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Paolo Ciancarini

Alberto Sillitti

Giancarlo Succi

Angelo Messina Editors

Proceedings of 4th International Conference in Software Engineering for Defence Applications

SEDA 2015

AdvancesinIntelligentSystemsandComputing

Volume422

Serieseditor

JanuszKacprzyk,PolishAcademyofSciences,Warsaw,Poland

e-mail:kacprzyk@ibspan.waw.pl

AboutthisSeries

Theseries “AdvancesinIntelligentSystemsandComputing” containspublicationsontheory, applications,anddesignmethodsofIntelligentSystemsandIntelligentComputing.Virtually alldisciplinessuchasengineering,naturalsciences,computerandinformationscience,ICT, economics,business,e-commerce,environment,healthcare,lifesciencearecovered.Thelist oftopicsspansalltheareasofmodernintelligentsystemsandcomputing.

Thepublicationswithin “AdvancesinIntelligentSystemsandComputing” areprimarily textbooksandproceedingsofimportantconferences,symposiaandcongresses.Theycover significantrecentdevelopmentsinthe field,bothofafoundationalandapplicablecharacter. Animportantcharacteristicfeatureoftheseriesistheshortpublicationtimeandworld-wide distribution.Thispermitsarapidandbroaddisseminationofresearchresults.

AdvisoryBoard

Chairman

NikhilR.Pal,IndianStatisticalInstitute,Kolkata,India e-mail:nikhil@isical.ac.in

Members

RafaelBello,UniversidadCentral “MartaAbreu” deLasVillas,SantaClara,Cuba e-mail:rbellop@uclv.edu.cu

EmilioS.Corchado,UniversityofSalamanca,Salamanca,Spain e-mail:escorchado@usal.es

HaniHagras,UniversityofEssex,Colchester,UK e-mail:hani@essex.ac.uk

László T.Kóczy,SzéchenyiIstvánUniversity,Győr,Hungary e-mail:koczy@sze.hu

VladikKreinovich,UniversityofTexasatElPaso,ElPaso,USA e-mail:vladik@utep.edu

Chin-TengLin,NationalChiaoTungUniversity,Hsinchu,Taiwan e-mail:ctlin@mail.nctu.edu.tw

JieLu,UniversityofTechnology,Sydney,Australia e-mail:Jie.Lu@uts.edu.au

PatriciaMelin,TijuanaInstituteofTechnology,Tijuana,Mexico e-mail:epmelin@hafsamx.org

NadiaNedjah,StateUniversityofRiodeJaneiro,RiodeJaneiro,Brazil e-mail:nadia@eng.uerj.br

NgocThanhNguyen,WroclawUniversityofTechnology,Wroclaw,Poland e-mail:Ngoc-Thanh.Nguyen@pwr.edu.pl

JunWang,TheChineseUniversityofHongKong,Shatin,HongKong e-mail:jwang@mae.cuhk.edu.hk

Moreinformationaboutthisseriesathttp://www.springer.com/series/11156

PaoloCiancarini •

Editors

Proceedingsof4th InternationalConference inSoftwareEngineering forDefenceApplications

SEDA2015

Editors

PaoloCiancarini

DipartimentodiInformatica

UniversityofBologna Bologna Italy

AlbertoSillitti

CenterforAppliedSoftwareEngineering andCINI Bolzano Italy

GiancarloSucci InnopolisUniversity Kazan,TatarstanRepublic Russia

AngeloMessina LogisticDepartmentofItalianArmy

Rome Italy

ISSN2194-5357ISSN2194-5365(electronic)

AdvancesinIntelligentSystemsandComputing

ISBN978-3-319-27894-0ISBN978-3-319-27896-4(eBook) DOI10.1007/978-3-319-27896-4

LibraryofCongressControlNumber:2015958323

© SpringerInternationalPublishingSwitzerland2016

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Printedonacid-freepaper

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Preface

Themilitaryworldhasalwaysshowngreatinterestintheevolutionofsoftwareand inthewayithasbeenproducedthroughtheyears.The firststandardforsoftware qualitywasoriginatedbytheUSDOD(2167Aand498)todemonstratetheneed forthisparticularusertoimplementrepeatableandcontrollableprocessestoproducesoftwaretobeusedinhigh-reliabilityapplications.

Militarysystemsrelymoreandmoreonsoftwarethanoldersystemsdid.For example,thepercentageofavionicsspeci ficationrequirementsinvolvingsoftware controlhasrisenfromapproximately8%oftheF-4in1960to45%oftheF-16in 1982,80%oftheF-22in2000,and90%oftheF-35in2006.Thisrelianceon softwareanditsreliabilityisnowthemostimportantaspectofmilitarysystems. Theareaofapplicationincludesmissiondatasystems,radars/sensors, flight/engine controls,communications,missionplanning/execution,weaponsdeployment,test infrastructure,programlifecyclemanagementsystems,softwareintegrationlaboratories,battlelaboratories,andcentersofexcellence.Evenifitisslightlyless signifi cant,thesamescenarioappliestothelandcomponentofthearmedforces. Softwareisnowembeddedinalltheplatformsusedinoperations,startingfromthe wearablecomputersofthedismountedsoldieruptovariouslevelsofcommandand control,andeverydetailofmodernoperationsreliesonthecorrectbehaviorof somesoftwareproduct.

Manyofthementionedcriticalitiesaresharedwithotherpublicsecuritysectors suchasthepolice,the fi refi ghters,andthepublichealthsystem.Therising awarenessofthecriticalaspectsofthedescribedsoftwarediffusionconvincedthe ItalianArmyGeneralStaffthatamomentofreflectionanddiscussionwasneeded andwiththehelpoftheuniversities,theSEDAconferencecyclewasstarted.

ForthethirdconferenceSEDA2014,itwasdecidedtoshiftthefocusofthe eventslightlyawayfromthetraditionalapproachtolookatinnovativesoftware engineering.Consideringthetitle:softwareengineeringfordefenseapplication,this time,theemphasiswasdeliberatelyputonthe “defenseapplication” part.Forthe firsttime,papersnotstrictlyconnectedtothe “pure” conceptofsoftware

engineering,wereacceptedtogetherwithothersthatwentdeepintotheheartofthis science.

Thereasonsforthischangewere firstofalltheneedforthiseventtoevolveand widenitshorizonandsecondlytheneedto findmoreopportunitiesfortheevolution ofmilitarycapabilities.Inamomentofeconomicdifficulty,itisofparamount importanceto findnewwaystoacquirecapabilitiesatalowerleveloffundingusing innovationasafacilitator.Itwasdeemedveryimportant,inaperiodofscarce resourcestolookaheadandleveragefromdualuseandcommercialtechnologies. Softwareis,assaid,averypervasiveentityandisalmosteverywhere,evenin thoseareaswhereitisnotexplicitlyquoted.Amentionwasmadetothechangesin theareaofsoftwareengineeringexperiencedintheItalianArmyandthestartingof anewmethodologywhichwouldthenbecome “ItalianArmyAgile.”

ThebaseofthenewapproachwaspresentedthiswaybyGen.AngeloMessina inhisintroductoryspeech:

Inthecommercialworld, “Agile” softwareproductionmethodshaveemergedasthe industry’spreferredchoiceforinnovativesoftwaremanufacturing.AlltheAndroidapps andsimilarsoftwarearegeneratedusingshortandleanproductioncycles.LatelyAgile practicesseemtobeinlinewiththeobjectivestheUSADoDistryingtoachievewiththe reformsdirectedbyCongressandDoDAcquisitionExecutives.

DoDInstruction5000.02(Dec2013)heavilyemphasizestailoringprogramstructuresand acquisitionprocessestotheprogramcharacteristics.Atthesametime,inMay2013,the ItalianArmystartedlookingforawayofsolvingtheproblemofthevolatilityoftheuser requirementthatisatthebaseofthesoftwaredevelopmentprocess.Theareaconsidered wastheCommandandControlonewhereagooddealoflessonslearnedwereavailable fromoperationsinIraqandAfghanistan.Itwasobservedthatthemissionneedsinthearea werenotonlychangingfromonemissiontoanotherbutalsointhetimeframeofthesame mission.

Itwasevidentthatthetraditional “waterfall” softwarefactoriesapproachwasnotusable anymore.Agiledevelopmentmethodsseemedtobecapableofdeployingquickerandless riskyproductionlinesbytheadoptionofsimpleprinciples:

• Respondingrapidlytochangesinoperations,technology,andbudgets;

• Activelyinvolvingusersthroughoutdevelopmenttoensurehighoperationalvalue;

• Focusingonsmall,frequentcapabilityreleases;

• Valuingworkingsoftwareovercomprehensivedocumentation.

AgilepracticessuchasSCRUMinclude:planning,design,development,andtestinginto aniterativeproductioncycle(Sprint)abletodeliverworkingsoftwareatshortintervals (3weeks).Thedevelopmentteamscandeliverinterimcapabilities(atdemolevel)tousers andstakeholdersmonthly.Thesefastiterationswithusercommunitygiveatangibleand effectivemeasureofproductprogressmeanwhilereducingtechnicalandprogrammaticrisk. Responsetofeedbackandchangesstimulatedbyusersisfarquickerthanusingtraditional methods.

TheUser/stakeholdercommunityintheArmyisveryarticulated,includingOperational Units,MainAreaCommands,andSchools.The firststepwehadtotakewastheestablishmentofagovernancebodywhichcouldeffectivelyandunivocallydefinethe “Mission Threads” fromwhichthesupportfunctionsarederived.

Our firstScrumteam(includingmembersfromIndustry)wasestablishedinMarch2014 anduntilnowhassuccessfullyrun8productioncycles.Letmesayproudlythatthereare notmanysimilarproductionlinesinthemilitarysoftwarearena.Ofcoursetheintroduction oftheAgileScrummethodologywasnoteasynorsimpletobeworkedout.Arelevant culturalchangeisrequiredtoswitchfromaProgramManagement,timegoal,approachtoa teamcentric,customersatisfaction,approach.Icannotsaytodaythattheprocessisconcludedbutwehaveenoughconfidenceinthemethodnowtoseeaclearwayahead.

