Augmented Agile: Agile Behavior Meets Digital Engineering

Augmented Agile Delivery -
Agile Behaviour Meets
Digital Engineering
Dave Norton
Consortium for
Information & Software
Quality

It’s a Complex World – And Not Getting Any
Simpler

We Need Continuous Delivery Of Features To Stay Ahead
http://giphy.com/gifs/KW3nydTAyPaU0

Learning to Play on a VUCA Pitch
Volatility
Uncertainty
Complexity
Ambiguity

Understand How The Modes Relate and Interact
Stacey Model
The Theory Bit - Models Of Complexity
The Cynefin framework

Adjust Your Decisions Making Process To Fit The Situation
“Decisions without actions are pointless. Actions
without decisions are reckless.”
― John Boyd

©2019 CISQ 7
So We Are Turning To
Digital Engineering

©2019 CISQ 8
Building Information
Modelling
With BIM (Building Information Modeling) technology, one
or more accurate virtual models of a building are
constructed digitally. They support design through its
phases, allowing better analysis and control than manual
processes. When completed, these computer-generated
models contain precise geometry and data needed to
support the construction, fabrication, and procurement
activities through which the building is realized.”

©2019 CISQ 9
USS Gerald R. Ford
(CVN-78)
First ship to be fully designed using
3D-Models. Has saved the Navy $4
Billion in ownership costs

©2019 CISQ 10
Digital Dentistry
“Direct digital impression technique was statistically more
accurate, they showed significantly better inter-proximal
contact”

So Augmented Agile Is Agile Plus …..
©2019 CISQ 12
MBSE
AI/ML
Enterprise
Agile
Digital
Twins
Cyber
Physical
Systems
SoSE
DevOps
Trustworth
iness
Ethics
Bots
Standards
Big Data
Social
Theory
Self-
Determinati
on Theory

So Augmented Agile Is Agile Plus …..
©2019 CISQ 13
MBSE
AI/ML
Enterprise
Agile
Digital
Twins
Cyber
Physical
Systems
SoSE
DevOps
Trustworth
iness
Ethics
Bots
Standards
Big Data
Social
Theory
Self-
Determinati
on Theory

Re-evaluating MBSE in the context of agile and digital
twins to support complex business ecosystems from
strategy to implementation.
Tackling the problem of quality at speed, agile at scale
with the correct application of relevant guidelines and
standards to form a solid foundation to build on.
©2019 CISQ 14

©2019 CISQ 15
Myth - Agile and MBSE Don’t Mix

©2019 CISQ 16
Traffic Flow
Automotive
(Various)
Mobile
Device (s)
Payment
Systems
Ground
Water Sensor
Automatic
Beer Stocking
Enforcement
Dementia
Care TrackingParking
Sensors

©2019 CISQ 17
Traffic Flow
Control
Automotive
(Various)
Mobile
Device (s)
Payment
Systems
Ground
Water Sensor
Automatic
Beer Stocking
Enforcement
Dementia
Care Tracking

©2019 CISQ
19
Real World
Digital
Cyber-Physical
Instrument
Collect

©2019 CISQ
20
Real World Digital

©2019 CISQ
22
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Model of Real World, But Not The Real World
Ontology as a philosophical discipline aims at developing a system of general
categories, the relationships between them and the rules that govern them
which together form a theory of reality. OMG
• Instances or objects
• Classes
• Attributes
• Relations
• Function
• Restrictions
• Rules
• Axioms

©2019 CISQ 23
Traffic Flow
Automotive
(Various)
Mobile
Device (s)
Payment
Systems
Ground
Water Sensor
Automatic
Beer Stocking
Enforcement
Dementia
Care TrackingParking
Sensors

©2019 CISQ 24
Local Council
Automotive
Manufactures
Mobile
Operators
Banking
Systems
Environmental
Agency
Brewery
Police
Health
TrustPrivate car
park operator
Apps
Owners

