One of the most common questions we get asked is “What are the most common technical failures you see development and product teams make?” To answer this question, we analyzed years of anonymous technical architecture, process development, and product strategy evaluation data to generate the top 20 technology mistakes teams make.
1) Failing to Design for Rollback
With high levels of automation and capabilities in modern software development, it is imperative to plan and design for rollback. Release automation tools are not magical and will not perform rollbacks for you. Implement an architecture that supports the need for rollback. Performing ad hoc fixes to production (“rolling forward”) may be overwritten by the next deployment. Consider a microservices architecture approach for comparatively small deployment sizes to improve rollback agility. Work towards a blue-green deployment technique to reduce the risk of downtime. If something unexpected happens, you can immediately rollback to the last version using the second production environment.
2) Confusing Product Release with Product Success
Stop having “release” parties! Success is not launching on time or deploying multiple times per day. While these are good things, they don’t accurately measure product success. Align your celebrations with achieving specific business objectives. Some examples include increasing free trial signups by 10% or increasing click-through rates by 22%. Focus on business needs and customer outcomes. Considering a product release to be “done” is an incorrect definition of done.
3) Failing to Organize Teams Around Outcomes
How often does one of your engineering teams complain about not “being in the loop” or “being surprised” by a change? Does your operations team get surprised about some new feature and its associated load on a database? Does engineering get surprised by some new firewall or routing infrastructure resulting in dropped connections? Do not let your teams design in a vacuum and “throw things over the wall” to another group. Organize around your outcomes and “what you produce” in cross functional teams rather than around activities and “how you work.”
4) Over Engineering, Slow Time to Market
One of our favorite company mottos is “simple solutions to complex problems”. The simpler the solution, the lower the cost and the faster the time to market. If you get blank stares from peers or within your organization when you explain a design assume that you have made the solution overly complex. Avoid solving problems you don’t have.
5) Incomplete Critical Incident Management & Postmortems
The common postmortem failure is stopping once the issue affecting customers has been resolved. It is very important to drive the incident cause(s) to a resolution and prevent a recurrence. The best and easiest way to improve future performance is to track past failures. Conduct postmortems, keep incident logs, and review them regularly to identify repeating issues. Increase time to detect, time to escalate, isolate, restore, and repair future incidents.
6) Vendor Lock-In
The accessibility of cloud services offers many choices for businesses. Using IaaS, SaaS, PaaS, and/or other cloud services may increase time to market (TTM), scalability, and/or application availability. The common IT mistake occurs when companies become constrained by services provided by a single vendor, known as vendor lock-in. Some cloud solutions may no longer be viable following a period of growth. Consider any proprietary dependencies and understand the cost to switch.
7) Relying on QA to Find Your Mistakes
You cannot test quality into a system and it is mathematically impossible to test all possibilities within complex systems to guarantee the correctness of a platform or feature. QA is a risk mitigation function and it should be treated as such. Defects are an engineering problem and that is where the problem should be treated. If you are finding a large number of bugs in QA, do not reward QA – figure out how to fix the problem in engineering! Consider implementing test-driven design as part of your PDLC. If you find problems in production, do not punish QA; figure out how you created them in engineering. All of this is not to say that QA should not be held responsible for helping to mitigate risk – they should – but your quality problems are an engineering issue and should be treated within engineering.
8) Revolutionary Software Upgrades
In our experience, complete re-writes or re-architecture efforts end up somewhere on the spectrum of not returning the desired ROI to complete and disastrous failures. The best projects we have seen with the greatest returns have been evolutionary rather than revolutionary in design. That is not to say that your end vision should not be to end up in a place significantly different from where you are now, but rather that the path to get there should not include “and then we turn off version 1.0 and completely cutover to version 2.0”. Go ahead and paint that vivid description of the ideal future, but approach it as a series of small (but potentially rapid) steps to get to that future. And if you do not have architects who can help paint that roadmap from here to there, go find some new architects.