Wearereadytoshare,withourindustrialpartnerstheresultsofourexperiencetohelpthem buildsolidandpermanentagileproductionteams.

ManagingIncreasingUserNeedsComplexityWithintheITA ArmyAgileFramework ...................................1

FrancoRaffaeleCotugno

HowAgileDevelopmentCanTransformDefenseITAcquisition ......13

SuJ.Chang,AngeloMessinaandPeterModigliani

AMINSEP-AgileMethodologyImplementationforaNewSoftware EngineeringParadigmDe finition.AResearchProjectProposal .......27

VincenzoMauroandAngeloMessina

ItaArmyAgileSoftwareImplementationoftheLC2EVOArmy InfrastructureStrategicManagementTool ......................35 DavideDettori,StefanoSalomoni,VittorioSanzari,DinoTrenta andCristinaVentrelli

ConsumerElectronicsAugmentedRealityinDefenseApplications ....51 CristianComan,PascalvanParidonandFrancoFiore

Agile:TheHumanFactorsastheWeakestLinkintheChain ........59 ErcoleColonese

RapidPrototyping ........................................75

NazarioTancredi,StefanoAlunniandPiergiuseppeBruno PairProgrammingandOtherAgileTechniques:AnOverview andaHands-onExperience .................................87

MarcoStella,FrancescoBiscioneandMarcoGarzuoli

Expressing,Managing,andValidatingUserStories: ExperiencesfromtheMarket ...............................103 CarloPecchia,MarcoTrincardiandPietroDiBello

SupplementingAgilePracticeswithDecisionSupportMethods forMilitarySoftwareDevelopment ...........................113 LuigiBenedicenti

Bene fitsofOpenSourceSoftwareinDefenseEnvironments .........123 DanielRusso

AgileSoftwareDevelopment:AModelingandSimulation ShowcaseinMilitaryLogistics ...............................133 FrancescoLongoandStefanoIazzolino

SoftwareCharacteristicsforProgramForzaNECMainSystems .....145 AngeloIng.Gervasio

AgilePlusNewArmyDiffusedandSharedLeadership .............163 StellaGazzerro,AntonioFrancescoMuschitielloandCarloPasqui

RoleoftheDesignAuthorityinLargeScrumofScrum Multi-team-basedPrograms .................................181 GiovanniArseni

MakeYourEnterpriseAgileTransformationInitiative anAwesomeSuccess ......................................191 EnricoMancin

DevOpsMovementofEnterpriseAgileBreakdownSilos, CreateCollaboration,IncreaseQuality,andApplicationSpeed .......203 FrancescoColavita

MBDAExtendibleC2WeaponSysteminCollaboration Environment ............................................215

C.DiBiagio,P.Piccirilli,F.Batino,S.Capoleoni,F.Giammarino, M.Ronchi,D.VitelliandA.E.Guida

Shu-ha-ri:HowtoBreaktheRulesandStillBeAgile ..............231 DottAntonioCapobianco

ANewDeviceforHigh-AccuracyMeasurements oftheHardnessDepthProfi leinSteels ........................239 RobertoLiVoti,GrigoreLeahuandConcitaSibilia AGILEMethodologyinProgesiMDAModel (Meta–Dynamic–Agile) ....................................243 MarcoDeAngelisandRobertoBizzoni

DataBreaches,DataLeaks,WebDefacements: WhySecureCodingIsImportant ............................261 RaoulChiesaandMarcoDeLucaSaggese

Self-validatingBundlesforFlexibleDataAccessControl ............273 P.Gallo,A.Andò andG.Garbo

ImprovingBugPredictionsinMulticoreCyber-PhysicalSystems .....287 PaoloCiancarini,FrancescoPoggi,DavideRossiandAlbertoSillitti PredictingtheFateofRequirementsinEmbeddedDomains .........297 WitoldPedrycz,JoanaIljazi,AlbertoSillittiandGiancarloSucci CapturingUserNeedsforAgileSoftwareDevelopment .............307 StellaGazzerro,RobertoMarsura,AngeloMessinaandStefanoRizzo ACourseonSoftwareArchitectureforDefenseApplications ........321 PaoloCiancarini,StefanoRussoandVincenzoSabbatino

ManagingIncreasingUserNeeds ComplexityWithintheITAArmy AgileFramework

FrancoRaffaeleCotugno

Abstract TheinnovationsintroducedintheItalianArmyinSoftware (SW)DevelopmentMethodologiesinthecontextofthe “ITAARMYAGILE” (IAA)initiativerequireattentiveandtailoredgovernancewithregardtothegrowth oftheenterprisecomplexityandthefuturerequirementsrelatedtothedevelopment ofCommandandControlsystems.Startingfromalimitedapproachcenteredona singleIntegratedDevelopmentTeam(IDT),anunprecedentedgrowthoftheproductisbeingexperienceddueessentiallytothefactthatthecustomerhasbeen “educated” andisnowcapableofstatingitsneeds.Consequently,inthepositive environmentcreatedandwitnessedbythechangeofmentality,abriefdescription oftheissues,chieflybutnotsolelylinkedtothescarcityofresources,timemanagement,andprocedurescomplexity,willbeprovidedinordertotakethewhole LandCommandandControlEvolution(LC2EVO)undertheexpectedcontrol.

1Introduction

Startingfrom2014,anewmethodology,stronglysupportedbytheArmyGeneral Staff(AGS)LogisticDepartment(LD),hasunquestionablyservedtochangethe ItalianArmy’swayofprocuring/developingsoftware.Duemainly,butnotsolelyto thefactthatmilitaryrequirementsarehardlypronetobedefinedtoomuchin advancebutratheraretobescopedinarepetitivecycleofcontinuousrefi nements, theItalianArmyhasapproachedandultimatelyimplementedanAgileSoftware DevelopmentMethodology(AM)[1, 2].

FrancoRaffaeleCotugno ItalianArmyGeneralStaff(IAGS).

F.R.Cotugno(&)

StatoMaggioredell’EsercitoItaliano(SME),Rome,Italy e-mail:franco.cotugno@esercito.difesa.it

© SpringerInternationalPublishingSwitzerland2016 P.Ciancarinietal.(eds.), Proceedingsof4thInternationalConference inSoftwareEngineeringforDefenceApplications,AdvancesinIntelligent SystemsandComputing422,DOI10.1007/978-3-319-27896-4_1

AmonganumberofAMs,SCRUMhasprovedtobetter fitthespeci ficenvironmentleveragingontoitsinherentabilityofsuccessfullymanagingandaccommodatingever-changingrequirements[3].

Theinitialimplementationhaspointedoutsomeincompatibilitiesbetweenthe traditionalSCRUMandthespecificitiesoftheArmyenvironmenttobeessentially linkedbacktothebidimensionalnatureoftheorganizationinvolvingbothmilitary andciviliansaswellastothecomplexityofthedefensestructureinvolvingmultiple threads.Asadirectconsequenceoftheseconstrains,ITAARMYAGILE(IAA)has beenimplementedintheformofacustomizedapproachtotheSCRUMmethodologyspeci ficallytailoredtoaddresstheArmyneeds[4].

Therefore,IAAhasbeen firstlyconsideredasanopportunitytobeinvestigated andonlyafterapositiveassessmentwithregardtoitsfeasibilitytoaddressArmy requirementshadbeenmade,itwasgraduallyimplemented,henceprovidingforan opportunitytodemonstrateitsabilityintimelydeliveringqualitysoftwarefocusing onvaluefromtheuser ’sperspective[5–7].Theexperience,thusfar,hasprovided evidenceofthefactthattheIAAappliedtomilitarysystemswhosereliability constitutesanelementofparamountimportanceisalsoinstrumentalincontrolling softwaredevelopmentcostsandlengthofthedevelopmentcycles,andultimately generatescustomers’ satisfaction[7, 8].

Lastyear ’sactivitieshavemainlyfocusedonreinforcingexperiences, approachingtheculturalchangebeneficialtoallofcommunityofinterest(COI), andpersuadingand “educating” peoplewithrespecttotheneedtoremainatthe centeroftheprocess,asboththerequirements’ ownerandthe finaluser.Having maturedaclearunderstandingoftheprocessandacquiredanunambiguousideaof theirneedsenabledpeopletosupportthemethodology.

Consequently,themissionoftheAGSLDhasbeenofsignificantcomplexityin, concurrently,educatingpeople,deliveringincremental “pieces” ofcapabilitiesall thewhilemonitoring,assessing,andeventuallyrefiningprocesseswiththeaimto enhancetheireffectiveness.

Thestepwiserefinementprocesshasbeenputinplace,andithasprovedthat withintheItalianArmy,IAAcanworkeffectivelyonlyifitiscapableofmanaging itsgrowth[9].

Alltheseabove-mentionedaspectswillbeexploredinthispaper,including thewholeprocessofmanagingtheIAAtodevelopthenewCommandand ControlSystem(LC2EVO LandCommandandControlEvolution)fortheItalian Army[10].

Insodoing,thepaperisorganizedasfollows:Sect. 2 underlinesthemain characteristicsoftheCommandandControlfunctionandwhydevelopinginterms ofmissionthreadsisconvenient;Sect. 3 presentssomedetailsabouttheone-team systemonwhichtheIAAhasbeenbased;Sect. 4 discusseshowIAAhasgrown andhowtheportfoliomanagementissueshaveposedathreattotheentireprocess butalsohighlightshowsolutionshavebeenimplemented;and finally,Sect. 5 draws theconclusions.

2CommandandControl

AnyCommandandControl(C2)capabilityisessentiallybasedupontheexerciseof authorityanddirectionbyaproperlydesignatedcommanderoverassignedforcesin theaccomplishmentofthemission[9].Thechallengeistodeliverthiscapabilityin theformofaC2 “automatedsystem” whichseamlesslyintegrateshardware, software,personnel,facilities,andprocedures.Furthermore,suchsystemisto orchestrateandenactautomatedandefficientprocessesofinformationcollection, processing,aggregation,storage,display,anddissemination,whicharenecessaryto effectivelyexercisecommandandcontrolfunctions[11].

LC2EVOisbaseduponthedevelopmentofanautomatedprocessformanaging missionthreads(developedasFunctionalAreaServices FAS)whichconsistofan operationalandtechnicaldescriptionofthe “end-to-end” setofactivitiesandsystemsthatenabletheexecutionofamission.

