Category: DevOps Culture

  • Documentation in Agile: Challenges and Trends in 2023

    Documentation in Agile: Challenges and Trends in 2023

    Agile documentation refers to the creation and maintenance of documentation in an agile software development process. It emphasizes “just enough” documentation that is necessary for the current iteration, preferring documentation that responds to specific needs over extensive upfront documentation. The goal is to provide clear and concise information to support the development team while keeping the documentation flexible and updating it as needed throughout the development process.

    In this article I’ll present the state of Agile documentation and how it is expected to evolve in 2023 and beyond.

    What Does an Agile Approach to Documentation Look Like?

    An agile approach to documentation looks different from traditional, waterfall-style documentation practices in several ways:

    • Emphasis on just-in-time documentation: Agile prioritizes documentation that is created and updated as needed, rather than extensive upfront documentation.
    • Collaborative and iterative: Agile documentation is created and maintained through collaboration between the development team and stakeholders, with a focus on continuous improvement.
    • Flexible and adaptive: Agile documentation is designed to be flexible and adaptable, allowing for changes and updates as the project progresses.
    • Minimalistic: Agile documentation focuses on providing just enough information to support the development process, avoiding unnecessary detail.
    • User-focused: Agile documentation is centered around the needs and perspectives of the users and stakeholders, rather than the development team.

    In practice, an agile approach to documentation might involve user stories, wikis, and documentation that is integrated into the development process rather than treated as a separate task.

    7 Agile Documentation Challenges

    Teams attempting to write and update agile documentation can face several challenges, including:

    1. Balancing speed and detail: Agile documentation is meant to be lightweight, but it also needs to be detailed enough to support the development process. Striking the right balance between speed and detail can be challenging, especially as the project evolves and requirements change.
    2. Keeping documentation up to date: Agile projects are highly iterative, which can make it difficult to keep documentation up to date. Documentation that is not updated regularly can become outdated or irrelevant, causing confusion and slowing down the development process.
    3. Maintaining consistency: In an Agile development process, multiple team members may contribute to documentation, which can make it challenging to maintain consistency in style and format. This can result in documentation that is difficult to navigate and understand, which can slow down the development process.
    4. Managing collaboration: Collaboration is a key part of the Agile development process, and it is important for team members to be able to share information and feedback on documentation. However, managing collaboration effectively can be challenging, especially when team members are located in different locations or time zones.
    5. Prioritizing documentation: In an Agile development process, there is often a lot of pressure to prioritize development work over documentation. This can make it difficult to allocate sufficient time and resources to documentation, which can result in documentation that is incomplete or of poor quality.
    6. Dealing with changing requirements: Agile projects are highly iterative, and requirements can change rapidly. This can make it challenging to keep documentation up-to-date and relevant, as documentation that was created to support one set of requirements may no longer be applicable as the project evolves.
    7. Ensuring documentation is accessible: Agile projects often involve multiple team members and stakeholders, and it is important for documentation to be accessible and usable by everyone. Ensuring that documentation is stored in a centralized, easily accessible location can be challenging, especially in large or complex projects.

    Agile Documentation Trends in 2023 and Beyond

    Here are some of the key trends in Agile documentation that can help your organization improve your process and overcome the challenges above.

    Documentation Automation

    Documentation automation refers to the use of technology to automate the creation, maintenance and updating of documentation. This can involve the use of tools that generate documentation based on code, data or other sources, as well as tools that streamline the collaborative creation and review of documentation.

    In an agile development context, documentation automation can help to increase the efficiency and accuracy of documentation while freeing up time for the development team to focus on other tasks. It can also facilitate the creation of consistent, up-to-date documentation that is always in sync with the latest changes to the code or other project assets.

    Some examples of documentation automation tools include:

    • Automatic code documentation generators that extract documentation from the source code and generate reference documentation.
    • Wiki and documentation management tools that allow for the creation, editing and collaboration on documentation.
    • Automated testing and reporting tools that generate documentation on test results and project progress.

    Documentation-as-Code

    Documentation-as-code (DaC) refers to the practice of treating documentation as a first-class artifact in the software development process alongside code and other project assets. This approach aims to integrate documentation into the development process, making it easier to manage, version and maintain.

    Documentation-as-code can be achieved through a variety of methods, including:

    • Storing documentation in version control systems, such as Git, alongside the code to ensure that documentation is versioned and backed up along with the code. This is especially compatible with a GitOps development process.
    • Using markup languages, such as Markdown or reStructuredText, to write documentation, making it easier to format and display the documentation and to convert it to other formats if needed.
    • Automating the generation of documentation, such as API reference documentation, based on the code.

