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Articles by James A Robertson and Associates

Std 026 Old Software IS Viable
Created by James on 9/12/2014 4:50:13 PM

Many business information system projects are motivated on the basis that the existing systems are obsolete.  This article challenges that argument with regard to a significant number of systems and presents information that will enable executives and managers to take a pragmatic view of this debate


Old Software IS Viable


One of the drivers of new systems in business today is replacement of “ageing” systems.  Problem is that software does NOT grow old, only the programmers do and new programmers can be trained.

Legitimate software obsolescence is driven by genuinely obsolete hardware coupled to software that is associated with the operating environment for that hardware for which there is NO effective port to new systems, or badly maintained software – which frequently comes about because of a CIO who decides to kill the system by NOT investing in people and maintenance.  The latter case can be remediated

There ARE situations in which legacy software can have its life extended considerably.  This article discusses this.  Following are some key points:

1.  Instructions for the bricklayer

Source code is “instructions for the bricklayer” – the English like language is translated by the compiler into binary code and processor and device addresses – in this respect the compiler is like a bricklayer simply following instructions to generate the executable code.


2.  Programming language ONLY for the programmer

Programming languages are simply there for the convenience of the programmers so that they can write more complex and elaborate software applications.

To say that a language is obsolete is to say that the people who knew how to program in that language are either all dead or have moved on to other languages.  Insofar that in even the oldest languages there are still programmers alive the question then becomes one of providing the right financial incentive to bring old programmers back from other languages.

Alternatively, NOTHING prevents you for training young programmers on old languages.  The world is full of factories with old machines that are maintained by technicians and mechanics who have been trained up on equipment that was manufactured before they were born.  There is NO reason NOT to do this with software.


3.  Development languages are a fashion industry

Application development languages have historically progressed to a point and then been superseded by new languages that have been written to perform different functions, but to a point it is a fashion business.  It is my view that this trend is coming to an end.  The current mainstream languages will probably be around for a very long time.

In some cases of really leading edge technology applications there MAY be real benefit moving to a new language, BUT in the case of core mundane operational business information systems there is generally little or NO benefit.  Remember always that you can develop new components with a new language and leave the existing components in the old language.  Once they are compiled the computer does NOT know the difference.


4.  Software NEVER wears out

Software NEVER wears out, it has NO moving parts.  The older languages died out because the computer processors died -- that does NOT happen anymore.


5.  Once software works it always works

Once software works it ALWAYS works unless some human being does something that stops it working – either as an act of incompetence, negligence or sabotage.


6.  Mainstream legacy languages remain valid

Mainstream older languages, such as Cobol in particular, remain valid because compilers have been ported to run on modern processors so barring minor conversion idiosyncrasies old code will work perfectly well on modern computers.  See “COBOL Still Used More Than Google”.


7.  Once compiled the processor is ignorant of the language

It is vital to be aware that once compiled the processor does NOT know whether it is running 30 year old Cobol or the latest “dot net” or whatever language.  The language is PURELY for the human beings who write the program.


8.  “Obsolete” is therefore most frequently a fashion statement

“Obsolete” is therefore most frequently entirely a fashion statement, the developers are still around and many will happily work on old code for a fair wage.  Many of the old guard prefer the older languages because they are leaner and more efficient.


9.  It is NOT necessary to replace the entire application

Note that there is NO need for all parts of a software application to be written in the same language.  If you have an elderly Cobol suite of software and you want a pretty web front end interface in the latest language, NOTHING stops you writing the new front end in that language and writing an interface to the database of the old application or writing an interface to feed data files from the old application to the new database.

There are tools specifically for that purpose such as “Advantage Data Transformer”.


10. The 80:20 Phenomenon

Note also that as with most things in life, of the order of 80% of the software that is used in a business does NOT change for years.  This can remain in your legacy language.  Just replace the 20% of the software where there REALLY ARE benefits f

rom upgrading.  The minute you move away from a mind-set that says that you MUST replace the ENTIRE solution interesting possibilities open up.

 

11. Mainstream databases are still in existence

Some of the older databases HAVE died out and this MAY legitimately drive replacement but in MANY cases there is a solution and some mainstream databases that have faded from the limelight but are still out there and supported, such as DB2 and Informix -- you just have to look. 

Again, in many cases the problem is fashion NOT technology obsolescence.


12. The ONLY limitation is the ingenuity of the developers (and their willingness)

In many (most?) cases the limitations with regard to legacy software relate to the ingenuity of the developers and managers and their willingness to find solutions.

It is TOO easy to tell management that the old systems are obsolete because you have a career need to learn a new language so that you are more marketable and can earn a higher salary, or just because it is an adrenalin rush to learn something new.  Those are NOT valid reasons.


Bottom line is that probably 90% of the legacy application out there CAN be maintained and used indefinitely and can be extended by bringing in selected modern components.

It is also so that if you look at the REAL costs of implementing and operating the major ERP and related products and apply a percentage of that cost to maintaining your existing systems you will be very well off.  There may WELL be a case for a project to remediate and strengthen your existing systems and extend them to better support your current and future strategic position.

Note also that, given the massive failures that are occurring, the business risks associated with progressively and incrementally remediating and enhancing your existing systems are MASSIVELY lower.


Dr James A Robertson PrEng

11 September 2014

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Business Systems NOT delivering?

