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Alternative Solutions to Old Problems

Are you like @devops_borat and not a fan of DevOps? Or, maybe you think deploying dozens of time each day to production is ludicrous. I’m actually a fan of both DevOps and continuous deployment but if you’re not don’t worry these are just new solutions to old problems and there are alternatives.

devops_borat

The Problems
As long as people have been divided into separate organizations there has existed strife and competition between the teams. In the technology field this is no place more apparent than between development and operations. In at least 50+% of the companies that we meet with they have problems getting these teams to work together. If you’ve been around for a few years you’ve surely heard one team pointing to the other as the problem, whether that problem is an outage or slow product development.

A solution to this problem is DevOps. Wikipedia states that DevOps “relates to the emerging understanding of the interdependence of development and operations in meeting a business’ goal to producing timely software products and services.”

Another common tech problem is that large changes are risky. It is called “Big Bang” for a reason…things go bang! If you’ve been part of an ERP implementation that took months if not years to prepare for you know how risky these large changes are.

A solution to this problem is to make small changes more frequently. According to Eric Ries, co-founder and former CTO of IMVU, continuous deployment is a method of improving software quality due to the discipline, automation, and rigorous standards that are required in order to accomplish continuous deployment.

Alternative Solutions
Admittedly, DevOps and continuous deployment are somewhat extreme for some teams. For those or for teams that just don’t believe that these are the solutions, don’t fret there are alternatives.

JAD/ ARB – For improving the coordination between development and operations, we’ve recommend the JAD and ARB processes. These are very lightweight processes that force the teams to work together for better architected and better supported solutions.

Progressive Rollout – For reducing risk by making smaller changes, we recommend progressive rollout. This is a simple concept that involves first pushing code to a very small set of servers, monitoring for issues, and then progressively increasing the percentage of servers that receive the new code. The time between rollouts can be 30 min to 24 hours depending on how quickly you are likely to detect problems. We often suggestion the percentage of servers in the progressive rollout to be 1%, 5%, 20%, 50%, 100%.

The bottom line is something technologists know – there are almost always multiple ways to solve a problem. If you don’t like the current or new solution look for an alternative.


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DevOps

What do you call a set of processes or systems for coordination between development and operations teams? Give up? Try “DevOps”. While not a new concept, we’ve been living and suggesting ARB and JAD as cornerstones of this coordination for years, but it has recently grown into a discipline of its own. Wikipedia states that DevOps “relates to the emerging understanding of the interdependence of development and operations in meeting a business’ goal to producing timely software products and services.” Tracking down the history of the DevOps Wikipedia page, shows that this topic is a recent entry.

There are a lot of other resources on the web that many not have been using this exact term but have certainly been dealing with the development and operations coordination challenge for years.  Dev2Ops.org is one such group and posted earlier this year their definition of DevOps “an umbrella concept that refers to anything that smoothes out the interaction between development and operations.”  They continue in their post highlighting that concept of DevOps is in response to the growing awareness of a disconnect between development and operations. While I think that is correct I think it’s only partially the reason for the recent interest in defining DevOps.

With ideas such as continuous deployment and Amazon’s two-pizza rule for highly autonomous dev/ops teams there is a blurring of roles between development and operations. Another driver of this movement is cloud computing. Developers can procure, deploy, and support virtual instances much easier than ever before with the advent of GUI or API based cloud control interfaces. What used to be clearly defined career paths and sets of responsibilities are now being blended to create a new, more efficient and highly sought after technologist. A developer who understands operations support or a system administrator who understands programming are utility players that are very valuable.

While perhaps DevOps is a new term to an old problem, it is promising to realize that organizations are taking interest in the challenges of coordination between development and operations. It is even more important that organizations pay attention to this topic given the blurring of roles.


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Evolving Architecture And Software

Is your software and architecture aligned? Ensuring that they are aligned is one of the key elements in managing complex software systems.

