Infrared System, a missile-detection satellite system; and Comanche, a multimission helicopter...
So agile software processes work? Wow! Who'd a thunk it! I am so tempted to print this out, highlight a few key paragraphs, and send it along to a number of deserving clients.
"Come on, honey! You don't want me to develop *CANCER*, do you?" Let me know how well that works for you.