©2019 CISQ
25
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A Digital
Ecosystem Is A
System of Systems
Finance
Health
Retail
Government

System of Systems – Net Centric Warfare – Where it
all started
1 2
3
4
5
6

System of Systems – TeleHealthcare & TeleFitness
Out Patient
Mobile Device
Telecommunication
Network
Healthcare ProviderCardiovascular Monitor
Application
Local Doctor
Patient
System
Emergency Services

System of Systems – A Very Practical Example – Haiti
Disaster Response
OpenStreetMap
Satellite
Images
2000
Users
GPS
Aid Workers
Event
12 H
24 H
"Over just a few days, it saved me and my
driver from getting lost twice, and the alternative
would have been long delays. We are running
fast trying to help people and your work makes
it easier.“ Kjeld Jensen - Red Cross
1
2
3
4

©2019 CISQ
29
MBSE Ontology Holt & Perry
Devils in the Detail

©2019 CISQ
30
<<service>> Order <<service>> Customer
getTodaysStockLevel
confirmCustomer
getEstShipDate
validatePayment
<<service>> Payment
StockCheck
Inventory
<<service>> Stock
<<Component>>
Warehouse
<<Service>>
StockMan
Order Management
Customer
Order
Line Items
Address
BillingShipping
Account
Payment Method
Domain Model
Preparing
Cancelled
Fulfilled
Physical World
Digital World
Ontology
Reflects Realty
Realty Drives
the Ontology

The Manifesto for Agile Software Development
1.Customer satisfaction by early and continuous delivery of valuable software.
2.Welcome changing requirements, even in late development.
3.Deliver working software frequently (weeks rather than months)
4.Close, daily cooperation between business people and developers
5.Projects are built around motivated individuals, who should be trusted
6.Face-to-face conversation is the best form of communication (co-location)
7.Working software is the primary measure of progress
8.Sustainable development, able to maintain a constant pace
9.Continuous attention to technical excellence and good design
10.Simplicity—the art of maximizing the amount of work not done—is essential
11.Best architectures, requirements, and designs emerge from self-organizing teams
12.Regularly, the team reflects on how to become more effective, and adjusts
accordingly

When dealing with complex mission critical systems
in a system of systems environment (Smart city’s,
open banking, healthcare) it not always possible to
have daily cooperation and Face-to-face
conversation with the key stakeholders.
Not good, but reality of life

©2019 CISQ 34
Model Based Systems Engineering
Methods
PracticesDecisions
Implementation
Frameworks
CPS
SoS
Social
Abstraction
Algorithms
Risk
Support
Process
Syntax
Semantics
Viewpoints
Ontology
Authoritative
Collaboration
Planning
Analysis
Maturity Models
Engineering
Operational

MBSE
TOOLS
PEOPLE
TRAININGEFFORT
Modeling is a
nice to have
We don’t
have the time
Its vendor
hype
Its too complex
Always ends
up in analysis
paralyses
Its too formal and
we need to be agile
We don’t
have the
cash
Requires
Process/Org
Change
$
$ $
$

“MBSE is the old way, agile is much faster”

©2019 CISQ 37
Model It Tom Cut It Joe

©2019 CISQ 39
Model It Tom
What will the
performance be ?
Cut It Joe
We can run
simulation against
the model based on
real data
We can make an
estimate from the
design and architecture,
then look at the MVP

©2019 CISQ 40
Model It Tom
What will happen if
we change a
component?
Cut It Joe
The model will show
how the behavior and
structure of the system
will be impacted
We can run a spike to
look at the impact or
even develop another
MVP

©2019 CISQ 41
Model It Tom
How will we do
threat analysis ?
Cut It Joe
We can red team and
run threat model, and
even use AI to look for
new attack vectors.
We can red team and
review against the
then verify the code.

©2019 CISQ 42
Model It Tom
What will be the total
cost of ownership ?
Cut It Joe
We can assign
operating effort and
costs to the model then
analyze the results.
We can make
assumption about the
but will have to wait to
the implementation to
be sure.