When asked by a team what they should prepare for an engagement with us, we usually tell them to not prepare anything. Instead of PowerPoint slides showing the architecture, network, etc we prefer for people to jump to the white board and draw. One of the primary reasons is that we often find people debating how the architecture actually exists. How does your architecture diagrams or institutional knowledge reflect reality of the software?

In the May issue of Computer, there is an article, “Evolving Software Architecture Descriptions of Critical Systems”, by Tom Mens, Jeff Magee, and Bernhard Rumpe, in which the authors’ state:

An explicit architecture description is important but not sufficient to manage the complexity of developing, maintaining, and evolving a critical software-intensive system.

The authors continue explaining that the architecture description must be accurate and traceably linked to the actual implementation in software so that changes in the architecture are reflected in implementation and vice versa.

If your team has spent a bunch of time creating an architecture that will scale, all that effort is wasted when the software implementation doesn’t abide by the architecture. Because of the ever evolving nature of complex software systems it is admittedly difficult to keep the architecture description and software artifacts aligned.  The authors of the article suggest that evolving architecture descriptions requires co-evolution of different viewpoints such as the structural and behavioral. To this I completely agree but they address the solution to this issue from the aspect of Architecture Description Languages (ADLs). The problem with this approach is that I don’t know of many, if any, SaaS companies using ADLs. Therefore, in order to accomplish this co-eveolution of software artifacts and architecture descriptions we have to seek a different solution.

To ensure that architectural changes are reflected in the software we typically suggest that companies rely on architecture principles. We’ve dedicated an entire chapter in The Art of Scalability to this subject but I’ll try to summarize it here. Architectural principles are a set of ideas that the team has determined when used as guidelines during the design and development of the software will yield a scalable, available, and cost effective system. Principles should help influence the behavior and the culture of the team. We often use the SMART acronym to describe good principles as being Specific, Measurable, Achievable, Realistic, and Testable.

So how about the other direction, how do we ensure the architecture description accurately reflects the software? By using JAD and ARB processes, which we’ve covered in detail before on this blog as well as in the book, we can help ensure that software artifacts that deviate from the established architecture are discussed and noted by the appropriate individuals and teams.

Remember that the co-evolution of the software as well as the architecture design is critical in order to manage the development and maintenance of complex, critical software systems. Implement simple but efficient processes to ensure these remain synchronized.

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Agile Architects

If you think agile development methods and architecture are at odds, think again. They can not only coexist but can thrive together to build better products and platforms.

We recently posted what agile is not, where we outlined questions that we often hear about agile development. Another question that is often raised is how to combine the seemingly long-term process of architecture with the short-term nature of agile development. We believe that architecture is not at odds with agile development and that the two can not only coexist but complement each other. To ensure your architecture standards are being integrated with each sprint, resulting in a scalable and available architecture, we rely on the Joint Architecture Development (JAD).

We’ve covered JAD before but as a recap, this is the process by which features are designed in a series of meetings where developers, architects, and tech operations come together to create the design. This multi-function representation early in the development process ensures that individuals are aware of standards, there is buy-in from all concerned parties, and that the design is benefitted by the knowledge that exists in different technical fields.

In the IEEE Software article “Architects as Service Providers,” Roland Faber says that “the architect role is to champion system qualities and stability, while the developer role is to champion the system functions and change.” The agile architect interacts frequently and flexibly with the developers, building a trust relationship with them.

The JAD is ideal for flexible interaction that can happen in short bursts of effort that correspond to sprints. The agile architect must understand that, because of the nature of agile development, architecture must be dynamic and not static. Architects must rely on personal interaction with developers not documentation to understand the requirements.

Faber continues in his article describing two phases of the architecture process as preparation and support. During preparation the architect engages in processes such as prepare rules, frameworks, and structures. During support the architect helps resolve conflicts, engages in firefighting, and stimulates architecture communication. He makes a point that if the developers don’t believe the architects will provide support they won’t tell them when they are breaking the rules.


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