    The goal is to make documentation a more integral part of the development process, reducing the effort required to create and maintain documentation and improving the accuracy and usefulness of the documentation. 

    Continuous and Collaborative Documentation

    Collaborative documentation refers to the practice of involving multiple stakeholders, including developers, product owners and end users in the creation, maintenance and review of documentation. This approach emphasizes collaboration and communication as key elements of the documentation process.

    In an agile development context, collaborative documentation is seen as a way to ensure that documentation is relevant, up-to-date and meets the needs of all stakeholders. This can be achieved through a variety of methods, including:

    • User stories and other agile documentation techniques that involve end users in the documentation process.
    • Collaborative authoring and review tools, such as wikis and online document editors that allow multiple stakeholders to contribute to and review the documentation in real-time.
    • Regular retrospectives and other agile processes that provide opportunities for the development team to review and improve the documentation.

    The goal is to create documentation that is accurate, relevant and useful to all stakeholders, while also fostering communication, collaboration and continuous improvement within the development team. 

    Interactive Documentation

    Interactive documentation refers to the practice of creating documentation that is designed to be interactive, allowing users to engage with the information in a dynamic and engaging way. This can include elements such as interactive examples, simulations and tutorials, as well as tools that allow users to experiment with and explore the documentation.

    Interactive documentation can provide a number of benefits, including:

    • Improving the user experience by making the documentation more engaging and accessible.
    • Facilitating a deeper understanding of the product by allowing users to experiment with and explore the documentation in a hands-on way.
    • Improving the accuracy and usefulness of the documentation by allowing users to provide feedback and suggestions for improvement.

    Interactive documentation can be achieved through a variety of methods, including:

    • Interactive tutorials and examples that demonstrate how to use the product.
    • Simulations and prototypes that allow users to experiment with the product in a safe and controlled environment.
    • Tools for creating and maintaining interactive documentation, such as online document editors and wikis.

    Conclusion

    In conclusion, documentation is an essential aspect of the software development process, and agile development has brought about new trends in the way documentation is created, maintained and used. From documentation automation to interactive documentation, the agile approach is focused on improving the quality and usefulness of documentation while also reducing the administrative burden on the development team. 

  • Five Great DevOps Job Opportunities

    Five Great DevOps Job Opportunities

    DevOps.com is now providing a weekly DevOps jobs report through which opportunities for DevOps professionals will be highlighted to better serve our audience.

    Our goal in these challenging economic times is to make it easier for DevOps professionals to advance their careers.

    Of course, the pool of available DevOps talent is still relatively constrained, so when one DevOps professional takes on a new role it tends to create an opportunity for others.

    The five job postings shared this week are selected based on the company looking to hire, the vertical industry segment and, naturally, the pay scale being offered.

    We’re also committed to providing additional insights into the state of the DevOps job market. In the meantime, for your consideration:

    Monster.com

    Citibank
    Tampa, Florida
    Application Development Technology Lead Analyst
    $154,000 to $179,000

    Dice.com

    ZealTech
    San Jose, California
    DevOps Architect
    $150,000 to $200,000

    SimplyHired

    Musicnotes
    Remote
    DevOps Engineer
    $85,000 to $100,000

    Indeed.com

    Snowrelic
    Remote
    DevOps Engineer
    $82,486 to $173,694

    LinkedIn

    Oak Ridge National Laboratories
    Oak Ridge, Tennessee
    DevOps Engineer
    $78,000 to $137,000

  • Tools and Strategies to Drive a Developer Culture of Collaboration

    Tools and Strategies to Drive a Developer Culture of Collaboration

    Agile methodologies such as DevSecOps have instilled collaborative habits in many development teams. But developers still struggle to work effectively with other stakeholders in the development process. And hybrid work environments have made collaboration that much more challenging.

    In fact, across departments, employees cite collaboration issues among the chief difficulties of hybrid work, recent research shows. Workers experience deficits in team collaboration, working relationships and connection with the organization’s culture.

    A key problem for developers is connecting information silos as they interact with quality assurance (QA), site reliability engineering (SRE), product management, and lines of business. Developers need to span their own data chasms, too, as they use a wide range of siloed technology tools. In fact, 68% of developers encounter a knowledge silo at least once a week. It’s no wonder they say their two biggest challenges are fragmented information (46% of respondents) and lack of tool integrations (45%).

    There are enough stumbling blocks that your development teams probably aren’t achieving a true culture of collaboration. A culture of collaboration means that collaboration is the default mode of work–with cross-functional teams aligned, team members engaged and productive, and projects consistently achieving desired outcomes.

    As much as collaboration is built on human relationships, technology can help, especially in hybrid work environments. In particular, a collaboration platform purpose-built for technical and operations teams is fundamental to building a developer culture of collaboration.