©2019 CISQ 43
It is not black and white. It depends on
complexity and mission criticality

“MBSE Models are to generic, you still need
to write a lot of code

©2019 CISQ 45
General Development Concepts
General Syntax and Semantics
Standard Meta-Model
General Graphical Notation
LevelofAbstraction
Business
SolutionSpace
HW&SW
ProblemDomain
Conceptual Gap
MBSE Using General
Purpose Languages
All these models and we still get
the requirements wrong, and I still
have to write the hard code and
tests.
Automated
Implementation
Non-Automated

©2019 CISQ 46
Standard Meta-Model
LevelofAbstraction
Business
SolutionSpace
HW&SW
ProblemDomain
Conceptual Gap
MBSE Using General
Purpose Languages
Automated
Implementation
Non-Automated
“What if we add
domain information,
and add quality and
testing needs”

©2019 CISQ 47
1. Structure 2. Behavior
3. Requirements 4. Parametrics
Analysis
Models
Requirements
V&V
Models
Hardware
Models
Software
Models
System
Model
OMG SysML Narrowing the Conceptual Gap

©2019 CISQ 48
UML Profile for BPMN Processes BPMNProfile™
UML Profile for Enterprise Distributed Object Computing EDOC™
UML Profile for MARTE MARTE
UML Profile for NIEM NIEM-UML™
UML Profile for Modeling QoS and FT QFTP
Software Radio Components SDRP™
UML Profile for System on a Chip SoCP™
UML Profile for Schedulability, Performance, & Time SPTP™
UML Profile for Telecommunication Services TelcoML™
SES Management TelcoML Extension TelcoML-SES™
UML Profile for ROSETTA UPR
UML Testing Profile 2 UTP2
UML Profile for Voice-based Applications
Example UML Profiles

©2019 CISQ
49
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confirmCustomer
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StockCheck
Inventory
<<service>> Stock
<<Component>>
Warehouse
<<Service>>
StockMan
Order Management
Customer
Order
Line Items
Address
BillingShipping
Account
Payment Method
Domain Model
Preparing
Cancelled
Fulfilled
The Model is
Marked up ready
for transformation,
Architect
(Model element mapping )
Physical World
System Model

©2019 CISQ 50
Domain Ontology
General & Domain Semantics
General & Domain Graphical Notation
Extended Meta-Model
Conceptual Gap?
MBSE Using General Purpose
Languages
MBSE Using Domain Specific
Languages
Standard Meta-Model
Automated
Implementation
LevelofAbstraction
Business
SolutionSpace
HW&SW
ProblemDomain
Conceptual Gap
Non-Automated Automated
Implementation
Non-Automated

©2019 CISQ 51
Hi-Fidelity MBSE
Models Have Greater
Value and Utility

“MBSE Models require centralized modeling
and BDUF. It is Waterfull”

©2019 CISQ 53
Event Window
Event: Order Notification
Active Order
[validOrder] OrderNotification
Event: Line Item Picked (1 of 3)
Preparing Order
Exit: [if hold false]
RaiseEvent -
OrderPrepared
LineItemPicked (1 of 3)
Hold
LineItemOutofStock
Event: Line Item Restock
LineItemRestock
Event: Line Item Out Of Stock
Dispatch
Event: Order Prepared
[BillingSuccessful]
Event: Billing Successful
Order
Fulfilled
Event: Order Delivered
OrderDelivered
Cancelled
Invoicing Customer
Invoice Paid
Entry: RaiseEvent – Billing
Successful
[non Account] OrderPrepared
PaymentReceived
Payment
Squad
Warehousing
Squad
Event: Payment Received
Ready to
Ship
OrderPreparedDispatch
Squad

©2019 CISQ 54
Warehousing
Squad
Payment
Squad
Dispatch
Squad
Event Bus
Event Driven Architecture
and Microservices Allow
For Smaller Decoupled
System Models
API
API
API

