I enjoyed the Windy City Perl Mongers meeting last night. I met a lot of neat people and heard a great talk on CouchDB and one on an AI aggregator. A diverse group of people showed up with some serious technical knowledge and skills. Iraq veteran and author of many Perl books, Brian D Foy was there. They were appreciative of OpenMake Software’s sponsorship of YAPC NA last year.

Josh McAdams organized and hosted the meeting at the Chicago Google offices, where free beer, wine and milk were available in the fridge. Afterwards, we went to Rock Bottom Brewery and lasted until after midnight.

Finding the blog Enterprise Maven made me decide to go back to the basics, today. This blog is from 2006, but the best practices of production control ignored here go back decades. I’d like to point out that Oleg Gusakov, the author, wrote the blog in a very good spirit and seems like a nice guy. He just seems to be a bit naive about what’s been happening with software development in the enterprise.

In the first section, he assumes that the only enterprise build and deploy solution is one that is customized, while OpenMake Meister has been serving that role now for 12 years. He does correctly conclude that all the enterprises in the world should not be independently investing in the same type of build and deploy solution. It is a costly investment and this functionality should be productized. That’s exactly why we did it and why that is still one of our chief selling points.

He is right that developing a product that should be commoditized is a drain on the business. However, the converse, having a commercial product provide the functionality at a greatly reduced cost compared with one homegrown, provides a competitive advantage over those companies who don’t have such a product.

Through the middle of the article, again, I think Oleg is unaware of the heavy horse SCM products out there that provide a lot of the expected functionality. Tools like CA Harvest, Serena Dimensions and others are very complex and sophisticated n-tier products. They nevertheless do not provide build support, so by combining an enterprise file control tool with an enterprise build and workflow tool, Meister, you canvas the required functionality.

Lastly, regarding the enterprise development lifecycle, he is right it is an oversimplification. I like his phrase that he hopes to “grow the meat.” At OM Services, we have “fully grown meat” and the enterprise lifecycle documents that we develop with our customers and clients are typically 50-80 pages in length. Here is where I review the generally accepted best practices, going back to the seventies with mainframe development. (NO, distributed platforms are not somehow different in the high level process!)

1. It all starts with production control. Developers do not have access to production due to a fundamental conflict of interest. Maintaining business continuity trumps developers’ ease of delivery to production.
2. Since someone else puts the code into production (or operates a tool which does so), this is the basis for separation of roles and responsibilities in the enterprise software development lifecycle.
3. To ensure integrity of the production environment, the production build must be done by a group representing the business, not development. Developers do not do production builds.
4. Working backwards, if you want your test environment to be as close as possible to production, you lock this down and prevent access to developers. This is usually the QA testing environment.
5. Again, to avoid a conflict of interest, the QA testers should be working for the business, not the application development team.
6. And it follows that the build for the QA environment is done by the business.
7. The developers job from this perspective is delivering source code to the business, which wants retain the source code and the ability to use it (meaning they can build it).
8. The process of developers transferring source code to the QA build people was called “throwing it over the wall”. Now, the heavy horse SCM tools and Meister workflow make it easy to do this and allows variations of iterative development involving the QA environment.

Any type of continuous integration or agile development practice typically happens before the QA environment. Any develop methodology for the enterprise must take into account the fundamental conflict of interest between software change delivery and business continuity or ignore it and remain entirely in front of QA.

If you are a developer, you can think of this as a loss of privilege, or you can be elated that other people are doing the dirty work for you and you can focus on the art and science of engineering business solutions. If you are really depressed, maybe you should be on the other side of the wall!