I write computer programs for a living. Many people therefore refer to me as a software engineer, but that term has always made me uncomfortable.
Mary Shaw from the Software Engineering Institute explains where that unease comes from: our industry doesn’t meet the standards for engineers as set by real engineering fields like structural engineering.
Shaw defines engineering as “Creating cost-effective solutions to practical problems by applying codified knowledge, building things in the service of mankind.” (my italics) While we certainly do this some of the time in some places, I believe we are still quite a ways away from doing it all of the time everywhere.
Examples abound. Code is still being written without automated tests, without peer review, and without continuously integrating it with code of fellow team members. Basic stuff, really.
The State of DevOps 2015 report goes into some more advanced practices. It presents compelling evidence that these practices lead to better business results. High-performing companies in the study deploy code 30x more often and have a 60x higher success rate and 168x lower Mean Time To Recovery (MTTR) than low-performing companies.
Yes, you’ve read that right: lower risk of failure and quicker recovery when things do go wrong!
So why aren’t we all applying this codified knowledge?
DevOps practices, as well as more advanced Agile practices like test-driven development and pair programming, require more discipline and that seems to be lacking in our field. Uncle Bob explains this lack of discipline by pointing to the population demographics in our field.
There still seems to be a strong belief that “quick and dirty” really is quicker. But in the long term, it almost always ends up just being dirty, and many times actually slower.
Yes, going into a production database and manually updating rows to compensate for a bug in the code can be a quick fix, but it also increases the risk of unanticipated things going wrong. Do it often enough, and something will go wrong, requiring fixes for the fixes, etc.
Following a defined process may seem slower than a quick hack, but it also reduces risk. If you can make the defined process itself quicker, then at some point there is little to gain from deviating from the process.
The high-performing DevOps companies from the aforementioned study prove that this is not a pipe dream. With a good Continuous Delivery process you can make fixing urgent critical bugs a non-event. This is good, because people make poorer decisions under stress.
This finding shouldn’t be news to us. It’s the same lesson that we learned with Continuous Integration. Following a process and doing it more often leads to an optimization of the process and an overall increase in productivity.
Until the majority in our field have learned to apply this and other parts of our codified knowledge, we should probably stop calling ourselves engineers.
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