I think code integration is one of the most difficult aspect of software development and one of the major reasons why a lot of software projects fail is because of poor integration, despite the fact that individual components may be of high quality.
From what I have seen, a lot of code integration problems arise because, as you said, there is a lack of predefined framework and agreed upon methodologies. In cases where software components will be distributed across multiple teams, the foremost requirement is to establish a common platform and standard and communicate it effectively amongst the teams. Also, any updates on the framework should be rolled out to the teams.
The points you make are certainly form a good basis for software development, one other major area is code integrity, this is also an issue that has come to a head in a number of other open source developments.
By integrity I mean code purity, copyright and indemnity against copyright, this is the current basis of the lawsuit between Oracle and Google, Oracle claims that Google misappropriated section of code belonging to Oracle(sun).
It has also been an issue in some parts of Linux, where code was utilized but was not free from copyright of a third party.
Such control is far harder to control than the other points you listed, mainly because the points outlined by youself , tend to fit nicely within a framework that can be audited.
For example in China it is very common for people working on a code base to take it with them when they move to another company, and indeed such code is freely available on the market.
One of the hardest tasks for a software development manager is to secure the computing equipment used by programmers whilst they are developing software, even cutting external network access is no longer a guarantee that a companies intellectual property will find is way out of a companies software development area and into the public domain.
This sounds like an excellent set up. This is designed almost like checks and balances set up. Would work great if you can get everybody to cooperate and work in a timely matter. I am curious as to why more companies haven't adopted a plan like this a long time ago? It would seem like if this was in place, many companies could have avoided cost over runs and major delays in implementation.
Hi Andy, thanks for the post. All the points you mentioned are important. I also believe that there are a lot more collaboration tools and platforms available today than years ago, which makes the software supply chain function more cohesively in team environments.
EBN Dialogue enables and encourages you to participate in live chats with notable leaders and luminaries. Not only editors and journalists, but the entire EBN community is able to comment and ask questions. Listed below are upcoming and archived chats.
Thailand Stages a Comeback Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Microsoft Surface: Potential Winners & Losers What are the implications for the electronics industry supply chain of Microsoft Corp.'s decision to launch its own tablet PC? Join industry veteran and EE Times' systems and OEM expert Rick Merritt on Tuesday, July 3, at 12:00 pm EDT for a Live Chat on this subject.
Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Peter Drucker famously said "Trying to predict the future is like trying to drive down a country road at night with no lights while looking out the back window." Yet in the razor's-edge world of electronics—with a lean supply chain and just-in-time demands—the need to know the future is vital.
While no one really can accurately predict the future, we can take guidance from another Drucker saying which is the best way to predict the future is to create it.
You've heard the saying "the No. 1 supply chain risk is your people." That hasn't always been the case. But today's complex global supply chain requires a new type of multitalented employee. It's one who understands, finance, marketing, economics, is savvy with technology, graceful with relationships and can think analytically.
Where are these people? Are universities properly preparing the next generation supply chain professionals? How do train your existing workforce for these new, demanding positions?
Brian Fuller, editor-in-chief of EBN, will lead a 60-minute Avnet Velocity panel discussion that will ask and answer these and other questions swirling around today's supply-chain talent challenges.