Difference Between System Engineering And Software Engineering – Turner, R., 2021: Comparing DevSecOps and Systems Engineering Principles. Carnegie Mellon University, Software Engineering Institute (blog), accessed 31 October 2023, https:///blog/comparing-devsecops-and-systems-engineering-principles/.

Software developers and maintainers are seeing significant improvements by adopting Lean, Agile and DevSecOps iteration-based approaches. Similar approaches are now being proposed for more complex projects, including embedded software systems and software-driven systems of systems. These systems are typically developed with a strong systems engineering component. The interaction of these two disciplines is not well understood, and early application experience suggests model conflicts between them. In this blog post, I look at the basic principles adopted by each of these disciplines.

Difference Between System Engineering And Software Engineering

Without some form of mitigation, these differences can increase overall project risk and the U.S. A barrier to widespread DevSecOps adoption in the Department of Defense (DoD). Reducing conflict can increase the success rate of DevSecOps adoption and support adjustments across both disciplines. However, mitigation requires understanding the sources of conflicts. Table 1 identifies some basic differences between systems engineering and systems engineering for developing systems engineering and software engineering environments.

Basics Of Software Design

Because of the breadth of domains covered by both topics, I’ve gone back to the basics of each to better understand the model clash. Systems engineering principles are generally lean, agile, and less activity-focused than DevSecOps principles. So I introduce them first and then discuss DevSecOps principles in terms of their interaction with systems engineering principles and activities.

The Systems Engineering Body of Knowledge (SEBoK) defines systems engineering as “a transdisciplinary approach and means of characterizing and managing the development of successful systems, where a successful system meets the needs of its customers, users, and other stakeholders. Systems engineering focuses on the stakeholders’ Understanding requirements comprehensively and simultaneously; identifying opportunities; documenting requirements; and considering the entire problem, synthesizing, verifying, validating, and developing solutions from system concept exploration through system disposal.” Table 2 shows some systems engineering processes that apply to DevSecOps concepts.

Systems engineering principles are generally not as visible as DevSecOps. Earlier lists have recently been revisited by the NASA Systems Engineering Research Consortium to address some of the differences identified in Table 1, but adoption of these refined principles by practitioners is unknown. The principles are somewhat generic because they must apply to many domains. Table 3 below describes NASA’s 14 principles (I’ve highlighted some key concepts for this post).

DevSecOps success depends heavily on the application of basic Lean and Agile principles. The following sections present a brief description of Lean-Agile and DevSecOps principles along with a brief description of key related systems engineering activities. Given that there are numerous versions of Agile and Lean principles, I have used the combined principles as explained in the SAFe Scaled Agile Framework as the most comparable to systems engineering:

Solution: Software Engineering

Principle 1: Take an economic approach. Decisions are made by comparing explicitly stated or implicitly assumed values. In systems development, specifically addressing values ​​allows decisions to be made within an economic framework. Value should be a factor in prioritizing and sequencing work.

Understanding and intentionally capturing the value of requirements and design elements by multiple stakeholders enables better outcomes analysis and prioritization in development and sustainment. Using a common value-setting process that includes stakeholders can provide visibility to decisions, support decisions at deeper and deeper levels of implementation, and support immediate, internal, and external influences that affect aspects of value. Appendix C of the Incremental Commitment Spiral Model (ICSM): Principles and Methods for Successful Systems and Software provides a discussion of value-based systems engineering.

Principle 2: Apply systems thinking. Systems thinking broadens the focus of development to include the entire value stream in acquisition, development, and operational organizations. It considers more factors than factors related to requirements or how the production system works; It enables an understanding of the socio-technical system that comprises the product and its context.

Almost all systems engineering includes systems thinking by definition. Understanding the full scope of the effort (including DevSecOps activities and requirements) and the associated value streams and networks is critical to a holistic approach to systems thinking.

Avoiding The Barriers For Multi Board Systems Design Development

Principle 3: Assume variability; Save option. Locking in a single, detailed description of a system that takes years to develop can become a hindrance, along with falsifying an assumption in one or more naturally evolving factors–threats, political landscapes, economics, technology, or markets. or details. Developers and developers must accept that variability and uncertainty are facts of life, and investing in and maintaining options with responsible last-minute decisions is a good way to manage change.

