338 karma · joined February 11, 2013
I'd be surprised if those weren't already in place on this project but bet it's really poorly done. My money is on a totally manual test process which means a deployment misses loads of cases and takes weeks and where a load test is 10 guys in India hitting f5.
On these big gov projects you would not believe how terrifyingly thin the margins are for integrators due to politicians being very sensitive about being seen to be responsible with the public purse strings, particularly given that they don't understand the technology. In addition to the thin margins, you therefore also see extensive offshoring and very low blended rates.
The projects are still incredibly expensive in the end and barely perform because the cheap labour incurs massive technical debt - and the thin margins means that the integrators try to insulate their risk with many layers of project management, and huge amounts of rigid enterprise architecture and planning up front.
Given this mentality of cutting cost to the bone via forward planning, even proofs of concept are hard to get through, let alone investing in 15 prototypes. I think the way to do this would be as part of a gov tech investment scheme rather than attached to a specific project or program.
You know The Guardian is unlike other newspapers and runs at a loss.
"Miller admits that he does not foresee the newspaper earning a profit anytime soon. Rusbridger said, “The aim is to have sustainable losses.” Miller defines that as getting “our losses down to the low teens in three to five years.” But at some point, if the Guardian does not begin to make money, the trust’s liquid assets, currently £254 million, would be depleted."
http://blogs.spectator.co.uk/coffeehouse/2013/09/guardian-ce...
"... owned by The Scott Trust, a charitable foundation existing between 1936 and 2008, which aimed to ensure the paper's editorial independence in perpetuity, maintaining its financial health to ensure it did not become vulnerable to take overs by for-profit media groups. At the beginning of October 2008, the Scott Trusts assets were transferred to a new limited company, The Scott Trust Limited, with the intention being that the original trust would be wound up.[93] Dame Liz Forgan, chair of the Scott Trust, reassured staff that the purposes of the new company remained as under the previous arrangements.
The Guardian has been consistently loss-making.
...
The Guardian's ownership by the Scott Trust is probably a factor in its being the only British national daily to conduct (since 2003) an annual social, ethical and environmental audit in which it examines, under the scrutiny of an independent external auditor, its own behaviour as a company.[95] It is also the only British daily national newspaper to employ an internal ombudsman (called the "readers' editor") to handle complaints and corrections."
80/20 is therefore a sign of a poorly managed project (since visibility of true velocity is hidden, planning is impossible at best or based on false data at worst, and overruns are collected and unpacked only at the end).
Unfortunately very few managers involved in planning get this, and as a result don't recognise their responsibility is for delivering the whole at a predictable rate by managing this process. (Instead we often see a sick project management culture of not giving the client what they need and whipping the delivery horses harder, under the illusion that this is just how projects get delivered - always painfully and late, if at all.)
Logitech ultrathin is very expensive but a must buy for ipad productivity. Ergonomics are excellent for dual keyboard and screen driving (iOS doesn't make sense completely from keyboard) and it can be used as a full laptop replacement for a lot of business applications.
It's a well-trodden rite of passage for many web developers to end up writing a CMS or three from scratch (which are always limited, clunky, and unmaintainable) - until they get sick of getting caught out by edge cases on things like multiple editors in race conditions, CSRF on forms, scheduled revisions, password reset flows, user synchronisation, localisation etc.
That may be a great learning experience for a developer but expensive for businesses that end up having to migrate and re-platform after a year or two. It's really hard (and dull) to create a good CMS, and even then the considerations go beyond technical as this is a piece of business infrastructure. Why do you think Wordpress has so little competition even though it's a large and valuable market?
The missing part here is turning that API into an external one, which requires a layer in any case to cover things like authorisation, caching, queuing, reporting, QoS, orchestration.
Secondly, this all misses what I think was the real point of the story - that this is an outcome of the surveillance dragnet.