Thesemissionthreadsareausefulmechanismtosetupaframeworkfor developingusers’ needsforanewsystem.Theydescribethesystemfromtheuser ’s prospectiveaswellastheinteractionbetweenoneormoreactors,maytheseactors beendusers,othersystems,orhardwaredevices.

Eachmissionthreadisfurthercharacterizedbyspecificvariables,toinclude geographical/climate,cultural/social,andevenmilitaryfunctionalareasorsingle organizationspecifi cities.

PursuanttoNATOISAFdoctrine,theMissionthreadsonwhichLC2EVO developmenthasbeenbaseduponareasfollows:

– Battlespacemanagement(BSM),

– Jointintelligence,surveillance,reconnaissance(JISR),

– Targetingjoint fires(TJF),

– Militaryengineering counter-improvisedexplosivedevices(ME-CIEDs),

– Medicalevacuation(MEDEVAC),

– Freedomofmovement(FM),

– Forceprotection(FP),and

– Servicemanagement(SM).

3ITAArmyAgile TheFirstTeam

The firstteam(so-calledIDT1)hasbeendevelopingthe firstmissionthread “battle spacemanagement” withoutanyconcernaboutthenecessityofmanagingcoherentlymoreteamsdevelopingmoreMT(portfolioofproducts).

Sincerequirementschangeduringtheperiodbetweeninitialspeci ficationand deliveryofa “piece” oftheproduct,IAAappearstobeveryattractiveformilitary applications,whereastheappetiteofthestakeholderneedstobebothstimulated andeveneducated.TheconceptsupportsHumphrey’sRequirementsUncertainty

Principle,whichstatesthatforanewsoftwaresystem,therequirement(theuser story)willnotbecompletelyknownuntilaftertheusershaveusedit[9, 12].

IAA,similartoSCRUM,allowsforZiv’sUncertaintyPrincipleinsoftware engineering,whichobservesthatuncertaintyisinherentandinevitableinsoftware developmentprocessesandproducts[13].AnditaccountsforWegner’smathematical proof(lemma)thatitisnotpossibletocompletelyspecifyaninteractivesystem.

IAAisthoughttosupportchangingrequirementsthroughtheimplementationof anincrementaldevelopmentapproachandcloseinteractionwiththecustomerand theuserand finallywithallthestakeholders.Accordingtothisapproach,the customerbecomespartoftheIDT,allowingabetterunderstandingoftheneedsand afasterdevelopmentofthesolution.

TheIAAmethodologyisnotaone-size- fits-allapproachinwhichallthedetails oftheprocessareprede finedandthedevelopmentteamhavetostickwithitwithout anymodification.Onthecontrary,IAAdefinesahigh-levelapproachanda “state ofmind” fortheteampromotingchangemanagementand flexibilityinthework organizationaimedatsatisfyingthecustomerneeds(whichisthe finaltargetofthe entireeffort).AsalltheotherAMs,IAAdefinesvalues,principles,andpractices focusedonclosecollaboration,knowledgesharing,fastfeedback,taskautomation, etc.

AnIAAteamincludesthefollowingactors:aProductOwnerTeam(POT),a SCRUMMaster(SM),anIntegratedDevelopmentTeam(IDT),andaIAACoach. ThedevelopmentprocessstartsfromavisionoftheProductOwner(PO).Such visionisabroadstrokeandhigh-leveldefinitionoftheproblemtoaddressthatwill berefinedandnarrowedduringthedevelopmentthroughthebackloggrooming. Thebackloggroomingisanactivitythattakesplaceduringtheentiredevelopment processfocusingonsharpeningtheproblemdefinition,pruningredundantand/or obsoleterequirements,andprioritizingrequirements.Moreover,thePOdefinesthe scenariosandthecriteriausedtotest(andaccept)theuserstories.

ToadoptSCRUMforthepurposeofdevelopingsoftwaresystemsinclose cooperationbetweentheItalianArmyandexternalcontractors,theIAAteamhas beenorganizedasfollows[1]:

ProductOwnerTeam(military):Itprovidesthevisionofthe finalproductto theteam.Membersrepresentingallthegovernancelevels(accordingtothe below-mentionedorganization)areassignedtothePOT.Themorethisrolecan beplayedbythestakeholder,thebetteritis,sinceshorteningthelengthbetween theuserandthedeveloperhasprovedtobekeyforsuccess.Embeddingthe stakeholderwithintheteam,makinghim/herwellawareofthemethodologyand providingfortheabilityofinterfacingdirectlywiththedevelopers,isawayof pursuingcustomersatisfactiontothegreatestextent.Theavailabilityofthe stakeholderinfullysupportingtheIDTandtheSMhasasigni ficantimpacton thedevelopmentitselfservingconcurrentlyasavehicleforrequirements’ refinementandasagroundforbuildingasenseofownershipofthe finalproduct which,inturn,isdeemedtofacilitateoperationalandusers’ acceptance[12].For thesereasons,theIDTmembersneedtopossessawideknowledgeaboutthe

systemunderdevelopmentandaclearvisionontheexpectedresults.Moreover, theyhavetobeinvolvedinthetestingofthesysteminaccordancewitha speci ficorganizationthattheArmyhasdeveloped.ThecontributionofthePOis ofextraordinaryimportance,particularlyatthebeginningoftheprojectduring thede finitionoftheproductbacklogandduringthereprioritizationactivities requiredincaseofsigni ficantchangesinthebacklog.WithinthePOT,the individualdelegatedtosupporttheeverydaylifeoftheDPistheOperational ProductOwner(OPO).TheOPOparticipatesactivelyinthedevelopmentandin promotingteam-buildingactivitiesinconjunctionwiththeSM.

IAAMasterorsimplyScrumMaster(SM)(military):Heisanexpertinthe usageoftheIAAmethodologyandhasacentralroleintheteamcoachingthe IDTandhelpinginthemanagementoftheproductbacklog.TheSMhelpsthe IDTtoaddresstheissuesintheusageandadaptationoftheIAAmethodologyto thespeci ficcontextinwhichtheteamworks.Moreover,heleadsthecontinuous improvementthatisexpectedfromanyagileteam.AnadditionaldutyoftheSM istoprotecttheIDTfromanyexternalinterferencesandleadtheteaminthe removalofobstaclesthatmaynegativelyimpactproductivity.Onceagainthe SMneedstobeamilitaryandtohaveastrongerattitudethanhishomologuein the “classic” SCRUMmethodology.Heisstillafacilitator,buthedoesneedto takethecontroloftheteam,accountingforthedifferentculturaloriginsofthe members.TheSMandthePOaretocloselyandcontinuouslycollaborateto clarifytherequirementsandgetfeedback.Healsohastotakeresponsibilityfor overallprogressandinitiatecorrectiveactionswhennecessary.Moreover,heis expectedtobuildandsustaineffectivecommunicationswithkeystaffand organizationalelementsinvolvedinthedevelopmentasrequired.

– IntegratedDevelopmentTeam(bothmilitaryandciviliansfromcontractors): Teammembersarecollectivelyresponsibleforthedevelopmentoftheentire product(stepbystep,pieceafterpiece),andtherearenospecialistsfocusingon limitedareassuchasdesign,testing,anddevelopment.Allthemembersoftheteam contributetotheentireproduction.TheDTisself-organized,althoughcomingfrom differentcompaniesandevensomeofthemfrommilitarybranches,theyaretobe empoweredtodeterminewithoutanyexternalconstraintshowtoorganizeand executethesprintbacklog(theselectedpartoftheproductbacklogthathasbeen identifiedtobeexecutedinasprintordevelopmentiteration/cycle)basedonthe prioritiesdefinedbythePOT.TheyareguidedbytheSA,who,assaid,isamilitary inchargeofmanagingtheteamintermsofproblemsolver,decisionsupporter,and tointerfacewiththeexternalcomplexorganization.TheDTusuallyincludes between3and5people,allexpertsoftwaredevelopers.

– IAACoach(civilianfromthemaincontractor):He/shemanagesandplans requiredresourceswithintheframeworkoftheIAAinaccordancewiththe financialregulationsandintheframeworkoftherunningcontracts(itisnotthe coreofthispaperlookingintothecontractualissues).Industryisdelegated authoritytotailorexpertknowledgetomeetspecificcircumstancesandcoordinatingpoolofresources.ScrumMastersareinchargeofdirectlyseeking

resourcesfromIAACoach,whoisentitledtoallocatethemandnegotiatethe requiredtimeaswellastherelevantlaborprofiles.

ThegoalofIAAistodeliverasmuchqualitysoftwareaspossiblewithineach four-weeks-lastingsprint.Eachsprintistoproduceadeployablesystem,although partial,tobefullytestedbytheuserforthepurposeofprovidingfastfeedbackand to fixthepotentialproblemsorrequirementsmisunderstandings.

InthecontextoftheArmy’sactivities,testingvestsaprimarilyroleandwillbe doneatthreedifferentlayers:(1)performedbythedevelopmentteaminthe “developmentenvironment” andtheninaspeci fic “testingenvironment” havingthe samecharacteristicsofthe “deploymentenvironment”;(2)testingactivitiesperformedbymilitarypersonnelinvolvedintestbed-basedactivities,inlimited environmentstovalidatetheactualeffectivenessofthedevelopedsystemsin trainingandrealoperatingscenarios(integratedtestbedenvironment);and (3)testingactivities “onthe field” performedtoverifythecomplianceofthe developedsystemstothenationalandinternationalstandardsandgatheroperationalfeedbacktoimprovethesystem’sperformanceandusability[1].

IAAischaracterizedbyshort,intensive,dailymeetingduringwhichteam memberinputssystemtwovariables(whathasbeendevelopedthedaybeforeand whatistobeperformedonthespeci ficdate)foreachactivetask.

