A place to cache linked articles (think custom and personal wayback machine)
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  12. <title>Software maintenance is an anti-pattern (archive) — David Larlet</title>
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  437. <h1>
  438. <span><a id="jumper" href="#jumpto" title="Un peu perdu ?">?</a></span>
  439. Software maintenance is an anti-pattern (archive)
  440. <time>Pour la pérennité des contenus liés. Non-indexé, retrait sur simple email.</time>
  441. </h1>
  442. <section>
  443. <article>
  444. <h3><a href="https://18f.gsa.gov/2016/02/23/software-maintenance-is-an-anti-pattern/">Source originale du contenu</a></h3>
  445. <p>In his 1977 book “A Pattern Language: Towns, Buildings, Construction”,
  446. Christopher Alexander defined ways to architect physical spaces to
  447. enhance and support how people interact. This concept was very
  448. influential in software development, leading to the popularization of
  449. software <em>design patterns</em>, which identified ways in which we construct
  450. software that are mostly independent of a programming language. These
  451. are patterns of how software components behave and interact — ways to
  452. effectively solve common problems.</p>
  453. <p>This book also inspired the idea of an <em>anti-pattern,</em> which is a common
  454. response to a problem that appears to solve the issue, but is actually
  455. ineffective and even counterproductive. This term has grown to include
  456. social patterns of human interaction, as well as software patterns.</p>
  457. <p>Software maintenance is the common practice where, after a software
  458. project is “complete,” a small, often part-time team or a single
  459. developer ensures critical upgrades and fixes serious bugs, with limited
  460. improvements, as time allows. This is commonly referred to as Operations
  461. &amp; Maintenance, or by its acronym, O&amp;M. Software is never complete in its
  462. first release, so devoting ongoing staff to sustain a piece of software
  463. is a necessary practice. However, at some point, when the audience for a
  464. particular piece of software is no longer growing, it’s appropriate to
  465. reduce staff devoted to sustaining a software project.</p>
  466. <p>Governments often use two anti-patterns when sustaining software:
  467. equating the &quot;first release&quot; with &quot;complete&quot; and moving to reduce
  468. sustaining staff too early; and how a reduction of staff is managed when
  469. a reduction in budget is appropriate. To address the latter
  470. anti-pattern, managers need to rethink how they approach spending their
  471. O&amp;M budget.</p>
  472. <h2 id="what-happens-in-private-industry?">What happens in private industry?</h2>
  473. <p>In the software industry, software is not considered complete when it’s
  474. first released. The first release is the very beginning of the journey.
  475. In successful software projects, the first version is always released
  476. with open issues, deferred features, and a roadmap (or at least ideas)
  477. of how it can and should be improved in the future. The team will
  478. immediately start developing new features and fixing bugs and typically
  479. will get <em>larger</em> over time, not smaller. Investing more to increase the
  480. size of the team is justified in the private sector since companies will
  481. remain focused on a growing market with growing revenue.</p>
  482. <p>When the market stops growing and becomes saturated or declines and
  483. revenues decrease, the investment in the software will be reduced to be
  484. as small as possible. There’s an awareness that the software is on life
  485. support, expected to die a slow death as customers become increasingly
  486. dissatisfied.</p>
  487. <h2 id="maintenance-invites-technical-debt">Maintenance invites technical debt</h2>
  488. <p>When a maintenance team is staffed with a skeleton crew, the team does
  489. not have the time or authority to do user research or validate that
  490. software is effectively meeting the needs of users. Instead, a support
  491. team queues up a list of issues that are ranked based on negative
  492. impact. The impact is typically assessed by the level of complaints and
  493. measured by the expense of staffing the customer support line. It’s
  494. assumed that “fixing” the bug will lead to a lower volume of complaints.</p>
  495. <p>We know from experience that a complaint is often the tip of the
  496. iceberg, reporting a symptom rather than the cause. When software is in
  497. active development, we might look at a collection of a dozen bugs and
  498. realize that altering the design of the feature will be a less expensive
  499. approach and lead to increased customer productivity and ease of use.
  500. Fixing any one or two bugs can seem like the right solution in the
  501. short-term, but often doesn’t actually lead to a decrease in customer
  502. complaints, or worse, can lead to the “whack a mole” phenomenon when a
  503. developer will fix one bug only to cause another to pop up.</p>
  504. <p>The software is then allowed to grow old until a full rewrite or
  505. replacement is needed.</p>
  506. <p><strong>It’s precisely this model of maintenance that has created the negative
  507. legacy of government software systems we face today.</strong></p>
  508. <h2 id="a-different-model-of-software-operations">A different model of software operations</h2>
  509. <p>Government software is different. There’s no profit motive. The market
  510. is fixed (or fluctuates slowly with population or employment changes).