Call the Business Systems Specialist

Dr. James Robinson

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Table of Contents

Home

About Dr James A Robertson PrEng -- The Business Systems Doctor -- and Other Topics

Catalogue of Major Business Information System Failures

About the Engineering Approach

James Robertson's Value Add

Attributes of a HIGH VALUE solution

Recognizing Business System Failure

The Critical Human Foundation

Old Software IS Viable

From South Africa

Competencies of Dr James A Robertson PrEng

About Professor Malcolm McDonald

Table of Contents

About my relationship with the Almighty Creator, Yah the Eternally Self-Existing

Comments relating to the Business Systems Industry and other topics

Testimonials and other positive material regarding James Robertson

Reference Articles

List of Articles

Article Catalogue

Achieving High Value Business Information System outcomes

Executive Custody -- What is it and HOW do you get it?

The REAL Issues in Integrated Business Information System Success

Part 1: Introduction

Part 2 -- Mythology and Lack of Executive Custody

Part 3 – Strategic Alignment and Precision Configuration

Why your ERP is NOT delivering and HOW to FIX it

IT Project Management

Pulse Measurement

CEO Anthony Lee Comments on his experience of the Pulse Measurement

No Charge Guarantee on the Pulse Measurement Service

Examples of Pulse Measurement Outcomes

Critical questions regarding the Pulse Measurement™

The Pulse Measurement Workflow

The Critical Factors for Business System (ERP+) Investment Success in the Pulse Measurement

Indicative Pulse Measurement Durations

What is a JAR&A Pulse Measurement?

Survival of the fittest – why it makes sense to measure the pulse of your business

Examples of Pulse Measurement Outcomes over 24 years

Sample Pulse Measurement Reports

Strategy

Strategic Essence: The Missing Link in Business Information Systems

Strategic Essence: Overview

Strategic Essence: Part 1 -- Strategy Defined

Strategic Essence: Part 2 -- Differentiation

Strategic Essence: Part 3 -- The Essence IS Different

Strategic Essence: Part 4 -- The Essence should be the Point of Departure

Strategic Essence: Part 5 -- Discovering Strategic Essence

Strategy -- the Essence of the Business: What is it and how do you develop actionable strategic plans?

Simple Steps to Increase the Strategic Value of your ERP Investment

Free Strategic Snapshot Toolset and Manual

A strategy focused planning system beyond traditional budgeting

Tough IT and ERP Procurement and Contracting that Works

Robust Business Systems Procurement

Part 1 -- Introduction

Part 2 -- Bill of Services, Laboratory, Go-live Certificate, etc

Part 3 -- Executive Engagement, Bid Compliance, Adjudication and other matters

Procurement Documents

Guidance and Advisory Services

The Art of Project Leadership

Why Regular Communication with the CEO is Vital

The Business Simulation Laboratory

Precision Configuration and Strategic Business Information Architecture

Precision Configuration based on Strategic Engineered Precision Taxonomies

The JAR&A Cubic Business Model

Highly Structured Strategic Chart of Accounts -- a Vital Element of your Corporate Information Arsenal

The Product Catalogue -- an Essential Element of any Precision Configuration

Attributes -- answers to the questions you have NOT yet thought to ask

Case Studies of Notably Successful Projects with high value Precision Configuration

092 Doing things differently and better -- ASCO Case Study 2-- BPM Summit 2013

088 Strategic ERP Invesment -- ASCO Case Study -- Service Management Conference and Exhibition Africa

026 Information Architecture and Design of FIS for Rennies Group -- Financial Information Systems Conf

018 CRM Risk Control: Designing and Implementing an Integrated Risk Mgmt Sys -- Integrated Risk Mgmt Conf

011 V3 Consulting Eng: Benefits of MIS to Professional Practice -- SAICE 15th Ann Conf on Computers in Civil Eng

Strategically Enriching your Business Information Systems

Part 1 -- Introduction

Part 2 -- Principles of Data Engineering

Part 3 -- Steps in applying these recommendations

Simple Steps to increase the strategic information value yield from your Business Systems Investment

The Full JAR&A Taxonomy Manual

Part 1: Introduction, Problem Statement, Definitions and Examples

Part 2: Why Use JAR&A, Required Knowledge and Experience, Cubic Business Model and Chart of Accounts and Taxonomy Software

Part 3: How to do it, Case Studies and White Papers and other References

Example General Ledger Manual

Business Process -- Irrelevant, Distracting and Dangerous

The RIGHT Approach

Custom Strategic Software Design and Oversight of Construction

Standards for Custom Software Specification

What IS Software?

IT Effectiveness

Organizing Outlook

Critical Factors for I.T. Success

A Moral and Ethical Dilemma -- Systems that Fail

Case Studies examining Business Information System failures

The BBC Digital Media Initiative Debacle

The Bridgestone -- IBM Conflict

Speaking and Training

Showcase of Conference Presentations

Most Viewed Presentations

Briefings and Seminars

Why your ERP/BIS is NOT delivering and HOW to FIX it

ERP and IT Procurement that Delivers Results

The Critical Factors for IT and ERP Investment Success

Other Seminars

Conferences and Public Presentations

Conferences 80 to 99 -- 2009 to Present

Conferences 60 to 79 -- 2005 to 2009

Conferences 40 to 59 -- 1996 to 2005

Conferences 20 to 39 -- 1994 to 1996

Conferences 01 to 19 -- 1989 to 1994

On-Line Seminars (Webinars)

Webinar on Preparing and Presenting Webinars

Contacting James A Robertson and Associates Limited