Attheendofeachsprint,asprintreviewtakesplacetoverifytheprogressofthe projectbycomparingdevelopmentperformancetopredevelopedbenchmark expectations.Theresultsofthereviewareusedtoadapttheproductbacklog modifying,removing,andaddingrequirements.Thisactivityisveryimportantfor thesuccessofaprojectandinvolvesallthememberoftheIDTandtheinterested stakeholders.Theproductbacklogisdynamic,changingcontinuouslycollectingall therequirements,issues,ideas,etc.,andshouldnotbeconsideredasastaticelementsasindeeditisdesignedtosupportthevariabilityoftheenvironment.

ThesprintreviewisfollowedbythesprintretrospectiveinwhichthePOT,the SM,andtheIDTanalyzetogetherthesprintendresultstoevaluateitseffectiveness andtoidentifyissuesandopportunities.

Inconclusion,thecontentoftheparagraphstatesthatIAAhasdemonstrated havingtheorganizationtodeliverqualitysoftwareontime,focusingonthevalue fromthecustomer ’sperspective[1, 4, 5]butlimitedtooneIDT.

Criticaltotheoveralldevelopmentisaunifi edorganizationformanaginggrowing complexity,involvingmoreteamsdevelopinguserstoriesforthewholeC2community,withinseveralmissionthreads(Fig. 1).Startingfromthejust-one-team

experience,notingthecomplexitygrowthresultingfromamulti-teamdimension,a Team–Product–Portfolio–Strategy(TPS2)governancehasbeensetupbasedupon allthedifferentlevelsofthemilitaryhierarchy.Eachmissionthreadhasbeen associatedatleasttooneIDT.Sometimes(suchastheteam1),therelationisoneto manyresultingintheneedforproduct(equalmissionthread)management. Coherenceamongallthemissionthreadsisgivenbytheportfoliomanagement guidedbythestrategiclevel.

TP2Sguidesdecisionmakerstostrategicallyprioritize,plan,andcontrolportfolios.Italsoensuresthattheorganizationcontinuestoincreaseproductivityand iterativeincrementalproductdeliveries addingvalue,strengtheningperformance, andimprovingresults.

Iteliminatessurprisesprovidingmilitaryhierarchywithaprocesstoidentify potentialissuesearlierinthedevelopmentlifecycle,toenhancethevisibilityhence toenablecorrectiveactiontobetakenbefore fi nalresultsareimpacted.

Itbuildscontingenciesintotheoverallportfolio:Flexibilityoftenexistswithin oneIDT,butbyintegratingdevelopmentsacrosstheentireportfolio,organizations canachieve flexibilityaroundhow,where,andwhenitisneededtoallocate resources,alongsidethe flexibilitytoadjustthoseresourcesinresponsetoacrisis comingfromanIDT.

TP2Sdoesmorewithless:Accordingtothe figuresresultingfromthecomparisonbetweentheclassicdevelopmentmethodologiesandIAA,customersatisfactionhasbeenconsistentlyachievedwhilecuttingoutinefficiencies,reducing costs,andensuringaconsistentapproachtoallproductsandportfolios.

Itensuresinformeddecisionsandgovernancebybringingtogetherallteam collaboratorsandprocessesintoasingle,integratedsolution.Aunifiedviewofthe portfoliostatuscanbeachievedwithinaframeworkofrigorouscontrolandgovernancetoensureallproductsconsistentlyadheretobusinessobjectives.

TP2SextendsbestpracticeArmy-wide:Organizationscancontinuouslyimprove managementprocessesandcapturebestpractices,providingeffi ciencyandcustomersatisfactionasaresult.

Fig.1 TP2Sgovernance

Eventually,itforecastsfutureresourceneeds:Byaligningtherightresourcesto therightteamattherighttime,organizationscanensureindividualresourcesare fullyleveragedandrequirements,intermsofuserneeds,areclearlyunderstood.

4.1StrategyTeam

TheStrategyTeam(ST)istheseniorArmyBoardwiththeresponsibilityforthe developmentoftheuserstoriesandoversightoftheTP2Sprocessesthatwillbe employedtoexercisehigh-levelcontrolofthewholedevelopmentprocess.

ItwillsupportPOT(amemberispartofthePOTaswell)inmanagingboththe productbacklogandtheProduct/PortfolioTeamstodeliveriterationsoftheproduct tocustomerswhilealsopursuingoverallsystemcoherence.

ItwillresolveissuesarisingfromportfoliomanagementandwillidentifyIAA processhigh-levelshortfallsandinitiateeffortstoaddressthem.

4.2PortfolioOwner ScrumofScrum(POSoS)

Individualteamsworktogethertodeliverworkingsoftwareateachiterationwhile coordinatingwithotherteamswithintheprogram.

But,whenseveralscrumteamsworktogetheronalargeproject,scrumof scrumsisthenaturalnextstepforscalingagile,alsoinIAAframework.Firstly,the stand-upmeetingcomponentofscrumofscrumsisamulti-teamstand-up.Thisis not astatusmeetingnorisitameetingforscrummasterstotalkaboutagileprocess. Itisaratherashortmeetingtokeeppeoplefromaroundtheorganizationabreastof importantissuesacrosstheportfolioandittouchesondifferentdimensionsin accordancewiththetechnicalexpertiseoftheparticipants.

Togetstarted,amemberfromeachteamhastobeselectedasarepresentativeat thescrumofscrumsintheforeseenformat,ideallysomeoneinatechnicalrole.The scrumofscrumsisademocraticmeeting.Ascrummastercanhelpfacilitatethe stand-up,butunlikeinsingleteam’sstand-ups,theaimhereistofacilitateproblem solving.AsdepictedinFig. 2,themeetingwillbeheldweekly,butalternativesare beingarrangedtoenablethemeetingtobehelddaily.

Nevertheless,wheneverregardlessofitscadence,thismeetingisintendedto opendoorsforknowledgesharingandtobringtothesurfaceimportantintegration issuesaswellastoserveasaforumfortechnicalstakeholderstobemadeaware earlyandengage.

Sofarithasbeenchosentohavethescrumofscrumsonlyonceperweekbut runthemeetingabitlongerthan15min.Thefocusremainsontobringingissues affectingthegrouptothesurfaceanddeterminewhatactions(ifany)needtobe takenandbywhom[9, 14].

IAAalso findsvalueinextendingotheragileceremoniessuchassprintplanning andsprintretrospectivestothescrumofscrums.Representativesmeetjustpriorto theirrespectivesprintplanningandsharewhatislikelytobepulledintotheir upcomingsprints(GlobalWorkshop).Thisisagreatwaytoavoidblocking dependenciesbetweenteamsandaddressintegrationissuesbeforetheybecome cripplinglypainful.Forretrospectives,thescrumofscrumsmeetsaftertheirlocal teamretrospectivesanddiscussactionitemsthatmayrequirecross-teamcoordinationtoresolve.

Whilescaled-upplanningandreflectionmaynotneedtobedoneeverysprint, these are importantpartsofagileculture.

ThePOSoSmanagestheactivityoftheProductTeams(PTs)todeliverthe overallprojecttotime,cost,anduserstoriesaccomplishment.

Whenappropriate,itmayreferissuestotheSTforresolutionwherefundamental policyorstrategyguidanceisneeded.Heisalsoresponsibleformanagingportfolio risks,dependencies,andcustomerexpectations.

Withintheoverallcontext,thePortfolioOwnerreportstotheSTwhenandif needed(managementbyexceptions).Requiredtasksarediscussed,agreed,and supportedbetweenthePortfolioOwnerandthePT.Thereafter,day-to-dayadhoc directionshallbegivendirectlybythePortfolioOwner,toensurespeci fictasks progresstotimelycompletionandtomonitorcostsanduserstories accomplishment.

ThePOSoSisalsoentitledtosupervisesprintplanning,includingthepreparationofsprintbacklogforeachPT.

Inexercisingtheseresponsibilities,POSoS,throughtheGlobalOperational ProductOwner(GOPO),mustensuretheachievementofcoherenceamongconstituentPTsincludingwhereappropriate:

Fig.2 SoSorganizationinIAA

Managementandcoordinationofuserstoriescapture; – Everydayactivities,includingsupporttoarchitecturedevelopmentanddesign withareverseengineeringprocess;and – Managementoversightoftestandsynchronizationofsystemincrements, includingtheestablishmentofsuitablefacilitieswheretesting “onthemilitary field.”

4.3ProductTeam(PT)

APTisdefi nedasatemporaryorganizationthatiscreatedforthepurposeof developingSWrelatedtoonesingleMissionThread.Moredevelopmentteamscan beincorporatedintoasinglePT.Iftheteamdevelopingonesinglemissionthreadis unique,thenthePTcanbeconsolidatedwiththeDT.

Itensuresthateveryoneinvolvedknowstheexpectationsandcontributesin keepingcost,time,andriskundercontrol.

Successfulteamshaveactivemanagementofrisks,issues,andtimelydecision making.

TheprimeresponsibilityofthePTistoensurethattheprojectproducesthe productasdepictedbytherelateduserstories,totherequiredstandardofquality andwithinthespeci fiedconstraintsoftimeandcost.

5Conclusions

Inthispaper,anoverviewofthemethodologyforaddressingthenewItalianArmy C2systemdevelopmentprocessandtherelatedgovernanceprocesshasbeen provided.Thedepictedanalysishasstartedlessthanoneyearago,butithas providedtheItalianArmywithaproductthathasmetusers’ needsandexpectations.Costhasalsobeensignifi cantlyreduced.Althoughclearlyalotofwork remainstobedone,theinceptionoftheinitiativehasproducedsignificantresults.

References

1.CotugnoFR,MessinaA(2014)AdaptingSCRUMtotheItalianarmy:methodsand(open) tools.OSS2014,the10thinternationalconferenceonopensourcesystems,Springer,Berlin

2.SillittiA,CeschiM,RussoB,SucciG(2005)Managinguncertaintyinrequirements:asurvey inplan-basedandagilecompanies,11thIEEEinternationalsoftwaremetricssymposium (METRICS2005),Como,Italy,19–22September

3.SchwaberK(2004)Agileprojectmanagementwithscrum,MicrosoftPress,USA

4.RuggieroM(2014)CoalitioninformationsharingandC2&enterprisesystemsevolution@ Italianarmy,briefinggivenattheNATOACTstrategiccommand,Norfolk,10December2014

5.OriginA(2004)MethodforQualificationandSelectionofOpenSourceSoftware(QSOS), http://www.qsos.org

6.WassermanA,PalM,ChanC(2005)Businessreadinessratingproject.BRRwhitepaper. http://www.openbrr.org/wiki/images/d/da/BRR_whitepaper_2005RFC1.pdf

7.JermakovicsA,SillittiA,SucciG(2013)Exploringcollaborationnetworksinopen-source projects.9thinternationalconferenceonopensourcesystems(OSS2013),Koper,Slovenia, 25–28June

8.MessinaA(2014)AdoptingAgilemethodologyinmissioncriticalsoftwareproduction.Point paper. http://ec.europa.eu/informationsociety/newsroom/cf/dae/document.cfm?

