IP considerations will be integrated with, and support, all other program strategies to ensure return on government investment and enhance competitive options for development, integration, test, deployment, modernization, modular open systems approaches, and product support of software-intensive systems.
Software development testing, government developmental testing, system safety assessment, security certification, and operational test and evaluation will be integrated, streamlined, and automated to the maximum extent practicable to accelerate delivery timelines based on early and iterative risk assessments. Maximum sharing, reciprocity, availability, and reuse of results and artifacts between the various testing and certification organizations is encouraged.
Data reported under this pathway will be used to monitor the effectiveness of the pathway and will not be used for program oversight. A rapid, iterative approach to software development reduces costs, technological obsolescence, and acquisition risk. To allocate resources to the most relevant capability needs, DoD or DoD component leadership will make software acquisition and development investment decisions within a framework that addresses tradeoffs between capabilities, affordability, risk tolerance, and other considerations.
The software acquisition pathway has two phases: planning and execution. Figure 1 outlines key activities and artifacts of the two phases that enable rapid and iterative software development and delivery. There are two paths within the software acquisition pathway: applications and embedded software. Except where specifically noted, the guidance in this issuance applies to both paths equally. The DA will document the decision and rationale for a program to use the software acquisition pathway in an acquisition decision memorandum.
Existing acquisition programs may elect to update their acquisition strategy to transition to the software acquisition pathway or use it in addition to their current acquisition pathway. The PM and applicable stakeholders will identify, and the DA will approve, a transition approach to tailor processes, reviews, and documentation to effectively deliver software capabilities. Value assessments will be performed at least annually after the software is fielded to determine if the mission improvements or efficiencies realized from the delivered software are timely and worth the current and future investments from the end user perspective.
More frequent value assessments are encouraged if practical. There is an urgency to modernize DoD capabilities and software is at the heart of most emerging technologies that will shape the future of warfare. Autonomy, artificial intelligence, cyber, and space are all software intensive. Software is driving an exponential increase in system performance and mission impact while decreasing costs and operational timelines.
Some key strategic direction include:. National Defense Strategy. Success no longer goes to the country that develops a new technology first, but rather to the one that better integrates it and adapts its way of fighting. Instead, software should enable a more effective joint force, strengthen our ability to work with allies, and improve the business processes of the DoD enterprise. DoD needs regulatory and cultural change adapted to software that continuously evolves and consumed as a fuel.
Our acquisitions are designed for building big systems and monolithic upgrades. We need professionals who know how to acquire software and understand the basic underpinnings of AI. It is among an array of recent software provisions for DoD to adopt Agile practices, modernize software training, and establish digital career fields.
Section directed DoD to:. Most DoD software acquisition programs were started under previous acquisition models e. The SWP was designed to have low switching costs given the maximum use of tailoring of processes and reusing equivalent documents for modern software. The SWP is designed to be the ideal, default pathway for software development to balance speed with rigor.
While the middle two columns discuss the typical thought patterns on switching, the right most column outlines measures to reduce switching costs and make it more attractive to transition to the pathway specifically tailored for software. Software Acquisition.
Return to AAF Pathways. Software Acquisition This pathway is to facilitate rapid and iterative delivery of software capability to the user. How to use this site Each page in this pathway presents a wealth of curated knowledge from acquisition policies, guides, templates, training, reports, websites, case studies, and other resources. Directly quoted material is preceeded with a link to the Reference Source. Lifecycle View of Software Acquisition. The applications path provides for rapid development and deployment of software running on commercial hardware, including modified hardware, and cloud computing platforms.
The embedded software path provides for the rapid development, deployment, and insertion of upgrades and improvements to software embedded in weapon systems and other military-unique hardware systems. The system in which the software is embedded could be acquired via other acquisition pathways e. Why the Software Acquisition Pathway? Speed and cycle time matter.
Faster is more reliable, secure, and possible. Section directed DoD to: Create software acquisition pathways for applications and embedded systems. Programs using these pathways shall not be treated as an MDAP. DoD shall streamline software requirements, budget, and acquisition processes. Programs using these pathways must demonstrate viability and effectiveness of capabilities for operational use within one year after funds first obligated.
Sponsors and users are delighted with results. Program is failing to delivery anticipated value. Sponsors and users are not satisfied with results. Documents Program strategy documents are approved and current. Concerned about time and energy to restaff docs for approval and add unique SWP docs. Program strategy documents do not reflect current environment.
DA is PEO or below with limited coord required for new or updated docs. Delegate decision authorities. Enable transition to SWP yet allow time to update docs.
Leverage portfolio strategies. Requirements Approved requirements documents cover current scope, fairly current, and flexible enough. Requirements are not expected to change. Process to update or staff new req doc is long, unknown, or painful.
Requirements and needs of customers change frequently. The Systems Engineer, working with the Product Support Manager and PM, identifies and mitigates the supportability life-cycle cost drivers to ensure the system is affordable across the life cycle. The cost-benefit analysis, jointly conducted by the Systems Engineer and Product Support Manager within the supportability analysis process, provides insight into supportability drivers and includes the impact of resources on readiness.
Engineering analyses i. Table Product Support Considerations Element Typical Considerations Manpower and Personnel Specifically support personnel for installation, checkout sustaining support and maintenance Training and Training Support For the system operators and maintenance personnel Supply Support Including repairable and non-repairable spares, consumables and special supplies Support Equipment Including tools, condition and state monitoring, diagnostic and checkout special test and calibration equipment Computer Resources Operating systems and software supporting logistics functions and associated infrastructure Packaging, Handling, Storage and Transportation Special provisions, containers and transportation needs Facilities and Infrastructure Including facilities to support logistics and sustainment actions at all levels Technical Data Including system installation and checkout procedures; operating and maintenance instructions and records; alteration and modification instructions, etc.
Usage and Maintenance Data Including data acquisition, movement, storage and analytic capability to support life-cycle support decisions Role of the PM and SE The PM is responsible for approving life-cycle trades throughout the acquisition process. Utilizing the reliability centered maintenance RCM analysis and the overall product support strategy, document supportability activities into the system engineering plan SEP. Determine supportability design alternatives and their associated costs.
Establish the operational availability AO and materiel availability AM drivers. Analyze the design alternatives and select path forward. Implement appropriate design trades to control system costs. Including tools, condition and state monitoring, diagnostic and checkout special test and calibration equipment. Including system installation and checkout procedures; operating and maintenance instructions and records; alteration and modification instructions, etc.
Including data acquisition, movement, storage and analytic capability to support life-cycle support decisions.
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