  511. We need a model where we can create software that thrives when the
  512. number of users and usage remains constant. We need to be able to reduce
  513. costs when the software meets the needs of the people it serves, yet
  514. detect when changes are needed.</p>
  515. <p>To create a new, productive pattern, we’ll still need monitoring that
  516. detects signs of trouble that could lead to outages, and to keep up with
  517. regular software upgrades for security concerns. However, we need to
  518. take a completely different approach to bug reports and customer
  519. complaints.</p>
  520. <p>To keep teams from constantly plugging leaks while missing the reason
  521. the boat is sinking, we need to apply the principles of agile
  522. development and user centered design to how we work on software after
  523. the initial release. Instead of a small team working constantly to fix
  524. small bugs, an entire team should work in bursts of activity. A team
  525. might work on a few software projects focusing on a different project
  526. each quarter, depending on the data.</p>
  527. <p>The key point is that a full cross-disciplinary team would devote its
  528. complete attention to the software for a sustained interval. Periodic
  529. discovery activities would be followed by a burst of implementation,
  530. then validation.</p>
  531. <p>The discovery activities could take place once per year or every six
  532. months or could be triggered by a significant change in system health or
  533. usage metrics. The team would look at:</p>
  534. <ul>
  535. <li> <strong>User need.</strong> Who is using the product? Are they the same target user? Who is not using the product who might find it useful? What other products or services are they using?</li>
  536. <li> <strong>Competitive analysis.</strong> What exists in the marketplace that is similar to our solution? If there’s a clear competitor with market traction and a great user experience, the team should perform a cost analysis and if comparable with current costs, consider buying the solution.</li>
  537. <li> <strong>Usability test</strong> with a sampling of current users</li>
  538. <li> <strong>Triage the backlog</strong> of customer complaints, bug reports, and system health indicators — cross-reference with the results of usability tests and usage metrics. Make recommendation of key improvements and changes that would address underlying issues. Prioritize critical concerns.</li>
  539. <li> <strong>Net Promoter Score</strong> or other happiness metric to evaluate effectiveness of the software solution</li>
  540. </ul>
  541. <h2 id="potential-impact">Potential impact</h2>
  542. <p>We don’t know if this new approach will be successful, but we do know
  543. that the old approaches don’t work. We need alternate techniques to
  544. sustain software services at moderate budget levels so that we don’t
  545. simply re-create the failures of the past when digital services that
  546. meet the needs of today slowly become obsolete as the world changes
  547. around us.</p>
  548. <p>This is particularly important as the pace of change is increasing,
  549. along with the interconnectedness of new government services that are
  550. increasingly delivered as web applications. In the ‘70s and ‘80s, we
  551. could build software that would essentially function as designed for
  552. 5-10 years. In the 90s, with the growth of the web and changes in how
  553. people use technology, that timeframe narrowed to 3-5 years. Now web
  554. applications need more frequent updates. As we move from a paper-based
  555. society to one that is increasingly connected and as our population
  556. increasingly relies on mobile devices and online services for their
  557. routine needs, we’ll need to make periodic improvements to keep our
  558. services relevant and up to date.</p>
  559. <p>There will always be some software systems that need a dedicated team
  560. focused on continuous improvement. However, we also anticipate that
  561. government will always have a need for software systems that serve a
  562. stable audience of users with needs that might not change in a year,
  563. though they will change at some point, and we need to notice and respond
  564. to that change.</p>
  565. <p>The potential impact of this kind of model will be to continue to reduce
  566. costs while delivering higher value to the people who use our services.
  567. If you see your agency follow this anti-pattern for O&amp;M, talk to <a href="mailto:inquiries18f@gsa.gov">our
  568. transformation services team</a> about
  569. helping to change how you sustain software.</p>
  570. </article>
  571. </section>
  572. <nav id="jumpto">
  573. <p>
  574. <a href="/david/blog/">Accueil du blog</a> |
  575. <a href="https://18f.gsa.gov/2016/02/23/software-maintenance-is-an-anti-pattern/">Source originale</a> |
  576. <a href="/david/stream/2019/">Accueil du flux</a>
  577. </p>
  578. </nav>
  579. <footer>
  580. <div>
  581. <img src="/static/david/david-larlet-avatar.jpg" loading="lazy" class="avatar" width="200" height="200">