9.SutherlandJ(2001)Agilecanscale:inventingandreinventingSCRUMin fivecompanies. CUTTERITJ12(14)

10.CotugnoFR,MessinaA(2014)ImplementingSCRUMinthearmygeneralstaffenvironment, SEDA2014,the3rdinternationalconferenceinsoftwareengineeringfordefenceapplications

11.U.S.DOD(2008)InteroperabilityandSupportabilityofInformationTechnologyandNational SecuritySystems(CJCSI6212.01E)

12.SillittiA,SucciG(2005)Requirementsengineeringforagilemethods.In:AurumA, WohlinC(eds)Engineeringandmanagingsoftwarerequirements,Springer

13.ZivH,RichardsonD(1997)Theuncertaintyprincipleinsoftwareengineering,19th internationalconferenceonSWengineering,IEEE

14. https://www.atlassian.com/agile/ways-to-scale-agile ,07/04/201518:00

15.HumphreyWS(1996)Introductiontothepersonalsoftwareprocess,AddisonWesley,Boston

16. http://en.wikipedia.org/wiki/Project_portfolio_management

HowAgileDevelopmentCanTransform DefenseITAcquisition

Abstract Traditionaldefenseacquisitionframeworksareoftentoolarge,complex, andslowtoacquireinformationtechnology(IT)capabilitieseffectively.Defense acquisitionorganizationsforyearshavebeenconcernedaboutthelengthyIT developmenttimelinesandgiventhepaceofchangeinoperationsandtechnology, itiscriticaltolookfornewstrategiestoacquireITfordefensesystems.Overthe lastdecade,agilesoftwaredevelopmentemergedasaleadingmodelacrossindustry withgrowingadoptionandsuccess.AgileiscenteredonsmalldevelopmentTeams deliveringsmall,frequentreleasesofcapabilities,withactiveuserinvolvement. Fromaplanningandexecutionviewpoint,agileemphasizesaniterativeapproach witheachiterationinformingthenext.Thefocusislessonextensiveupfront planningforentireprogramsandmoreonresponsivenesstointernalandexternal changes,suchasoperations,technology,andbudgets.BasedonUSandItalian experiences,thispaperdiscussessomeofthecommonchallengesinimplementing agilepracticesandrecommendedsolutionstoovercomethesebarriers.

AngeloMessina:DeputyChiefItalianArmyGeneralStaffLogisticDepartmentandDSSEA Secretary.

S.J.Chang(&) A.Messina P.Modigliani

TheMITRECorporation,Virginia,USA

e-mail:sjchang@mitre.org

A.Messina e-mail:angelo.messina@esercito.difesa.it

P.Modigliani e-mail:pmodigliani@mitre.org

© SpringerInternationalPublishingSwitzerland2016 P.Ciancarinietal.(eds.), Proceedingsof4thInternationalConference inSoftwareEngineeringforDefenceApplications,AdvancesinIntelligent SystemsandComputing422,DOI10.1007/978-3-319-27896-4_2

1Introduction

Agilesoftwaredevelopmentpracticesintegrateplanning,design,development,and testingintoaniterativelifecycletodeliversoftwareatfrequentintervals. Structuringprogramsandprocessesaroundsmall,frequentagilereleasesenable responsivenesstochangesinoperations,technologies,andbudgets.Thesefrequent iterationseffectivelymeasureprogress,reducetechnicalandprogrammaticrisk,and respondtofeedbackandchangesmorequicklythantraditionalwaterfallmethods.

Whilethecommercialsectorhasbroadlyadoptedagiledevelopmenttorapidly anddynamicallydeliversoftwarecapability,agilehasjustbeguntotakerootacross manydefenseorganizations.1,2

Agiledevelopmentcanbedistilledintofourcoreelements:

• Focusingonsmall,frequentcapabilityreleases;

• Valuingworkingsoftwareovercomprehensivedocumentation;

• Respondingrapidlytochangesinoperations,technology,andbudgets;and

• Activeusersinvolvedthroughoutthedevelopmentprocesstoensurehigh operationalvalue.

Thefoundationofagileisacultureofsmall,dynamic,empoweredTeams activelycollaboratingwithstakeholdersthroughoutproductdevelopment.Agile developmentrequiresTeammemberstofollowdisciplinedprocessesthatrequire training,guidance,andopennesstochange.3 Whileagiledoesimposesomerigor, themethoddoesnotconsistofsimplyfollowingasetofprescribedprocesses,but insteadallowsdynamic,tailored,andrapidlyevolvingapproachesthatsuiteach organization’sITenvironment.

The fi rstsectionofthispaperwilldiscusstheItalianArmy(ITA)experience withagileimplementationandhowtheyhavemanagedthehurdlesrelatedto processandculture.ThesecondsectionofthepaperwilldiscussagileintheUS DoDacquisitionenvironment,theprerequisitesforagileadoptionintheUSA,and thebarriersasitrelatestoprogramstructure,requirements,andcontracting.Lastly, thepaperwillsummarizewithacomparisonofboththeITAandDoDexperiences withagileadoption.

2AgileintheItalianArmyEnvironment

Thelessonsidentifiedandlearnedforthelasttenyearsofmilitaryoperationsinthe areaoftheCommandandControlsoftwarehaveclearlyshownthelimitsofthe softwareengineeringtraditionalapproach.Therapidlychangingscenarioofevery

1Laphametal.[10].

2Northernetal.[15].

3USGovernmentAccountabilityOffice[8].

operationhaspointedouthowdifficultitistodefineastableandconsolidateduser requirementfortheC4Isoftwareapplications.TheITAGeneralStaffcallitas “volatilityoftheuserrequirement.” Ontheotherend,thesoftwareproductstobe usedinthemilitaryapplicationsaretraditionallydevelopedinstrictadherenceto softwarequalitystandardstolimittheriskproducedbyerrors,faults,and malfunctions.

AttheITAGeneralStaff,itwasdecidedtotrytoovercometheproblemofthe requirementvolatilitybysubstitutingthephysicaldocumentwitha “Functional-technologicalDemonstrator” asoftwareprototypetobeusedbythe militaryusertodescribehisneedsinpracticaltermsbyinteractingwiththeprototype.The “agile” methodsseemedtobebestcandidatestothisparticularkindof production.TheSCRUMdeclinationofagilewastheselectedapproachbecauseof theshortand fixedlengthofthe “Sprint” productioncyclesandthecleardefinitionof theroles.

WhentheITATeamwasatthepointofstartingthisnewapproachforthe fi rst time,therewasawidespreadawarenessinthemilitarycommunityoftherisks connectedtotheagilemethods:Scrum,XP,Kanban,etc.Nonetheless,theneedfor aparamountchangewassuchtobewillingtotaketherisk.Thisisthe fi rststep everyorganizationmustface:takingtheriskbutmanagingitdeliberatelyand aggressively.

Atthetimethe fi rstTeamwasstarted,agilescrumhadbeenaroundaslongas almost10yearsandthoughthereweremanysuccessstories,thereareasmanythat canalsobecharacterizedasafailure.Asamatteroffact,whenthe firstTeam finishedthe fi rstSprintandtherewasa “real” delivery,itwasquiteasurprise.The peopleinchargeoftheeffortwherequitereadytowatchacoupleof “warmup pseudo-sprints” buttotheirsurprise,allworkedprettywellsincethevery beginning.

Intheinitialperiod,atechnicalinvestigationoracomparativeanalysiswith othersimilareffortswasoutofthescopeoftheinitiative.Lateron,theneedtocome toathoroughunderstandingofwhythisScrum-derivedmethodworkedsowellin theArmyLogisticenvironmentbecamearealneed.Afterthe firstreleaseofthe softwarerealizedwiththisnewapproachinaseven-monthperiod,theneedto understandthereasonsofsuchagoodperformancewasnolongeramethodology issueorasoftwareengineeringcuriositybutarealnecessarystepintheprocessof consolidatingaproductionprocedure.

Afterayearintheprocess,theITAhassevenagileTeamsinplaceandworking. Thefull “ScrumofScrum” complexproductionlineisactiveandsynchronized. TheTeamsturnedonprogressivelytakingchargeofthefullarchitectureofan overarchingstrategicCommandandControltoolthatimplementsfullspectrumof thedecisionsupportactivity,stretchingfromthefacilitiesmanagementtothe operationalFieldApplicationServices(FAS).

TheprojectwasnamedLC2EVOandisnowworkingona5-week “Sprints” deliverycycle.

3ItalianArmyCultureandProcesses

Effectiveagileadoptionrequiresanewcultureandsetofprocessesthatmaybe radicallydifferentfromthoseinmanydefenseorganizationstoday.Agilepractices, processes,andcultureoftenruncountertothoseinthelong-establisheddefense organizations.Theagilemodelrepresentsachangeinthewaythegovernment conductsbusiness,andprogramsmustrethinkhowtheyarestaffed,organized,and managed,aswellaswhetherthebusinessprocesses,governancereviews,funding models,thatsupportanacquisitionarestructuredtosupportagile.Thefollowing eightreasonsarewhyearlyadoptersinITAArmydefenseorganizationsare succeeding.

