We're building value and opportunity by investing in cybersecurity, analytics, digital solutions, engineering and science, and consulting. Our culture of innovation empowers employees as creative thinkers, bringing unparalleled value for our clients and for any problem we try to tackle.
Empower People to Change the World®
Booz Allen Commercial delivers advanced cyber defenses to the Fortune 500 and Global 2000. We are technical practitioners and cyber-focused management consultants with unparalleled experience – we know how cyber-attacks happen and how to defend against them.
Our strategy and technology consultants have empowered our international clients with the knowledge and experience they need to build their own local resources and capabilities.
In facing challenges of modernization, our Middle East and North Africa clients have complex requirements that benefit from our proven experience in guiding major programs and projects for governments and private-sector organizations. The services we offer in UAE, Qatar, Egypt, Turkey, Kuwait, Morocco, Jordan, and other regional countries build on our consulting legacy.
Our clients call upon us to work on their hardest problems—delivering effective health care, protecting warfighters and their families, keeping our national infrastructure secure, bringing into focus the traditional boundaries between consumer products and manufacturing as those boundaries blur.
Booz Allen was founded on the notion that we could help companies succeed by bringing them expert, candid advice and an outside perspective on their business. The analysis and perspective generated by that talent can be found in the case studies and thought leadership produced by our people.
Explore our featured teams and missions. Search openings and find out how you can support our meaningful missions.
Continue your mission with us. Get advice from our recruiting team, and browse our FAQs.
Seeking an internship or entry-level position? Learn about the impact you can make on our team.
Find out more about our application process, explore our benefits, and review our FAQs.
Learn more about Booz Allen's diverse culture and environment of inclusion that fosters respect and opportunity for all employees.
Learn how we’re driving empowerment, innovation, and resilience to shape our vision for the future through a focus on environmental, social, and governance (ESG) practices that matter most.
We've come a long way delivering innovative solutions. But our next chapter is still being written.
Our 27,600 engineers, scientists, software developers, technologists, and consultants live to solve problems that matter. We’re proud of the diversity throughout our organization, from our most junior ranks to our board of directors and leadership team.
Booz Allen takes pride in a culture that encourages and rewards the many dimensions of leadership—innovative thinking, active collaboration, and personal service. We’re particularly proud of the diversity of our Leadership Team and Board of Directors, among the most diverse in corporate America today.
Federal organizations require modern development practices in order to deliver capabilities quickly with complete confidence in quality and security. Booz Allen experts weigh in on the current development environment in government, and what new opportunities are emerging for organizations today.
Booz Allen is focused on delivering open, secure, and portable software solutions to advance the federal mission. As government organizations begin to take on modernization and software delivery in innovative ways, our digital experts have observed some common trends, challenges, and opportunities.
We interviewed Josh Boyd, an expert in digital software development; and Gary Kent, a leader in Booz Allen’s aerospace business—and they shared perspectives on the current development environment in government, and specifically how new practices are taking hold within defense organizations.
1. What trends are you seeing around modern software practices in the Federal Government?
A few years ago, there were several federal organizations that were first movers when it came to the adoption of modern software practices and container-based architectures, primarily for green field applications. Looking back, the General Services Administration and Joint Improvised-Threat Defeat Organization were two of those early innovators. But there’s been a massive shift to where we are today, and across agencies we’re seeing the acceleration of modern practices for both new development as well as the refactoring of legacy applications to truly transform mission operations at the enterprise level. Things that were once on the horizon—microservices architectures, Kubernetes, service mesh, zero-trust networking and security approaches—are now becoming the standard. And platforms and technologies that were once closed systems are being replaced with ones that are built to be open, vendor agnostic, interoperable, and sustainable for the future.
Because of these trends, there’s also been a change in the way government acquires products and services. There are increasing needs to stand up innovative development programs rapidly, so we’re seeing new paradigms for how work is brought to fruition as well as new authority for government leaders to work with industry partners to accelerate deployment of technology.