  582. <p>
  583. Bonjour/Hi!
  584. Je suis <a href="/david/" title="Profil public">David&nbsp;Larlet</a>, je vis actuellement à Montréal et j’alimente cet espace depuis 15 ans. <br>
  585. Si tu as apprécié cette lecture, n’hésite pas à poursuivre ton exploration. Par exemple via les <a href="/david/blog/" title="Expériences bienveillantes">réflexions bimestrielles</a>, la <a href="/david/stream/2019/" title="Pensées (dés)articulées">veille hebdomadaire</a> ou en t’abonnant au <a href="/david/log/" title="S’abonner aux publications via RSS">flux RSS</a> (<a href="/david/blog/2019/flux-rss/" title="Tiens c’est quoi un flux RSS ?">so 2005</a>).
  586. </p>
  587. <p>
  588. Je m’intéresse à la place que je peux avoir dans ce monde. En tant qu’humain, en tant que membre d’une famille et en tant qu’associé d’une coopérative. De temps en temps, je fais aussi des <a href="https://github.com/davidbgk" title="Principalement sur Github mais aussi ailleurs">trucs techniques</a>. Et encore plus rarement, <a href="/david/talks/" title="En ce moment je laisse plutôt la place aux autres">j’en parle</a>.
  589. </p>
  590. <p>
  591. Voici quelques articles choisis :
  592. <a href="/david/blog/2019/faire-equipe/" title="Accéder à l’article complet">Faire équipe</a>,
  593. <a href="/david/blog/2018/bivouac-automnal/" title="Accéder à l’article complet">Bivouac automnal</a>,
  594. <a href="/david/blog/2018/commodite-effondrement/" title="Accéder à l’article complet">Commodité et effondrement</a>,
  595. <a href="/david/blog/2017/donnees-communs/" title="Accéder à l’article complet">Des données aux communs</a>,
  596. <a href="/david/blog/2016/accompagner-enfant/" title="Accéder à l’article complet">Accompagner un enfant</a>,
  597. <a href="/david/blog/2016/senior-developer/" title="Accéder à l’article complet">Senior developer</a>,
  598. <a href="/david/blog/2016/illusion-sociale/" title="Accéder à l’article complet">L’illusion sociale</a>,
  599. <a href="/david/blog/2016/instantane-scopyleft/" title="Accéder à l’article complet">Instantané Scopyleft</a>,
  600. <a href="/david/blog/2016/enseigner-web/" title="Accéder à l’article complet">Enseigner le Web</a>,
  601. <a href="/david/blog/2016/simplicite-defaut/" title="Accéder à l’article complet">Simplicité par défaut</a>,
  602. <a href="/david/blog/2016/minimalisme-esthetique/" title="Accéder à l’article complet">Minimalisme et esthétique</a>,
  603. <a href="/david/blog/2014/un-web-omni-present/" title="Accéder à l’article complet">Un web omni-présent</a>,
  604. <a href="/david/blog/2014/manifeste-developpeur/" title="Accéder à l’article complet">Manifeste de développeur</a>,
  605. <a href="/david/blog/2013/confort-convivialite/" title="Accéder à l’article complet">Confort et convivialité</a>,
  606. <a href="/david/blog/2013/testament-numerique/" title="Accéder à l’article complet">Testament numérique</a>,
  607. et <a href="/david/blog/" title="Accéder aux archives">bien d’autres…</a>
  608. </p>
  609. <p>
  610. On peut <a href="mailto:david%40larlet.fr" title="Envoyer un courriel">échanger par courriel</a>. Si éventuellement tu souhaites que l’on travaille ensemble, tu devrais commencer par consulter le <a href="http://larlet.com">profil dédié à mon activité professionnelle</a> et/ou contacter directement <a href="http://scopyleft.fr/">scopyleft</a>, la <abbr title="Société coopérative et participative">SCOP</abbr> dont je fais partie depuis six ans. Je recommande au préalable de lire <a href="/david/blog/2018/cout-site/" title="Attention ce qui va suivre peut vous choquer">combien coûte un site</a> et pourquoi je suis plutôt favorable à une <a href="/david/pro/devis/" title="Discutons-en !">non-demande de devis</a>.
  611. </p>
  612. <p>
  613. Je ne traque pas ta navigation mais mon
  614. <abbr title="Alwaysdata, 62 rue Tiquetonne 75002 Paris, +33.184162340">hébergeur</abbr>
  615. conserve des logs d’accès.
  616. </p>
  617. </div>
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