1. Trustinpeople.TheempowermentoftheTeamshouldbedeeplyenforced fromthebeginning.InthecaseoftheITA,itwasnoteasynorsimple,butthe firststepinshapingtheagileeffortwastovalueindividualskillsandcommitments.Ascrumtoolwasusedforthispurpose:theuseofascrumdashboard with “post-its” andalltherelevantconnected “ritual” processeswasusedbythe ITA.Thescrum “Champion” andhisco-workerstookfullresponsibilityforthe resultoftheeffortbutimplementedazero-toleranceacceptanceofallthescrum elementstheTeamacceptedtoimplement.Inparticular,somepsychological sideeffectswereactivelypursued.Inthecaseofthescrumdashboardfor example,theelectronicequivalentofthe “post-it” userstorywasimplemented inparalleltoensuretraceabilityanddocumentation,butitneversubstitutedthe physicalactofdrawingthe “post-it” withtheprogrammernameandstickingit onthe “todo” areaofthedashboard.Thevalueofthissimple(public)ritualhas deepimplicationstogainpersonalcommitment.

2. Peopledotheirbestifgivenenoughfreedom.Anintegrateddevelopment Teamwithsubject-matterexperts(SMEs)workingtogetherwithbothcontractor ’sandgovernmentanalystsandprogrammersistheoptimalTeammix. Thepressuregeneratedbythedirectrelationshipwiththeproductowner(PO)is usefultoinspirestrongworkcommitmentsandcreatepositivetension.The SMEsbenefi tfromactuallywitnessing “their” functionalitytakeshapeand becomeworkingsoftware;andtheprogrammerstakeprideintheirabilityto translateuserrequirementsintosoftwarefunctionality.Whentherightlevelof performanceorqualityisnotbeingachieved,thereissharedaccountabilityfor thesuccessorfailureoftheresultsthatforcetheTeamtoworktogetheron commonsolutions.

3. NoprojectmanagementontopofScrumTeams.AccordingtotheITAagile methodology,puttingprogrammanagementontopofa “ScrumTeam” isa conceptualmistake.Sprintsaretimeboxedandtheonlydateavailableforpublic releaseistheendoftheSprint.Anyquestionsuchas “areyouableto finishby xxxx?” hastoberephrasedas “Howmanystoriesareyouableto finishwithin thetimeboxofthenextSprint?” Thisisprobablythetoughestissuetosolve withanylegacyorganization.Flowcharts,pertcharts,andtime-markedprogramsareincompatiblewiththisvisionofagilescrum.

4. Scrumdoesnotimprovesoftwarequality,capablepeopledo.Having low-skilledpersonnelontheTeamisnotacceptable.Forsomeprofessionals (security,dataarchitecture,softwarearchitecture,andfewothers)top-level expertiseisrequired.Sometimes,teamworkandagoodScrumMastercanwork outsituationswherethereisalackofspeci ficexpertise.Insuchcases, “technical gap fillingtraining” storieshavetobeaddedtotheproductbacklogandtheir prioritylevelhastobeacknowledgedbytheproductowner/stakeholder.

5. AnagileTeamcontinuouslyimproves.ThatiswhyScrumhasretrospectives toseewhatwentwell,whatcanbeimproved,andtodefineactions.Peoplehave anaturaltendencytoseekimprovement.IntheITAagile “scrum” environment, improvementisalmostautomatic:Itcomesoutbythecontinuousconfrontation processintheTeam.EachTeammemberlearnsfromtheothersespeciallyfrom thenon-programmers.

Resistancetochangeisoneofthemajorissuestoovercomewhenimplementing anyagileproductionTeam.Resistancetothenewwayisalmostasnaturalasthe tendencytoseekcontinuousimprovement.IntheLC2EVOimplementation,not muchofthisproblemwasfoundamongtheanalystsandprogrammers,butit couldhavebeenanissueamongthemanagement.Asstatedbefore,notraditional programmanagementofanykindwasallowedintheITAArmyagileeffort.

6. Theproductownerrole.ThePOisneveralone.Aproductownershipboardis recommendedthatitincludesstakeholderrepresentativeswithdecisioncapability.APOhastocontinuouslyworkwiththeTeamtoensurethe “nominal” scrumfunctionsaremetandgivetheTeamaprecisepointofreference.Onthe otherend,intheITAvision,aPOhastokeepclosecontactwiththestakeholder torefinetheuservisionoftheevolving “requirements” andmakesurethestake holder ’sexpectationsaremet.TheadoptionofaPOboardensuresacontinuous linkwithbothsidesofthecommunity:thestakeholdersandtheTeam.Being partoftheTeam(atleastwithonemember),thePOboardisfullyawareofthe levelofqualityofthedevelopedsoftware.Inthedomainof “mission-critical” applications,thequalityandthenthesecurityandreliabilityoftheproductare speci fiedbythedefinitionofhighpriorityuserstories(writtenbytherelevant expertsontheTeam)andtheimplementationofsuchstoriescannotbedifferent. ItistruethatthestakeholdersideofthePOboardwilltrytogobacktotheold way “Justdeliverthosefeaturesasfastaspossible” andwilltrytotransformthe Sprintdeliverydateinadeadlinebutthiscanbeavoidedwiththecontinuous watchbythePOsandScrumMasteronthecorrectnessoftheapproach.

7. Productquality.Acontrolledenvironmentwheretheuseofcodingstandards wastherulewasimplementedbytheITAArmy.Toavoid “cowboycoding,” theITAArmyagileenvironmentincludesalayerofsoftwaretoolswhichgive inrealtimethequalityleveloftheproducedcode.Thisenvironmentis, firstof all,asupporttotheprogrammerstounderstandhowwelltheyareperforming. Intheeventthelevelofqualitydecreases,theyhavethepossibilitytoinsert “knowledgeacquisition” storiesintheproductbacklogto fill “technicalor cultural” gaps.

8. Tailoredorganization.Asstatedbefore,noprojectmanagementonthe stakeholdersideisacceptedasthe “fee” topayinexchangeofthepossibilityof modifyingtheproductbacklogafteranyoftheSprints.Anynegotiationis carriedonintermsoffeatures(userstoriestobedeleted,insertedorchangedin priority)tobedeliveredinthenextSprint(s).

Thematterofthecontractualimplementationoftheagileframeworkisfarfrom beingsolvedandmanygroupsareworkingonthisissue.IntheITAArmyagile effort[3]toproduceLC2EVO,arelevantdecreaseinthetotalcostoftheproduced softwarewasexperienced.Detailedinvestigationonthetechnicaldetailsofthis decreaseisstillongoing,butat fi rstglance,itisreasonabletosaythatthemaincost reductiondriverswerethefollowing:

• Onlytherequireddocumentswereelaborated,noonewastaskedtowrite uselesspiecesofpaperthatnobodywasgoingtoreadjustbecauseofastandard.

• ThefocusbytheTeamonthemostdesiredfeaturesendsupina “natural” code densityintheareasmostvaluedbythecustomerproducingsomekindof multiplyingfactor(stillunderinvestigation).

• Userstorieswithnobusinessvaluearequicklydroppedoutandcanceledfrom theproductbacklog.Inthisarea,thequickdeliveryfeatureoftheagilemethods helpstostimulatethecustomerfocusonwhathereallywantswhichmaynotbe soclearatthebeginningoftheproject.

4AgileintheDoDEnvironment

Despitethesuccessthatagiledevelopmenthasachievedintheprivatesector, commercialimplementationofagiledoesnotdirectlytranslatetoagileadoptionin theDoDenvironment.Thebarrierstoprogramstructure,requirements,contracting, andcultureandprocessesoftenstemfromthesekeydifferences.First,thegovernmentmustadheretoasetofrigorouspolicies,statutes,andregulationsthatdo notapplytothesamedegreetothecommercialsector.4 Followingtherulesthat governfederalacquisitionofteninvolvesabureaucratic,laborious,andslowprocessthatgreatlyinfluenceshoweffectivelyDoDcanimplementagile.Second,the commercialsectorhasadifferentstakeholdermanagementprocessthanthegovernment.Private firmsareaccountabletoaninternalandlayeredmanagement structurethatusuallygoesnohigherthanacorporateboardofdirectors;thefew possibleexternalstakeholders(e.g.,laborunions)rarelycausefrequentandmajor disruptions.

Thegovernmentbureaucracyhaslayersuponlayersofstakeholderswithahigh degreeofinfluencethatcancreatefrequentandsignificantdisruptions.Everything fromachangeinthepoliticaladministrationtobudgetsequestrationcanexert

4Laphametal.[11].

signifi cantexternalinfluenceonaDoDprogram.Lastly,thebureaucraticlayersof governmentmakeitdifficulttoempoweragileTeamstothesameextentasinthe privatesector.Thecommercialsectorhasconsiderablelatitudetomakeadjustments throughoutthecourseofthedevelopmentbecausecompaniescloselylink accountability,authority,andresponsibilitiestopushdecisionmakingtothelowest levels.Thegovernment’stieredmanagementchainofcommandmakesitdiffi cult fortheagileTeamtomakedecisionsquicklyandunilaterally.

TheabovecomparisonsdemonstratetheneedforDoDtotailoragileprocesses toitsuniquesetofpoliciesandlaws.Hereinliesthefundamentalissuewithagile adoptioninDoD.Thepractices,processes,andculturethathavemadeagile developmentsuccessfulinthecommercialsectoroftenruncountertothecurrent practices,processes,andcultureinthelong-establisheddefenseacquisitionenterprise.5 Inmanyways,theacquisitionenvironmentneededtoexecuteagiledevelopmentistheoppositeoftheacquisitionenvironmentinplacetoday.

• Thesmall,frequentcapabilityreleasesthatcharacterizetheagiledevelopment approachdirectlycontrastwiththetraditionalDoDacquisitionmodeldesigned forasinglebig-bangwaterfallapproach.6 Currently,everystepintheacquisitionsystemmustbeextensivelydocumentedandapprovedpriortoexecution. Forexample,accordingtoDoDpolicies,anITacquisitionprogrammustmeet 34statutoryandregulatorydocumentationrequirementspriortobeginning development,7 whereasagileemphasizesworkingsoftwareovercomprehensive documentation.8

• Agilealsoenablesrapidresponsetochangesinoperations,technology,and budgets.Bycontrast,DoDrequiresbudgets,requirements,andacquisitionsto beplannedupfront,oftenseveralyearsinadvanceofexecution,andchanging requirements,budgets,andstrategiesduringtheexecutionprocessisdisruptive, time-consuming,andcostly.9

• Lastly,agilevaluesactiveinvolvementofusersthroughoutthedevelopment processtoensurehighoperationalvalueandcontinuouslyre-prioritizesthe ongoingrequirementprocessonthebasisoffeedbackfromtheusercommunity ondeployedcapabilities.Today’sDoDrequirementprocessisstatic,andrigid andlimitsactiveuserinvolvementandfeedbackduringthedevelopment process. 10

5Broadus(January–Feburary[2]).

