Comment by jaabe | Hacker News Reader

Comment by jaabe | Hacker News Reader

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When you buy big enterprise systems you enter contracts that aren’t easy to exit. You also bind so much money into those contracts that you don’t really want to leave them either, even if the company sucks at delivering. Maybe you’ll fight them in the courts for a few years and maybe they’ll compensate you a few hundred million, but once you enter these deals you’re basically in them until the law dictates that you have to do another round of bidding.

I’ve done this with a lot of difference companies and a lot of different development and project management philosophies though, and they all fail.

We’ve gone full waterfall, we’ve gone full agile and everything in between. We’ve done long detailed requirement specifications and we’ve invited companies into the heart of our business, to let them literally work inside our offices sitting shoulder to shoulder with our domain knowledge. None of it produces high quality software.

The highest quality software we have, aside from a few small suppliers, is the software we build ourselves. It’s anecdotal again, but it’s the same story I hear in my network of digitalisation managers across the countries public sector and banking.

With the way government contracts work, you'll almost never get really high-quality software that way. The contractor simply does not have any incentive to do so, as it isn't in the contract. Instead, the contract usually gives them the incentive to drag things out as long as possible and make sure development costs are as high as they can get away with; "cost plus" contracts are notorious for this.

I’ve worked in the private sector though, things weren’t better there.

Does humanity even know how to make quality software of the size where it costs on the order of hundreds of millions?

It’s a quite interesting question. Our national tax ministry has had almost nothing of expensive scandals over the past 15 years.

Two years ago they setup a focused devops team inside their organisation. I don’t know the exact details of it because my knowledge is from a 45 minute summit talk, but apparently this team managed to build a national scale system in 3 months that actually work. That would have cost them billion on the private market, and would likely never have worked, yet they did it with a relatively small team.

Maybe the problem is scale. I mean, sometimes I wonder why our contract include numerous product owners, key account managers, groups business analysts, project managers and God knows what else.

This is a little unrelated to buying big systems, but when we wanted to build a RPA setup, one of the consultant agencies had an offer which included 6 business side people and one technician. I mention it, because sometimes buying enterprise systems feels exactly like that.

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