Lack of a precise context can render discussions of software engineering and particularly of software quality meaningless. Take for example the (usually absurd) statement “We cannot expect that programmers will equip their programs with contracts”. Whom do you mean? A physicist who writes 50 lines of Matlab code to produce a graph illustrating his latest experiment? A member of the maintenance team for Microsoft Word? A programmer on the team for a flight control system? These are completely different constituencies, and the answer is also different. In the last case, the answer is probably that we do not care what the programmers like and do not like. When you buy an electrical device that malfunctions, would you accept from the manufacturer the excuse that differential equations are, really, you see, too hard for our electrical engineers?
In discussing the evolution of software methods and tools we must first specify what and whom we are talking about. The following ABC characterization is sufficient for most cases.
B is for Business. Programs in that category run key processes in the organization. While often far from impeccable, they must satisfy strict quality constraints; if they do not, the organization will suffer significantly.
A is for Acute. This is life-critical software: if it does not work — more precisely, if it does not work exactly right — someone will get killed, someone will lose huge amounts of money, or something else will go terribly wrong. We are talking transportation systems, software embedded in critical devices, make-or-break processes of an organization.
Even in a professional setting, and even within a single company, the three categories usually coexist. Take for example a large engineering or scientific organization. Some programs are developed to support experiments or provide an answer to a specific technical question. Some programs run the organization, both on the information systems side (enterprise management) and on the technical side (large scientific simulations, experiment set-up). And some programs play a critical role in making strategy decisions, or run the organization’s products.
The ABC classification is independent of the traditional division between enterprise and technical computing. Organizations often handle these two categories separately, whereas in fact they raise issues of similar difficulty and are subject to solutions of a similar nature. It is more important to assess the criticality of each software projects, along the ABC scale.
It is surprising that few organizations make that scale explicit. It is partly a consequence of that neglect that many software quality initiatives and company-wide software engineering policies are ineffective: they lump everything together, and since they tend to be driven by A-grade applications, for which the risk of bad quality is highest, they create a burden that can be too high for C- and even B-grade developments. People resent the constraints where they are not justified, and as a consequence ignore them where they would be critical. Whether your goal for the most demanding projects is to achieve CMMI qualification or to establish an effective agile process, you cannot impose the same rules on everyone. Sometimes the stakes are high; and sometimes a program is just a program.
The first step in establishing a successful software policy is to separate levels of criticality, and require every development to position itself along the resulting scale. The same observation qualifies just about any discussion of software methodology. Acute, Business or Casual: you must know your ABC.