9) The Multiplicative Effect of Failure – Eliminate Synchronous Calls
Every time you have one service call another service in a synchronous fashion you are lowering your theoretical availability. If each of your services is designed to be 99.999% available, where a service is a database, application server, application, web server, etc. then the product of all of the service calls is your theoretical availability. Five calls are (.99999)^5 or 99.995 availability. Eliminate synchronous calls wherever possible and create fault-isolative architectures to help you identify problems quickly.
10) Failing to Create and Incentivize a Culture of Excellence
Bring in the right people and hold them to high standards. You will never know what your team can do unless you find out how far they can go. Set aggressive yet achievable goals and motivate them with your vision. Understand that people make mistakes and that we will all ultimately fail somewhere, but expect that no failure will happen twice. If you do not expect excellence and lead by example, you will get less than excellence and you will fail in your mission of maximizing shareholder wealth. (Related Content: Three Reasons Your Software Engineers May Not Be Successful)
11) Under-Engineer for High Scalability
The time to think about scale is when you are first developing your platform. If you did not do it then, the time to think about scaling for the future is right now! That is not to say that you have to implement everything on the day you launch, but that you should have thought about how it is that you are going to scale your application services and your database services. You should have made conscious decisions about tradeoffs between speed to market and scalability and you should have ensured that the code will not preclude any of the concepts we have discussed in our scalability postings. Hold quarterly scalability meetings where you discuss what you need to do to scale to 10x your current volume and create projects out of the action items. Approach your scale needs in evolutionary rather than revolutionary fashion as in #8 above.
12) “Not Built Here” Culture
We see this all the time. You may even have agreed with point (6) above because you have a “we are the smartest people in the world and we must build it ourselves” culture. The point of relying upon third parties to scale was not meant as an excuse to build everything yourselves. The real point to be made is that you have to focus on your core competencies and not dilute your engineering efforts with things that other companies or open-source providers can do better than you. Unless you are building databases as a business, you are probably not the best database builder. And if you are not the best database builder, you have no business building your own databases for your SaaS platform. Focus on what you should be the best at: building functionality that maximizes your shareholder wealth and scaling your platform. Let other companies focus on the other things you need like routers, operating systems, application servers, databases, firewalls, load balancers and the like.
13) A New PDLC will Fix My Problems
Too often CTO’s see repeated problems in their product development life cycles such as missing dates or dissatisfied customers and blame the PDLC itself.
The real problem, regardless of the lifecycle you use, is likely one of commitment and measurement. For instance, in most Agile lifecycles there needs to be consistent involvement from the business or product owner. A lack of involvement leads to misunderstandings and delayed products. Another very common problem is an incomplete understanding or training on the existing PDLC. Everyone in the organization should have a working knowledge of the entire process and how their roles fit within it. Most often, the biggest problem within a PDLC is the lack of progress measurement to help understand likely dates and the lack of an appropriate “product discovery” phase to meet customer needs. (Related Content: The Top Five Most Common PDLC Failures)
14) Inability to Hire Great People Quickly
Often when growing an engineering team quickly the engineering managers will push back on hiring plans and state that they cannot possibly find, interview, and hire engineers that meet their high standards. We agree that hiring great people takes time and hiring decisions are some of the most important decisions managers can make. A poor hiring decision takes a lot of energy and time to fix. However, there are lots of ways to streamline the hiring process in order to recruit, interview, and make offers very quickly. A useful idea that we have seen work well in the past are interview days, where potential candidates are all invited on the same day. This should be no more than 2 - 3 weeks out from the initial phone screen, so having an interview day per month is a great way to get most of your interviewing in a single day. Because you optimize the interview process people are much more efficient and it is much less disruptive to the daily work that needs to get done for the rest of the month. Post-interview discussions and hiring decisions should all be made that same day so that candidates get offers or letters of regret quickly; this will increase the likelihood of offers being accepted or make a professional impression on those not getting offers. The key is to start with the right answer that “there is a way to hire great people quickly” and the myriad of ways to make it happen will be generated by a motivated leadership team.
