The Model and Thinking of Humans delivering Legacy Client Server Applications versus Cloud Based Solutions
by Mountain Computers Inc, Publication Date: Saturday, March 29, 2025
View Count: 589, Keywords: Legacy, Client, Server, Applications, Cloud, Saas, Hashtags: #Legacy #Client #Server #Applications #Cloud #Saas
I have had the opportunity to observe and explore more than 15 years of 20th century application to 21st century application migrations. What I have found is that there is a success and failure rate associated with the migration.
The success and failure rate is based on the following:
1. the human factor
2. the technology used, the full stack both front and back end
3. the validation and process to move and migrate
what I hope is that the architects both in business and technology work cohesively together to make a speedy and accurate migration.
what have i experienced? well, its 20-80 success/failure from what I have observed from afar, all the while, I have seen 100% success in those that I research, analyze, and propose and support and migrate.
The key is to be a great analyst aka technologist and still keep your technology friends who are stalwarts and hold outs in their legacy success and technologies.
What we need is a hybrid breed of technology loving enthusiasts who are paid fairly and appropriately for the "lift" they are required to deliver. That means, pay for performance.
The following is a list of considerations one must come to process to either be successful or not:
1. I have seen legacy technology and business hold outs to client/server technologies being upgraded
2. I have seen too many fast forward leaders who step on their own toes and mess up their organization without truly smart subject matter experts in both business, technology and finance.
3. I have seen too many folks having too many Teams meetings without subject matter experts being involved to support business decisions and understand the ramifications of risk, reward and operational imperatives, timings, and using good business and project rules
4. I have seen business leaders who need to trust the recommendations of opinions from those whom they consider or not quasi-business related technology subject matter experts when in fact, they could hold secrets that leadership might not be aware; be wary and explore quietly in an offline manner
5. Please do not involve technology subject matter experts who are not financial and fiscally coherent and smart in projects that involve high risk
Moving forward, I have a full series on Project Management 101 that one can refer to. It's a catch 22 if you believe you are a project leader, management, PMP, etc, if you believe the 21st century project management method work. They don't. Its about people, money, success and failure, not some idea of scrum, agile, phase gate, etc.
Projects are key to the success of any organization. I learned that some 30 years ago.
There are people that just do the work, their job, no more; and those the lead the organization to the next level via projects.
Ergo: We have what I have coined from the late 1990s - Maintainers and Sustainers versus Movers and Shakers.
We need both, yet 20% of this dichotomy make the organization great, and 80% keep the company running. It's okay, we need both, yet the 80% just do the job, while 20% actually lead the organization to greatness.
We need both and this is where one diverges on risk and reward, compensation and all other things included.
This is where the rubber hits the road. The pay differential is not the same and should not be even close. Period!
The 20% who are hands on direct subject matter experts both in management and staff earn 25%-50% more pay than the 80% who just do the work.
I could give real world examples and recruiters and head hunters would agree minus their fees.
The World is at a point where legacy client/server applications are either going to be adopted and protected because of their huge potential value and success or shutdown, isolated, and retired because the risks of their existence and usage out ways their value, and the downside is financially crippling.
more to come...
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