2. What are some of today’s software delivery challenges?
One of the biggest challenges we hear from clients is the ability to deliver software rapidly enough to respond to urgent mission needs. For example, if there’s an actual threat to a Navy fleet or to our airbases, traditional development and waterfall approaches aren’t able to push software out quickly enough given time-intensive processes to ensure that quality and security are accounted for. They simply can’t wait for cumbersome, outdated development to deliver changes months after the need is identified.
In the defense space, this is resulting in the investment in a software factory approach to integrate new capabilities, particularly when there’s a need to modernize entire portfolios and hundreds of applications.
Our clients are also facing the challenge of navigating security requirements. To fast track development while ensuring security, we’re seeing a move to central repositories for enterprises to reuse hardened containers (Iron Bank at the Department of Defense is one to watch). In addition, there’s been a transition to continuous authority to operate (ATO) arrangements. Where traditionally it may have taken months from software build to deployment, this notion allows for continuous delivery and monitoring through a pipeline and set of tools to move into production quickly—and ultimately, to more effectively respond to emerging threats while operating from the enterprise to the tactical edge. The concept of continuous ATO is also becoming important within civil agencies, such as for the updated Recreation.gov platform, where a continuous delivery model has allowed the site to push out around 5,000 updates annually without disrupting the system.
Still, there’s the challenge of scaling DevSecOps practices at the enterprise level so that new pipelines don’t need to be developed for every project. Our teams saw that our clients were slowed-down by this process time and again across different engagements, so we developed and open-sourced the Solutions Delivery Platform (SDP), a DevSecOps pipeline framework with pre-integration of tooling and best practices for complete pipeline workflow. That way, there’s a single source of truth, clear metrics and reporting across an organization, and governing principles that are automatically pushed to all consumers. This accelerator and its reusable components for development decreases time to stand up an operational pipeline from months to days, or less. To ensure rapid delivery, the Department of Defense (DoD) officially integrated SDP into its DevSecOps services. The container images that make up the Solutions Delivery Platform were approved by Nicolas Chaillan, the Chief Software Officer at the U.S. Air Force, for inclusion into Iron Bank—the centralized DoD repository for artifacts. Containers accredited in Iron Bank have DoD-wide reciprocity, so this move means that DoD can truly scale DevSecOps practices and governance across its organizations.
3. Can you share examples of how organizations are scaling modern practices in secure environments?
Across the board, the Federal Government is becoming more open to developing software in unclassified spaces and then taking the code to the high side. There are certainly complexities that come with this territory, such as how to promote software into the high environment or how to test code without using classified data. But given it’s not easy to find the right technical talent to take on this highly-specialized work, the government is getting creative in how platforms and applications are delivered and are now more comfortable with distributed delivery teams.
Additionally, many organizations are centralizing their delivery pipelines and practices so they can focus on mission capabilities and not on the management of disparate applications and platforms. Our colleague, Kate Mercer, a leader in the aerospace business for DevSecOps delivery, shared that she sees a broader adoption of DevSecOps in the Air Force and across DoD.
For example, the U.S. Air Force has embarked on a journey to build an enterprise DevSecOps platform, where instead of having applications and platforms in disparate locations, leadership has decided to move everything to an environment-agnostic platform that can run on any infrastructure. This unified vision to build what they call “Platform One” will allow for continuous ATO and will be built to be autonomous and self-deploying. It will make it possible for mission owners to focus on the application level and enable teams to begin critical software development rapidly through shared and previously accredited engineering. Kate shared that the standup of Platform One will allow individual programs to drive their attention to building new mission capabilities instead of infrastructure and platforms. Additionally, this type of approach creates a pyramid of security controls, with security trickling down from the top level to everything that sits underneath the platform.
To that end, the Air Force—with Booz Allen as a partner—is driving towards a centralized yet distributed model. They are bringing scarce resources to the center so that different missions can quickly build more robust capabilities through hardened and reusable containers and source code repositories that accelerate time to deployment and ensure that the mission (not the technical process) is the focus.
Edge computing enables decentralized decision making beyond the IT enterprise—even in remote environments. Learn how edge computing can help achieve mission success at the tactical edge. Read More