©2019 CISQ 55
System Models Can Be
Developed Incrementally,
Feature by Feature

“Models can not help when we are dealing
with legacy systems”

©2019 CISQ 57
WSDL Java/C# XML DB
<asp:DataGrid
id="DataGrid1"
</asp:DataGrid>
Scripts
StockCheck
Inventory
<<service>>
Stock
<<Component>>
Warehouse
<<Service>>
StockMan
<<Component>>
StockUpDate
Order Management
Legacy System Model
Customer
Order
Line Items
Address
BillingShipping
Account
Payment
Method
Domain Model
New System Model
T
T
ERP AppsCRM
T
Legacy Applications
Conceptual Model
System
Use Case
System
Use Case
BuyerSupplier
Send Order
Take Order
Send Order
Error
Receive Order
Error
Send Order
Responce
Recive Order
Respone
Dispatch
Order
EA
Repository
Architecture Viewpoints
TechnicalInformation
Implementation
Logical
Conceptual
Business
Model
Repository

©2019 CISQ 58
It is a myth Agile and MBSE
don’t mix.
Agile MBSE works, and is
being used today.

©2019 CISQ 59
Questions
• Is the goal clear?
• Level of urgency
• Who is involved?
• Complexity
• Information source
• Potential bias
• Frequency
• Data presentation
• Later justification
ISO/IEC 42010
1. Understand You Stakeholders, Their Concerns and Questions

2. Treat Digital Twins and Agile MBSE as System of Systems
(SoS) Governance Challenge.
• Directed — The SoS is created and managed to fulfill specific purposes and the other
systems are subordinated to the SoS. The component systems maintain an ability to operate
independently; however, their design and operationalization are subordinated to the central
SoS goal.
• Acknowledged — The SoS has recognized and agreed objectives, joint governance
mechanism and resources for the SoS implementation; however, the supporting systems
retain their independent ownership, objectives, funding, and development and sustainment
approaches.
• Collaborative — The component systems interact more or less voluntarily to achieve agreed
upon central purposes. The central players collectively decide how to provide value and
desired outcomes.
• Virtual — The SoS has no central governance authority or a centrally agreed upon purpose
for the SoS. Large-scale behavior emerges — and may or may not be desirable.

Acknowledged, Collaborative & Virtual - BUT NOT Directed
Factors
beyond your
influence
Factors you
you can
influence
Factors you
control
Digital business model exist in a
complex environment.
• Pace of new technically
• More cyber-physical devices
• Ambiguity on regulation
• Uncertainty of API strategies
• Less time to respond
• Less control over the value stream.
• Lower barriers to entry allow new
entrants and fast followers.

©2019 CISQ 62
3. Mesh the Models for Optimum Decision Making — Mind the Gap
Real-Time
Transformation
Models
Models
"Meshed"
Policy
Strategy
Capability
Programs
Services
Operations
Capability
Analysis Behavior
Structure
Organization
Process
Information
Model Need to Be Linked; a Change In
One Triggers Changes In the Others

4. Adopt Architecture Runway For Major Models — Just in Time, Not
Just to Late
Core Models
Architecture
Story's Backlog
Components,
Frameworks,
Libraries,
Adaptors)
Features
Architecture
Model
Epics and
Story's
Local Sub System
Models
Product
Backlog

4. Adopt Architecture Runway For Major Models — Just in Time, Not
Just to Late
SAFe has the
concept of MBSE.
You can use MBSE
without a enterprise
agile framework, but
it is harder.

©2019 CISQ 65
5. Informal and Unofficial Knowledge Is a Factor — Go See 現場
(Genba)
Knowledge Type Definition
Unofficial Policy Actions that are carried out because they have
become part of the group psyche but not
documented policy
Shadow Process Unofficial processes or sub-processes that are
enacted in place of the official process
Informal (Shadow)
Organization
Chain of command or structure used when the
formal structure is deficient or where there's a
desire to circumvent it
Filling In the Gaps Knowledge on areas not addressed formally
or addressed at the wrong level of detail
Driven by Innovation Knowledge or practices that have emerged and
have yet to be formally captured

©2019 CISQ 66
No Return To The Bad Old Days
Waterfall Central Control

So Where Does All This
Agile Systems Engineering
Get Us ?