6Ibid.

7DefenseAcquisitionUniversity(DAU)[4].

8Lapham,DoDagileAdoption,[9].

9ModiglianiandChang(March[14]). 10Laphametal.[10].

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the most promising approaches to a humanization of industry. Incidentally, the book discusses in detail and with reference to successful experiments the merits of welfare, educational, insurance, pension, profit sharing and industrial representation schemes.” Survey

Booklist 17:11 O ’20

Reviewed by G: Soule

Nation 111:534 N 10 ’20 50w

“There seems to be one thing overlooked. In speaking of human relations, the author seems to have in mind kindliness, friendliness, charitableness of which we have none too much. She does not mean anything as fundamental as the economic relationship of classes to one another, to the soil and natural resources, to the powers of government. She reminds me pathetically of the reformers who hoped to save the institution of slavery by inducing slave holders to treat their slaves and mules in a more kindly way. ” B. C. G.

+

N Y Call p11 S 12 ’20 580w

“It is a book that all employers of labor ought to read, because whether or not they have sensed that new era, or even entered upon it, they will find in it eye-opening ideas, helpful suggestions. It is a book that all laboring men who have begun to think ought to read, because it will set them on the right track in their thinking.”

+ N Y Times p30 Ag 22 ’20 780w

R of Rs 62:110 Jl ’20 30w

Survey 44:638 Ag 16 ’20 130w

FELLOWES, EDMUND HORACE, ed. English madrigal verse, 1588–1632. (Oxford English texts)

*$6.25 Oxford 821:04

20–17023

“This is a reprint of the known words of Elizabethan songs, arranged under their composers and, among these, under the particular type of song, with the names of the poets in the few cases where they are known. In all of these songs both words and voice part were paramount. For if, as in the first half of the book, they were madrigals (for from three to six voices), each voice was sovran in turn, and each vied with the other in the amount of meaning it could impress on the words. If, as in the second half, they were solos or duets, then they had the sketchy accompaniment of the lute, or the support of veiled and velvety-toned viols. The first are necessarily short, for the madrigal form required much repetition of words; pithy, for if a voice is only to be heard at intervals it should have something terse to say; and conventional, for you cannot put intimate sentiments into the mouths of half a dozen different people in succession. The second are more elaborate. They are all true lyrics in that they take one point and press it home.” The Times [London] Lit Sup

“To all who love the lyric, English madrigal verse will be a genuine delight. Its careful editing makes the musical construction quite clear, and the material is indeed a treasury of quaint verse. ” C. K. H.

Boston Transcript p3 D 1 ’20 680w

“A learned and careful work which only a scholar both in literature and in music could have brought to a conclusion.”

Nation 112:47 Ja 12 ’21 260w

“Interesting and scholarly book.”

The Times [London] Lit Sup p493 Ag 5 ’20 6300w

THEODORE. German spies at bay; comp, from official sources. il *$2 Brentano’s 940.485 (Eng ed 20–8200)

“This is a record of interest, exactly recording the actual work of our Secret service and the particulars of the chief German spies whom it traced and dealt with, and exposing the error of much of the panic about spies in England which at one time prevailed.”—The Times [London] Lit Sup

“Mr Felstead is not dull, nor truthfully can one think, brilliant. Those who are interested in spies will be reading for information (possibly thrills), and herein the author is enthusiastically cyclopedic.”

Boston Transcript p4 O 23 ’20 230w

The Times [London] Lit Sup p174 Mr 11 ’20 50w

“Mr Felstead has written an amusing as well as an instructive book, and he seems to have steered cleverly between the rocks of reticence and indiscretion.”

+ + + Ath p386 Mr 19 ’20 70w

The Times [London] Lit Sup p178 Mr 18 ’20 1050w

FENWICK, CHARLES GHEQUIER. Political systems in transition; war-time and after. *$3 Century 342

20–20220

The book is one of the Century New world series of which W. F. Willoughby is general editor. Since the war, the author holds, the question of the organization of the state and the scope of the functions it is to perform has become once more an open one, for the

war has made it clear that there are some serious defects in the machinery of government that call for radical amendments to our constitutional system. The relative strength and weakness of the several political systems and the probable line of future reconstruction, form the subject of the present study. Contents: Part 1, Political ideals and demands of war; War a test of democratic government; The constitutions of the great nations on the eve of the great war; Part 2, Changes brought about by the war in the political institutions of European countries; Countries with autocratic governments; Countries with democratic governments; Part 3, Changes in the political institutions of the United States; The war and the constitution; War powers of the president; Emergency legislation adopted by Congress; Changes in the organization of the government; The separate state governments: new legislation and new administrative activities; Part 4, Problems of reconstruction in the United States raised by the war; New ideals of democracy; The program of political reconstruction; The program of international reconstruction; Index.

“An excellent account of the shake-up in governments produced by the war, full of material which must be included in any adequate history of it.” E. N.

“The volume is a valuable compendium of war measures in the belligerent nations and of the political problems which the war has left.”

“He writes with eminent fairness, and writes only to inform. He achieves his aim strikingly. Sometimes he falls into the error of taking a phrase at its face value. Since even small things are important in a work of this kind. Professor Fenwick should be more careful about his dates.”

N Y Times p22 D 19 ’20 2250w

R of Rs 62:668 D ’20 100w

FERBER, EDNA. Half portions. *$1.75

Doubleday

20–8793

(2c)

The nine short stories of this collection are: The maternal feminine; April 25th, as usual; Old lady Mandle; You’ve got to be selfish; Long distance; Un morso doo pang; One hundred per cent; Farmer in the dell; The dancing girls. They are stories of life as it is lived in Chippewa or Winnebago, Wisconsin, or on South Park avenue, Chicago. Some are stories of war time. One is an Emma McChesney story. They are reprinted from the Ladies’ Home Journal, Metropolitan, Colliers, and other magazines.

Booklist 16:347 Jl ’20

“All these stories and all these pages are thronged with real men and women, and in them Miss Ferber continues to display not merely her skill at story telling, but also her greater skill at breathing into

them the breath of life. Reality and imagination combine equally in their making.”

Boston Transcript p4 Je 2 ’20 1600w

“Miss Ferber’s talents go to polishing the bright pebbles of life, rather than to touching the bedrock of reality, but there’s no denying the world would be duller without an occasional pretty pebble.”

Dial 69:546 N ’20 50w

“The highest praise you can give an author in these days is to say that his or her book is ‘thoroly American,’ from which, alas, it does not necessarily follow that it is an excellent piece of workmanship. Edna Ferber’s ‘Half portions,’ however, wins on both counts.”

Ind 103:53 Jl 10 ’20 160w

“Miss Edna Ferber is not thoughtful about the affairs of the world. She simply does not let herself think. If some one would endow Miss Ferber, and make it no longer too expensive for her to think or bring a story to an honest conclusion, she might become a sort of American Arnold Bennett.” Ludwig Lewisohn

Nation 110:828 Je 19 ’20 200w

“It is a book that is thoroughly enjoyable and laughable from beginning to end.”

N Y Times 25:236 My 9 ’20 620w

FERBER, EDNA, and LEVY, NEWMAN.

$1200 a year. il *$1.50 Doubleday 812

20–18069

A three-act play in which a university professor gives up his $1200 a year position in the university to earn $30 a day in a mill. He immediately becomes popular as a labor leader and lecturer and is in demand all over the United States, but it is only when he is offered a salary of $5000 a week in the movies that the magnate who owns the university as well as the mill is moved to consider the question of an adequate salary for a professor.

“Interesting to read. One would like to see it acted.”

Booklist 17:61 N ’20

“The complications hold the kernel of genuine comedy, but instead of cracking their nut, Miss Ferber and Mr Levy have contented themselves with merely painting funny faces on the shell.” L. B.

Freeman 2:94 O 6 ’20 180w

“The authors have challenged serious criticism by calling the play a ‘comedy’ and by permitting the publishers to proclaim it a ‘timely satire.’ It is an amusing and clever farce, containing many touches of skilful character depiction.” Jack Crawford

N Y Evening Post p3 S 25 ’20 800w

“As a vehicle for amusement ‘$1200 a year ’ is both ingenious and satisfying. Its characters are human, its situations vivid. It portrays with little exaggeration the wretched circumstances of our little world of scholars with sympathetic and understanding treatment. But what of that other world? Have not the authors exaggerated the affluence of mill labor to crown their dramatic purpose?”

Springf’d Republican p7a N 28 ’20 560w

Reviewed by A. E. Morey

Survey 45:137 O 23 ’20 240w

“Rather a good story, though highly illogical and incredible.”

Theatre Arts Magazine 5:86 Ja ’21 230w

FIELDING, WILLIAM JOHN. Sanity in sex.

*$1.75 (3c) Dodd 176

20–10067

The past few years have seen a remarkable change in the public attitude toward sex. The ban of secrecy has been largely removed and the need for rational sex education is generally recognized. The author’s purpose in this book has been “to subject the social processes responsible for these changes to a thorough analysis, classifying all the important factors and tendencies involved, and to give as concise and accurate an account as possible of this historic period of the sex-educational movement.” (Introd.) Subjects covered

include: the government’s campaign of sex-education, sex-education in the army, venereal disease, sex hygiene in industry, sex education in the public schools, the relation of sex knowledge to marriage, sex ignorance and divorce, birth control, and psycho-analysis, and the final chapter discusses economic sufficiency as a basis of sex hygiene. There is a classified bibliography of seventeen pages, followed by an index.

Booklist 17:57 N ’20

Int J Ethics 31:117 O ’20 80w

“Mr Fielding is not an alarmist; he strikes more than a note of hope in his account of the work which the United States government did with the army during the war. ”

Nation 111:135 Jl 31 ’20 650w

“The book for the most part quotes authorities worth considering, and is modern in its attitude, but overestimates the theories of psycho-analysis, and is weakened by rather easy generalizations.”