15) Diminishing or Ignoring SPOFs (Single Point of Failure)
A SPOF is a SPOF and even if the impact to the customer is low it still takes time away from other work to fix right away in the event of a failure. And there will be a failure…because that is what hardware and software does, it works for a long time and then eventually it fails! As you should know by now, it will fail at the most inconvenient time. It will fail when you have just repurposed the host that you were saving for it or it will fail while you are releasing code. Plan for the worst-case and have it run on two hosts (we actually recommend to always deploy in pools of three or more hosts) so that when it does fail you can fix it when it is most convenient for you.
16) No Business Continuity Plan
No one expects a disaster but they happen and if you cannot keep up normal operations of the business you will lose revenue and customers that you might never get back. Disasters can be huge, like Hurricane Katrina, where it takes weeks or months to relocate and start the business back up in a new location. Disasters can also be small like a winter snowstorm that keeps everyone at home for two days or a HAZMAT spill near your office that keeps employees from coming to work. A solid business continuity plan is something that is thought through ahead of time, before you need it and explains to everyone how they will operate in the event of an emergency. Perhaps your satellite office will pick up customer questions or your tech team will open up an IRC channel to centralize communication for everyone capable of working remotely. Do you have enough remote connections through your VPN server to allow for remote work? Spend the time now to think through what and how you will operate in the event of a major or minor disruption of your business operations and document the steps necessary for recovery.
17) No Disaster Recovery Plan
Even worse, in our opinion, than not having a BC plan is not having a disaster recovery plan. If your company is a SaaS-based company, the site and services provided is the company’s sole source of revenue! Moreover, with a SaaS company, you hold all the data for your customers that allow them to operate. When you are down they are more than likely seriously impaired in attempting to conduct their own business. When your collocation facility has a power outage that takes you completely down, think 365 Main datacenter in San Francisco, how many customers of yours will leave and never return? Our preference is to provide your own disaster recovery through multiple collocation facilities but if that is not yet technically feasible nor in the budget, at a minimum you need your code, executables, configurations, loads, and data offsite and an agreement in place for both collocation services as well as hosts. Lots of vendors offer such packages and they should be thought of as necessary business insurance.
If you are cloud-hosted, this still applies to you! We often find in technical due diligence reviews that small companies who are rapidly growing haven’t yet initiated a second active tech stack in a different availability zone or with a second cloud provider. Just because AWS, Azure, and others have a fairly reliable track record doesn’t mean they always will. You can outsource services, but you still own the liability!
18) No Product Management Team or Person
In a similar vein to #13 above, there needs to be someone or a team of people in the organization who have responsibility for the product lines. They need to have the authority to make decisions about what features get added, which get delayed, and which get deprecated (yes, we know, nothing ever gets deprecated but we can always hope!). Ideally, these people have ownership of business goals (see #10) so they feel the pressure to make great business decisions.
19) Failing to Implement Continuously
Just because you call it scheduled maintenance does not mean that it does not count against your uptime. While some of your customers might be willing to endure the frustration of having the site down when they want to access it in order to get some new features, most care much more about the site being available when they want it. They are on the site because the existing features serve some purpose for them; they are not there in the hopes that you will roll out a certain feature that they have been waiting on. They might want new features, but they rely on existing features. There are ways to roll code, even with database changes, without bringing the site down (back to #17 - multiple active sites also allows for continuous implementation and the ability to roll back). It is important to put these techniques and processes in place so that you plan for 100% availability instead of planning for much less because of planned downtime.
20) Firewalls, Firewalls, Everywhere!
We often see technology teams that have put all public-facing services behind firewalls while many go so far as to put firewalls between every tier of the application. Security is important because there are always people trying to do malicious things to your site, whether through directed attacks or random scripts port scanning your site. However, security needs to be balanced with the increased cost as well as the degradation in performance. It has been our experience that too often tech teams throw up firewalls instead of doing the real analysis to determine how they can mitigate risk in other ways such as through the use of ACLs and LAN segmentation. You as the CTO ultimately have to make the decision about what are the best risks and benefits for your site.
Whatever you do, don’t make the mistakes above! AKF Partners helps companies avoid costly product and technology mistakes - and we’ve seen most of them. Give us a call or shoot us an email. We’d love to help you achieve the success you desire.