Collaborate And Adapt Legacy Systems
Federal organizations such as the new Office of Homeland Security are learning that slaying the legacy monster usually isn't possible. However, adapting its capabilities, such as repository, interactive interfaces, and data management is very possible through new collaborative XML-based tools and alternative server arrangements.
What is frustrating is working with the government in the process redesign, change, and innovation process for adapting the legacy system to current business and customer realities.

We're setting up a separate Web, database, and collaboration infrastructure as a contractor with interface templates and custom toolkits that address the real-time quality, technical support, performance, and training realities of one of the few Continuous Process Government agencies. However, my previous work with the Defense Department and the Federal Aviation Administration leaves me pining for the active collaborative culture these agencies have established due to the mission-critical nature of their work and the need for responsive adaptation to and integration of new technical capabilities to serve the customer.

Government contractors aren't dumb, however. They realize nursing a legacy system using a very top-down, hierarchical change process often brings much more revenue than a collaborative change culture that engages both contractors and government staff in cross-functional teams to streamline work, information, data management, Electronic Performance Support Systems, testing, and change-management operations.

From a federal agency's collaborative culture one can quickly assess the level of receptivity to innovative approaches that address ongoing legacy problems that cost American taxpayers dearly. With the coming budget deficits at the state and federal level seemingly becoming a web of sinkholes where many public services disappear or become wholly inadequate to meet community needs, our leaders really need to consider radical changes to their legacy systems. States may lead the way, as they have no choice.
Joel Coulter
Advanced Systems Manager, ORTech

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Ways To Slay The Legacy Dragon
Here are ways we're slaying the legacy dragon, as well as some thoughts that supplement your resource center.
We're slaying the dragon by implementing a legacy-support methodology (process, tools, and techniques) that has reduced application costs by 40% to 50%. Our support teams have gone from being reactive to being proactive. This methodology was developed during the past 15 years and utilizes a common methodology to manage application support teams, regardless of whether they're onshore or offshore teams. This common methodology lets us develop sourcing strategies that make sense and move outsourced teams back in-house, or vice versa

"The Monster in The Basement" identifies a major issue that challenges many IT organizations. It's time to address this issue head-on instead of skirting it with thoughts such as "we have to build our way out of it" and "there's no other solution" or assume that "no savior is going to swoop in and slay the monster." Remember the story of David and Goliath? There are Davids--we just have to find them.

We shouldn't let the Legacy Monster win .... we need to tackle this issue and solve it. We got to the moon; we should certainly be able to turn the legacy monster into a tame pet that reduces operating expenses for legacy support from 75% to 90% to the 15% to 20% range. It's an aggressive goal, but achievable

I applaud your effort--you're getting it right. Your idea about developing a resource center is great. It will provide much-needed information to an audience that's seeking solutions to this albatross. Having said that, I would recommend that you could develop groundswell around this issues with some structured events.

Here are three that I would like you to consider:
• Organize a "Tackling The Legacy Monster" conference with an agenda that threads key themes so that attendees walk away with a plan to tackle the legacy monster.
• Develop a "Legacy Monster Roundtable" that provides members (for a fee) with a discussion forum to explore this critical issue. Bring in key speakers to provide insights, knowledge, and experience. Share information on the center (you can make this a revenue event).
• Publish a monthly "Legacy Monster Newsletter" that provides insight and knowledge for key issues, success stories, and solution sets. The goal is to develop a community to share knowledge: The more we know, the more we think, the more we do.
Philip Weinzimer
Principal, Strategic Business Services, Computer Aid

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Replace Legacy Apps With Software You Can Integrate
Replace individual legacy applications or modules with purchased software. Purchase individual best-of-breed application software and integrate it.

An IT department's core competency is to know its internal business processes, not writing ERP packages. Packaged software typically contains the best practices by several organizations. Using this method, the cost is also more palatable for the organization because it's spread out over time.

By selecting from multiple vendors, you won't be locked in long term. If the integration is done utilizing messaging software (i.e. WebSphere MQ), applications can be swapped in and out as they become antiquated. The key is to define an IT architecture (i.e. Java 2 Enterprise Edition, .Net, Web-based, client-server, etc.) and select vendors who complement your IT infrastructure.
Bill Carbone
Programming & Architecture Manager, Moog Inc.

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Lead-And-Eraser UpdateLead-And-Eraser Update
We will maintain the current systems, replacing them with more modern approaches to problem-solving using a unique tool: pencils (mechanical, version Black Warrior 2.7, runs under "lead and eraser" operating system, version 5.67).

When we're finished with the complete rewrite of our systems, we will then begin replacing those with pencils, mechanical, version Black Warrior, 3.0, running under "lead and eraser" operating system 6.0).

Hey! We just invented a never-ending loop ... but we can fix that with our "lead and eraser" operating system.
John Mooney

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