Springf’d Republican p9a Jl 4 ’20 90w

FIFE, GEORGE BUCHANAN. Passing legions.

*$2 (2c) Macmillan 940.477

20–20541

“How the American Red cross met the American army in Great Britain, the gateway to France.” (Sub-title) The work of the Red cross commission in Great Britain was almost wholly with passing troops, on the way to the front or returning, and the aim of the author has been to bring out those features of the service which distinguished it from that of other commissions. Among the chapters are: A call through the storm; When the commission was born; Where a million men went by; The incoming legions at Liverpool; Here and there in Britain; The bluejackets of Cardiff and Plymouth; With the army to Archangel; The unbreakable link with “home.”

“Even now, books of the war continue to be written, and Mr Fife’s is among the distinctly lesser lights of the contest. He writes in a business-like but boresome monotone.”

Boston Transcript p11 D 8 ’20 260w

“The opening story of the book is a story of heroism almost unbelievable, yet intense in its realism, pathos and altruism. Great as is the Otranto story, it but serves to fix the attention on what is to come and so onward to the ‘valedictory’ is read a succession of just such tales.” E. J. C.

Boston Transcript p13 D 8 ’20 540w

N Y Times p13 Ja 30 ’21 700w

FILENE, CATHERINE, ed. Careers for women.

*$4 Houghton 396.5

20–21359

The object of the book is to give vocational information to high school and college women, to supplement the work of vocational advisors in schools, and to help decrease the number of “square pegs for round holes.” It is composed of articles written expressly for the book by a number of specially qualified contributors and its compiler, Miss Filene, is the director of the Intercollegiate vocational guidance association. The vocations considered are grouped under the headings: Accounting; Advertising; Agriculture, etc.; Architecture; Arts and crafts; Business; Dramatics; Education; Finance; Government service; Health services; Home economics services; Industrial work; Institutional work; Insurance; Law; Library work; Literary work; Motion-picture work; Museum work; Music; Newspaper work; Personnel work; Physical education; Politics; Religious work; Scientific work; Secretarial work; Social work; Specialists; Statistical work; Vocational training. Suggested readings accompany most of the chapters and there is an index.

“By far the most practical and complete book in its field. Will be useful in any library.”

+ R of Rs 53:223 F ’21 120w

Booklist 17:140 Ja ’21

“It should be of great value to high-school and college students and the new graduate. The suggestions are, on the whole, sound.”

N Y Evening Post p11 D 31 ’20 220w

“Differently as the various authors write, there is uniformity in one respect in the brisk, snappy, pungent way in which they push their points at you and make you see the picture.”

N Y Times p15 D 26 ’20 1750w

“Both for its merit as a model of the way in which occupational information should be presented, and for what it signifies in the modern outlook of thoughtful college women and, it may be added, of college men as well, this book is noteworthy. The publishers deserve mention for the most attractively printed book in the field of vocational guidance.” Meyer Bloomfield

Survey 45:674 F 5 ’21 490w

20–17679

This is the author’s second book of Czechoslovak fairy tales and folk tales with illustrations and decorations by Jan Matulka. It is a companion volume to the earlier collection and contains besides the fairy tales five nursery tales and a group of devil tales. They are not so much translations as a retelling of other versions to suit the

English-speaking child. The fairy tales are: The twelve months; Zlatovlaska the golden-haired; The shepherd’s nosegay; Vitazko the victorious. The shoemaker’s apron is one of the devil tales.

“An interesting collection of twenty stories drawn from original sources and retold with simple charm.”

Booklist 17:163 Ja ’21

Reviewed by A. C. Moore

Bookm 52:261 N ’20 90w

Freeman 2:190 N 3 ’20 150w

FINCH, WILLIAM COLES-, and HAWKS,

ELLISON. Water in nature, il *$2.50 Stokes 551

(Eng ed 20–1223)

“W. Coles Finch and Ellison Hawks, two English scientists, have contributed to the Romance of reality series a volume entitled ‘Water in nature.’ In it they deal scientifically, and at the same time entertainingly, with practically all of water’s manifestations in the natural world, including its relations to cloud, atmosphere, ocean, rain, hail, snow, ice, glaciers, springs, rivers, lake, waterfalls, mountains, caves, rocks, reefs, and corals.” N Y Times

N Y P L New Tech Bks p12 Ja ’19 40w

N Y Times 25:55 F 1 ’20 70w

“Any one who is interested in natural phenomena will find fascinating reading in this résumé of popular science.”

Outlook 123:243 O 29 ’19 50w

FINDLAY, HUGH, ed. Handbook for practical farmers. il *$5 Appleton 630

20–16999

A comprehensive handbook “dealing with the more important aspects of farming in the United States.” (Sub-title) Special chapters have been contributed by practical experts in different parts of the United States. Subjects covered include the various farm and garden crops, farm animals, the care of milk and the curing of meat on the farm, farm buildings, running water, the use of explosives, the care of tools, fence posts, roads, the farm loan system, farm records, pets, weeds, etc. There are 258 illustrations and an index. The editor is lecturer on horticulture in Columbia university.

FINDLAY, JOSEPH JOHN. Introduction to sociology, for social workers and general readers. (Publications of the University of Manchester) il *$2 Longmans 301

“The central theme of sociology, as conceived by Professor Findlay and lucidly expounded in this excellent introduction to a comparatively new, extremely comprehensive, but somewhat elusive science, is ‘the definition of social groups, their classification and their relations to each other.’ The treatment is systematic, though some problems of considerable importance, such as the institution of land tenure, have had to be omitted. The first five chapters are devoted to principles. The second part relates to types of social grouping, such as family, state, religion, and occupation. In the third part, which is concerned with organization, the positions of the leader, the official, and the representative, are discussed: and there is an analysis of the instinct of loyalty.” Ath

“A valuable part of his book is the admirable list of references to contemporary and other authorities.”

Ath p782 Je 11 ’20 190w

“The author, while primarily an educational administrator and not a professional sociologist, nevertheless has attained a definite grasp of certain fundamental principles in the science of society. His book is a very thoughtful piece of work, but the reviewer confesses to losing his way frequently in the course of the argument.” A. J. Todd

Survey 45:22 O 2 ’20 600w

FINNEY, ROSS LEE, and SCHAFER, ALFRED L. Administration of village and

consolidated schools. *$1.60 Macmillan 371

20–4558

“This book has been written especially to meet the needs of principals of small schools and to serve as a textbook in those institutions where young men and women are in training for the administration of village schools. Its five parts discuss, respectively, Governmental administration, The principal’s personal-official relations, Adapting the school to the needs of the child, The business side, and Miscellaneous.” Boston Transcript

Booklist 17:11 O ’20

“It gives valuable and practical charts and tables and is fraught with helpful suggestions. It will be very useful to those who know how to discriminate and are not too slavishly bound to the letter.”

Boston Transcript p6 Jl 3 ’20 220w

“The book is written in a style that ought to appeal to teachers and school officers who have not enjoyed the opportunities of an elaborate training.”

El School J 20:711 My ’20 550w

School R 28:554 S ’20 140w

FIRKINS,

Holt 823

20–4130

OSCAR

W. Jane Austen. *$1.75 (3c)

A critical and biographical study of Jane Austen, falling into three parts: The novelist; The realist; The woman. Part 1 is a searching and unsparing analysis of the six novels, with particular reference to plot. Part 2 is a more brief and general treatment of the characters. Part 3, the biographical section, is a study of Miss Austen’s personality as revealed in her letters and reflected in the novels. Notes and an index come at the end and the whole is prefaced by verses, “To Jane Austen,” from the author’s pen, reprinted from the Atlantic Monthly.

“He is often clever and always readable.”

Booklist 16:278 My ’20

Cleveland p84 O ’20 30w

“The advantage of this microscopic, literal measurement is that it prepares the way for an exact delineation of Jane Austen’s production and character. If the final picture lacks an inconsequent sureness, it is full of fine perspectives and fresh values.” C. M. Rourke

Freeman 1:549 Ag 18 ’20 760w

“He paints a sort of cubist portrait of Jane Austen, which would pass unrecognized were it not labeled with her name. He has succeeded in imagining a Miss Austen who is ‘ one vile antithesis’. In

‘creative criticism’ does the critic create the author in his own image?” H. E. Woodbridge

Nation 110:sup485 Ap 10 ’20 700w

“A book both new and worth reading. He has looked at Miss Austen more through his own eyes, and less through the eyes of her many illustrious eulogists, than any other writer I know of. Even when he is in harmony with the opinions of Miss Austen’s posterity one feels his first-handedness. Not one of his more heretical opinions exists for the sake of saying something new. ”

New

Repub 22:318 My 5 ’20 1100w

“Although his book is written in so flowing and altogether charming a style that it is a pleasure to read it, I could not help wondering why he thought it worth doing at all. Certainly, no one that reads it will be tempted to fly to Jane Austen. Quite the contrary!” Gertrude Atherton

N Y Times 25:219 My 2 ’20 2950w

“Minute analysis of individual characters, their consistency and temperaments, is carried a little too far for any but the devoted admirers who have every one of Miss Austen’s novels firmly in remembrance.”

Outlook 124:563 Mr 31 ’20 40w

FISCHER, HERBERT ALBERT LAURENS.

Studies in history and politics. *$5.65 Oxford 904

20–11671

“When the Right Honorable Herbert Fisher took up the onerous duties of a Minister of the crown on the British Educational board ... the heavy labors in the service of the English youth left him little time for writing and research. The studies collected in his latest volume are, therefore, not new, but are reprints of various magazine articles written, for the most part, between five and ten years ago, though here and there retouched and supplemented. Three of the eleven essays deal with French politics; three with the history of history; two with Napoleon; one with British imperial administration; one with the value of small states; and one with the resurgence of Prussia.” Nation Ath p510 Ap 16 ’20 1350w

“The studies are all amply worth reading.” Preserved Smith Nation 111:133 Jl 31 ’20 980w

“Interesting and thoughtful essays. ”

124:87 Jl 17 ’20 200w

Republican p9a Jl 4 ’20 620w (Reprinted from The Times [London] Lit

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