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Glitch: The Hidden Impact of Faulty Software
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About the Author
Jeff Papows, Ph.D., President and CEO of WebLayers, has more than 30 years of industry experience and a proven history of success in both emerging companies and large global organizations. Most notably, he was President and CEO of Lotus Development Corporation. There he was widely credited with taking Lotus Notes from its initial release to sales of more than 80 million copies worldwide, making it the leading collaboration platform. After Lotus was acquired, Papows helped steer the company’s successful integration into IBM. He also was President of Cognos Corporation, taking the business intelligence software provider from its early stages to sustained profitability, a public offering, and continued growth that met or exceeded Wall Street expectations. Most recently, Papows was President and CEO of Maptuit, a provider of real-time commercial navigation software. Having led Maptuit to profitability and a market leadership position, he continues to play an active role in the company as Chairman of the Board. Papows has been a frequent guest on CNN and Fox News and is a successful author. His book Enterprise.com: Information Leadership in the Digital Age has been reprinted in several languages. He holds a Ph.D. in business administration as well as a master of arts degree and a bachelor of science degree.
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Product details
Hardcover: 208 pages
Publisher: Prentice Hall; 1 edition (September 4, 2010)
Language: English
ISBN-10: 0132160633
ISBN-13: 978-0132160636
Product Dimensions:
6.4 x 0.7 x 9.3 inches
Shipping Weight: 14.4 ounces
Average Customer Review:
3.8 out of 5 stars
28 customer reviews
Amazon Best Sellers Rank:
#5,091,685 in Books (See Top 100 in Books)
This is a meaningful book but was written just before the explosion in mobile applications and the onslaught of malicious crimes. As such, the issues presented use examples that predict some of the problems of late, but would be more meaningful if they could have been included. The book does bring up important issues that are drowned out by more dramatic current events, such as the aging of COBOL resources, but without the current examples the very valid warnings are too easily dismissed. Lastly, the book's timing causes it to miss the impact of such things as the Apple App Store and Google Play on the increasing speed of development, combined with the lack of expertise in security practices that can create new category of glitches that magnify existing conditions that contribute to errors. The rise of a global criminal class that can exploit otherwise benign errors is not given sufficient weight. Programming errors in the past that would go unnoticed have now become vulnerabilities that can be exploited. The glitches discussed are like quality issues found in domestic cars of the 80s and 90s. But current glitches are often akin to how well built cars will behave if chased by pursuers: cornering, acceleration, braking distances, engine resilience would all be measured differently given the higher stakes in which the car is forced to operate. Modern software attached to the Internet needs greater resilience and more programmer knowledge of safe coding practices. These are newer sources of glitches, along with the need for rapid release of patches, the difficulty of patch distribution, and more extensive and new types of testing. These sources of glitches and their dire effects are not sufficiently included in this discussion. At the same time, many things included remain problems and the book does well to remind us that not all software issues are only those we hear about in the news. The lesson is that older problems remain and cannot be ignored as we become distracted by newer ones.
Jeff does an excellent job citing several examples of software glitches...unfortunately, some with dire consequences. More importantly, he offers solutions to help curb this increasing trend. This is a must read for anyone in the I.T. industry.
A compelling read! Mr. Papows, in a clear, insightful analysis, explains how the role of information technology has evolved within the enterprise. IT operations have become inseparable from business operations, with packaged and internally developed software invovled in virtually every business function. While the IT revolution has produced enormous advantages in areas from web-based computing to supply chain automation, less understood are the often catastrophic outcomes resulting from poorly designed software. Senior executives can no longer assume that technology issues are solely the responsibility of the IT gurus. Citing many astonishing examples, Mr. Papows provides a cautionary tale and prescriptive policy framework for all senior executives to consider as they seek to balance technology expansion with IT governance.
Given my (and many others') increasing frustration with consequences of buggy software, I was really hoping for this book to be useful at identifying the issues and proposing some solutions. Not only did the book come up short on both of these, but much of the book has nothing to with glitches. Further there were numerous errors in much of the material, and most of the "solutions" proposed amounted to suggesting increased regulation, as if the government can demand bug-free software (when that isn't even defined) or "certified" software engineers, again not showing what kind of certification (or even training) can reduce bugs.Some examples of wrong, if not downright dangerous, advice:He points to Bernie Madoff as an example of the need for more government regulation (in general), ignoring the fact that preventing situations like Bernie Madoff was EXACTLY what the SEC was set up to, and even after 75 years was unable to do so.He also aims to expand government's consumption of technology - "without ... Web 2.0 capabilities on government websites, e-government initiatives will deliver diminishing returns. ... when ... [Web 2.0 capabilities are] unavailable on government sites, citizens will not return." This completely misses several major points - most notably, that government does not have competitors (for true government functions), and that as long as an electronic solution is easier than the alternative, it will succeed. Will anyone really choose to go in to the DMV for a renewal that can be done on the web, just because the website doesn't offer flashy graphics or collaboration features?In suggesting not to understand, much less upgrade mission-critical systems- "Know when to leave well enough alone. Given fluctuations in staffing and long-term investments in technology, the reality is that you simply won't fully understand certain applications. ... you will not always know exactly what makes them tick ...If it's a business-critical application, ... you may not need to know every line of code ... In this case, the risk of compromising the infrastructure by opening the application far outweighs the need to sate curiosity." One would think that if a system were business-critical, understanding every line would be business-critical. Or else one glitch could bring down the company, because no one will understand enough to repair it in a timely manner. Also, even the most green developer knows that "opening the application" (i.e. reviewing source code) does not entail ANY risk. Ignorance, however, that's risk.In proposing more attention being paid to cloud applications - "Should faulty software practices make their way into a cloud, they might impact a wider audience than a more traditional on-premises model of software ownership. Therefore we need to be that much more diligent when it comes to developing [cloud applications]" This is particularly disturbing as he earlier pointed out software bugs that killed people in a (not widely used) radiology application. "Diligence" should be a function of potential impact, not where an application is hosted, or even how many users it has.Even his definition of a software problem is questionable - "When I buy a flat-panel TV and it takes me four hours to make it work with the components, that's a software lifecycle problem. When I wait for three hours for what was supposed to be a one-hour brake pad replacement, that's a software life cycle failure."Speaking of definitions, he continually talks about "transparency" and "governance" without ever clearly defining those terms.In summary, while the author may have been CEO of Lotus Development Corp, it sounds like he was never actually a developer or even a tester, and hence appears to be a PHB (pointy haired boss) right out of Dilbert, spouting off dictates with no understanding of the real problems, much less solutions. What a shame.
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