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donadony writes with news about what will become the next LTS release of Ubuntu. From the article: "It's time to take another look at what is happening with the development of Ubuntu 12.04. As it stands, the first Beta of Ubuntu 12.04 LTS Precise Pangolin has been released. I just updated my own system. What changed since Alpha? Not much, really. In fact, there's really nothing groundbreaking or any new features added. Unity has been updated to version 5.4.0 which also sees the introduction of the new HUD feature. HUD still apparently has many outstanding bugs, but developers maintain that all bugs will be ironed out before Ubuntu 12.04 goes gold. Also added were recommendations to Ubuntu software center, and a new tool called 'privacy' and other small new features."


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A common question in IT departments is whether to provide a
capability by building custom software or by buying a package. For longer
than I've been programming the debate has raged about how to make
that choice. My base position on this is founded on the
UtilityVsStrategicDichotomy. Boiled down this means that
if the business process you are supporting is part of your
competitive advantage you should build custom software, if not you
should buy a package and adjust your business process to fit the way
the package works.

Despite the clear excellence of my opinion, not a lot of
companies seem to do this. Often they neglect the dichotomy, which
is one problem. But the problem I want to focus on here is the
common trap when they buy a package.

You'll notice above I said "buy a package and adjust your
business process to fit". I have two reasons to say this. Firstly if
you are buying a package to support a utility business process, then
there's no differentiation in the business process - therefore you
might as well do that business process in a way that fits the
package. Of course this is a very software-person-centric view of
the world. Despite the fact that a team isn't doing differentiable
work, they'd still rather do it their way, rather than the way some
silly software package wants to do it. As someone who believes in
people over process, I naturally have a lot of sympathy with that
point of view.

But the result of this natural action is that companies start
doing significant customization of the packageā€¦ and this is where
the trouble begins. The fact is that most packages aren't designed
in such a way as to make customization really viable, at least not on
a significant scale. Typically they lack what my colleague Scott Shaw
calls "deliverability" - such things as support for version control,
testing, and a deployment pipeline. This makes changes brittle and
hard to control.

You can bear this if your customization is small, but in many
situations it isn't. Recently a colleague came across a package
customization that ran to 300KLOC of customization code. That's more
code than the entire codebase of our Studios product suite, twice as
much as the codebase for one of our larger client projects that's
been running a strategic business for a decade. Once you're at those
sizes you cannot expect to manage without the tools and processes
that you'd use for custom software.

This problem tends to come most to a head when the vendor
releases an upgrade of your package, and you find that there is a
prohibitive amount of work involved in doing the upgrade because the
customizations will break with the upgrade. Gartner recently
estimated that it would take $500
billion
to bring corporate systems up to latest versions (rising
to $1 trillion by 2015). That's a big number, but the real cost is
how much money has been wasted in customizations that weren't
worthwhile or could have been cheaper with a purely custom route.

So what can you do about it? First off, I think it's important to
be somewhat hard-nosed about package customization for utility
business functions. Is the cost on the software side really worth
it? Although agile approaches matter less for utility functions, the
notion of taking small steps is valuable. Can you use the package
without customizations initially and try to see how well it works in
practice? People will naturally be uncomfortable with the change,
because people naturally are. But given some time they may find that
things they thought would matter now matter much less.

We can look more seriously about how customization is done. Some
approaches are more difficult to deliver than others. Look for
someone else that's done a similar level of customization on an
older version of the package, and find out what it took for them to
upgrade. That may help get a truer picture of the costs. In general
for packages we should treat upgradeability as first-class
cross-functional requirement.

When you get a vendor to customize a package, it's very hard to
get them to follow the customer's delivery practices. The risk that
they won't follow those practices is high and should be taken into
account as part of your risk planning.

A lot of organizations try to limit the number of languages or
frameworks they use. We must remember that many of these
customizable packages are, in effect, another language or
platform. As a result any arguments made against adopting another
language should apply equally well to a package customization
effort.

Indeed a common argument against introducing new languages is
that it makes it hard to find developers in that language. This
issue is usually particularly true for packages, since these often
offer a narrow range of employment opportunities. Furthermore the
nature of much package customization work deters able people, which
makes it even harder to find good people who are more comfortable
with polyglot programming. It may be that the costs involved with
the difficulty of hiring people could be greater than any cost
saving in using the package over a custom development in a
mainstream programming platform.

Rather than customize the package, look to see if the package can
expose data and functionality through an effective API, and write
custom applications for custom capabilities. Often people don't like this
because it means they have to use separate applications for
different parts of the same work-flow. That may be a smaller burden
to bear, and can be made smaller with web interfaces. Vendors may
make this hard as it can reduce lock-in, but ease of collaboration
should be an important part of choosing which vendor to go with.

But herein lies a trap. One of the big sources of customization
is integrating between different vendor packages. This is a big
reason to prefer a single vendor for multiple packages rather than
picking best-of-breed. Picking a single vendor makes it easier to do
the integration as it's in their interest to get it right. If it's a
utility business function, then the value of best-of-breed packages is
limited anyway.

What it all boils down to is that package environments usually
provide a very poor platform for software development. Such packages
cost a lot more to customize and keep current than many people tend
to think.

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