Although there are specific systems engineering tasks that look at risk management, safety and security-failure modes, there is less activity related to understanding how environmental changes affect actual development once approved. Identifying viable options and managing the impact of change requires ongoing resources and intentional activity.

Principle 4: Build incrementally with rapid, integrated learning cycles. This principle provides rapid feedback on estimates, assumptions and feasibility that eliminates much of the high cost of rework. Coupled with small batch sizes, this provides a high degree of stability in work planning and enhanced agility to take advantage of opportunities created by uncertainty and variability. It removes much of the overhead of maintaining large, monolithic and generally inaccurate master schedules and focuses on delivering value quickly.

This principle is a major area of ​​concern. Systems engineering usually places software development and maintenance at the bottom of the traditional V model. Adapting to the continuous, incremental, and iterative nature of DevSecOps forces an earlier and sustained focus on software-related systems engineering activities. The cultural challenge for systems engineering is moving from relatively infrequent interactions to continuous involvement in software development and evolution.

Functional And Non Functional Requirements In Software Engineering

Principle 5: Completion of foundational milestones on objective evaluation of performance. Stages are traditionally thought of as gates, a passage based on a set of static technical artifacts with little evidence of their completeness or accuracy. In situ demonstration is more useful and provides more learning opportunities.

Technical reviews (especially in support of milestone gates and progress measurement) are often based on boilerplate documentation, overly formalized plans, incomplete or inadequately vetted requirements, or design specifications that include assumptions made to remove “fixed” items rather than further acknowledgment. Milestones require analysis. The scope is also often too broad, driven by complex scheduling of critical resources.

Principle 6: Visualize and limit work in progress (WIP), reduce batch size and manage queue length. Visualizing and limiting work in progress controls the number of tasks that can be worked on at any one time. It also keeps human resources from being overwhelmed by changing contexts between tasks. Managing batch size and queue length supports a focus on WIP with the “stop starting and start finishing” principle, as the user only gets value for completed work and work waiting in the queue is wasted.

Systems engineering is often understaffed, and the continuous nature of a DevSecOps environment puts a strain on available systems engineering resources. Understanding how much work is expected and its production rate supports maximum flow and adds value to many systems engineering activities. Staffing practices are a critical component of systems engineering in implementing this principle.

Software Engineer Vs Software Developer

Principle 7: Apply cadence and synchronize with cross-domain planning. Forecasting or “push” scheduling often ignores uncertainty, requiring management and users to have reasonable estimates. Setting and synchronizing a cadence across different teams and activities is an easy answer to the uncertainty of uncertainty and requires

Aligning the different cadences between systems engineering and software engineering activities is a challenge; Adjustments should not diminish the value of any discipline.

Principle 8: Unlock the Intrinsic Motivation of Knowledge Workers. Create an environment marked by autonomy, mutual respect and mission understanding, to ensure motivation and engagement among team members.

Most systems engineering technical activities will not be affected by this principle. However, effectively managing a systems engineering workforce requires consideration of whether systems engineering personnel are sufficiently engaged to maintain an interest in software engineering and other disciplines, as well as situational awareness. This principle is particularly important in large complex programs such as weapons systems, highly regulated systems, and systems of systems, where work may be spread across a large number of organizations or companies.

Myths Of Systems Engineering (video)

Principle 9: Decentralize decision-making. Decentralized decision-making is a key factor in achieving the shortest sustainable value-delivery time. Decisions that require sequential approval by multiple levels of authority can destroy cadence, delay progress, and often result in decisions based on outdated information. Strategic decisions are more effective if centralized, but all other information should be delegated to the closest level of information embedded.

Most systems engineering activities support rather than make decisions. Regardless of who is making the decision, the recommendations made by the systems engineering staff should be carried out by those closest to the problem. It is important that recommenders have adequate access to information and scope of visibility to understand systemic implications.

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