©2019 CISQ 68
Rules
Strategy
Business Dashboards
Fly-By-Wire

Re-evaluating MBSE in the context of agile and digital
twins to support complex business ecosystems from
strategy to implementation.
Tackling the problem of quality at speed, agile at scale
with the correct application of relevant guidelines and
standards to form a solid foundation to build on.
©2019 CISQ 71

Drive for Velocity
Everyone wants faster time to market,
but few want to hear about the risks

Complex Toolchains
•Production metrics, objects and feedback
•Requirements
•Business metrics
•Update release metrics
•Release plan, timing and business case
•Security policy and requirement
•Design of the software and
configuration
•Coding including code quality
and performance
•Software build and build
performance
•Release candidate
•Acceptance testing
•Regression testing
•Security and vulnerability analysis
•Performance
•Configuration testing
•Approval/preapprovals
•Package configuration
•Triggered releases
•Release staging and holding
•Infrastructure storage,
database and network
provisioning and
configuring
•Application provision
and configuration.
•Performance of IT infrastructure
•End-user response and experience
•Production metrics and statistics
•Application monitoring

Increasing Technical Debt
Software Quality Iceberg (Code Complete, Steve McConnell)
Code complexity
Maintainability
Internal Coupling
Functional Size
Redundant code
Testability
External Coupling
Operating Cost
Maintenance Cost
Reliability
Performance
Business Value

Greater Reliance on Suppliers
Hope is not a
strategy
Quality
Productivity
Security
Cost

The Nine-Digit Glitch
Board of Directors
CEO, COO, CFO
Business VPs
Corporate
Auditors
CIO
Now affect Accountable for
Governance
Risk management
Business Continuity
Brand protection
Customer
experience
Nine Digit Defects
Cyber incidents see a 1087% increase
year on year (RSM research).

Lets Learn From The Past
As industry's mature they automate, from robots
to fly-by-wire

Question – What's
your favourite
standard ?

We built this city, we built this city on rock an' roll
We Need Standards We Can Implement

We Need Standards We Can Implement
We built this city, we built this city on rock an' roll

ISO 25010 Software Quality Model
• Functionality - "A set of attributes that bear on the existence of a set of functions and their
specified properties. The functions are those that satisfy stated or implied needs."
• Reliability - "A set of attributes that bear on the capability of software to maintain its level of
performance under stated conditions for a stated period of time.”
• Usability - "A set of attributes that bear on the effort needed for use, and on the individual
assessment of such use, by a stated or implied set of users."
• Efficiency - "A set of attributes that bear on the relationship between the level of performance of
the software and the amount of resources used, under stated conditions.”
• Maintainability - "A set of attributes that bear on the effort needed to make specified
modifications."
• Portability - "A set of attributes that bear on the ability of software to be transferred from one
environment to another."

ISO 25010 In Structural Code Analysis
• OWASP Top 10 Vulnerabilities—most critical web application security risks – CWEs &
CVEs
• OWASP Application Security Verification Std v4.0 – 14 categories guide automated unit
& integration tests – most all verification checks have corresponding CWEs
• SANS/CWE Top 25 — most commonly encountered cyber weakness enumerators
(CWEs),
• CISQ Object Management Group (OMG) Automated Source Code Measures for
technical debt & structural quality (Security, Reliability, Performance Efficiency &
Maintainability) – all based on CWEs

CISQ Structural Quality Measures
Example architectural and
coding weaknesses included in
the CISQ measures
• SQL injection
• Cross-site scripting
• Buffer overflow
• Empty exception block
• Unreleased resources
• Circular dependency
• Expensive loop operation
• Un-indexed data access
• Unreleased memory
• Excessive coupling
• Dead code
• Hard-coded literals
CISQ Structural Quality Measures
Security
22
weaknesses
(Top 25 CWEs)
Reliability
29
weaknesses
Performance
Efficiency
15
weaknesses
Maintainability
20
weaknesses
An international team of experts
selected the weaknesses to include
in CISQ measures based on the
severity of their impact on
operational problems or cost of
ownership.
Only weaknesses considered severe
enough that they must be
remediated were included in the
CISQ measures.
CISQ Structural Quality measures
are currently being extended to
embedded systems software.

CISQ/OMG Standards Process
CISQ
Executive
Forums
Automated
Function Points
Reliability
Performance
Efficiency
Security
Maintainability
OMG Approved
Standards
ISO
Fasttrack
Deployment
Workshops
OMG

Sample RFP CISQ has been referenced by the U.S. General Services
Administration (GSA), formally citing CISQ requirements in a
Information Technology (IT) statement of work from the
Office of the CIO for the Office of Public Buildings. GSA is an
independent agency of the U.S. government that supports
general services of Federal agencies.
See page 21, section 5.9 in GSA’s document, Schedule 70
Blank Purchase Agreement for IT and Development
Services…
“PB-ITS (Project Based IT Services) is seeking to establish
code quality standards for its existing code base, as well as
new development tasks. As an emerging standard, PB-ITS
references the Consortium for IT Software Quality (CISQ) for
guidance on how to measure, evaluate and improve
software.”
Working With Suppliers

Standards Are Only Effective If Implemented
We have to deal with the risk link - people.

Focus on Culture and Behavior
• Don’t expect everyone to like
automation, some people just
like doing it the hard way
• Incentivize the behavior you
want for the individual and
team.
• Have agreed metrics and KPI
linked to automation.
• Show results

Develop The Correct Skills
Process
Design
Scripting
Toolchain
Integration
Standards
Definition

Obtain Commitment From The Team
Product
Backlog
Risk
Backlog
[Requirements, Policy's, Definition of Done]
Compliance
Officer
Team
Product
Owner
Product
Manager
GRC
Stores/Themes
Compliance Strategy [Working
software, documentation]
Risk Log / Board
Escalations
GRC Questions
Information “Radiator”
Standards, Good Practice, Regulations

Certify The Environment, Don’t Assume
Product
Backlog
Risk
Backlog
[Requirements, Policy's, Definition of Done]
Complianc
e Officer
Team
Product
Owner
Product
Manager
GRC
Stores/Themes
Compliance Strategy [Working
software, documentation]
Risk Log / Board
Escalations
GRC Questions
Information “Radiator”
Standards, Good Practice, Regulations
Automated
Environment
Certified
Tool
Team
Align

Have a virtual quality and security assistant
?
!
?
Chatbot integrated
into the toolchain

Gamify - Link Automation to Autonomy
Autonomy
Time of
Deployments
Intra-day
allowed
After hours and
on weekends
Frequency of
Deployments
No limits on
changes per
today
Few
changes
per week
Change
Advisory
Board
CAB for
information
purposes only
CAB for all
changes
Freeze
Periods
Only exceptional
change freeze
periods apply
All freeze
periods apply
Continuous
Integration
Environments
Quality
Assurance
Incident
Management
Release
Management
Coding
Practices
Team
A
Level of Automation
Team
B

Stay in Control of Quality With Agile Governance
• Communities of
Practice
• Toolchain
Consistency
• Tools Register
• Automation Best
Practice

Link Automation to KPI, and Set Targets
• Feature throughput
• Lead-time/Cycle-time
• IT Downtime
• Business Downtime
• Percentage of task
automated
• Refactoring rate and
cost

Focus on Outcomes
Business
Outcomes
Higher
Productivity
Grater
Agility
Improves
Quality
Reduces
Risk

Augmented Agile: Agile Behavior Meets Digital Engineering

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