    Automation + Integration = Collaboration

    Computers are very good at performing repetitious tasks quickly, accurately and consistently. Humans are not. They are, however, well-suited to creative activities and qualitative decisions.

    An effective collaboration platform will automate workflows so that software handles rote tasks. Team members are then freed for deep conversations that lead to better decisions and outcomes.

    Playbooks are a great way to leverage automation to improve collaboration, and your collaboration platform should include them. Playbooks are essentially digitized checklists that, with a single click, route workflows through predefined steps to complete a task.

    For example, it’s not uncommon during development for a code issue to be identified that needs to be escalated for resolution. Typically, this involves redundant texts, emails and phone calls to identify the right decision-makers, plus multiple manual steps for reviews, approvals and status updates across stakeholders and conversations.

    That can all be automated in a collaboration-platform playbook. A single click can launch an automated process to escalate the issue to appropriate team members. Workflows take place in the background, quickly and accurately, while developers continue with their collaborations.

    But developer collaboration isn’t only hampered by manual tasks. It’s also held back by a lack of integration across software tools. Developers, QA specialists, business analysts and other stakeholders use many purpose-specific technology tools. These range from Google Docs to Microsoft Excel, from Figma to Jira to GitLab. So many standalone products used by so many teams result in capability and data silos.

    A useful collaboration platform will unify these tools under a single pane of glass. That way, all team members can continue to work with software that’s purpose-built for their needs, yet all can benefit from integrated access to tools in one context. Combining disparate capabilities in a common context lies at the heart of good collaboration.

    Secure and Collaborative

    Of course, any development project involves intellectual property (IP) and other sensitive data that your organization must protect. It’s imperative that your collaboration platform provide strong security and access control.

    General-purpose collaboration products typically are cloud-based, meaning software-as-a-service (SaaS) offerings hosted by the vendor. That doesn’t always meet the needs of industries such as finance and the public sector that must comply with strict regulatory requirements for data protection.

    A collaboration platform for technical and operations teams should offer an on-premises option. That way, you can retain ownership and control of sensitive data.

    This level of security does more than simply safeguard your IP. It also encourages collaboration because team members know they can communicate and work together freely without running afoul of internal policies or external regulations. Built-in access controls should ensure that each team has access to the data it requires, but only to the data it needs to contribute to the project.

    Digital Tools for Analog Connections

    Ultimately, effective team collaboration is built on personal relationships. An effective collaboration platform will encourage human interaction through virtual check-ins, get-togethers and other digitally enabled means of “analog” connection. That could be as simple as providing a rich palette of customizable emojis that allow for personal expression and help to reveal the person behind digital communication.

    At a more sophisticated level, project retrospectives should be built into your collaboration platform to evaluate process and performance for continual improvement. Retrospectives should be blameless so all team members can benefit from learnings without feeling censured. A playbook can provide predefined guidance on meeting purpose, scope, timeframe, budget and so on. Approached this way, retrospectives provide an opportunity for team-building and strengthening of personal connections.

    Hybrid work environments for developers will continue for the foreseeable future. So will the strategic importance of developer collaboration. A purpose-built technical and operational collaboration platform can help ensure that development teams perform in a culture of collaboration and drive successful application development outcomes.

  • Zenhub Brings Issues Management to Project Management Platform

    Zenhub Brings Issues Management to Project Management Platform

    Zenhub today announced it is adding an issue management module that makes it simpler for stakeholders to collaborate with developers on application development projects without having to log into a GitHub repository.

    Fresh from raising an additional $10 million in capital, Zenhub co-founder Aaron Upright said Zenhub Issues is a plug-in for a project management application the company developed for GitHub environments to better streamline software development life cycles. The issue is that many application stakeholders, such as marketers, are not especially pre-disposed to logging into a repository for managing software components, he said.

    Zenhub Issues provides an alternative means for collaborating with developers that doesn’t require stakeholders to log into GitHub, he said. In addition, organizations no longer need to acquire additional GitHub licenses for those users, noted Upright. Many of those end users wind up with read-and-write access to software components, which creates unnecessary cybersecurity risks should their credentials be compromised, he noted.

    In some cases, organizations will also be able to eliminate the need for the project management applications many of those stakeholders have adopted because they can track issues via Zenhub Issues, he added.

    Many organizations’ entire business strategies now revolve around accelerating the rate at which software development projects can be completed. Many elements of those projects, however, can’t go forward until a specific component upon which it depends is completed, so project management has become a critical function. Investors are holding business leaders more accountable for software delivery timetables that have direct implications on revenue generation, so that pressure naturally falls on DevOps teams.

    It’s not surprising that there aren’t a wider range of end users of project management applications as various stakeholders seek to keep closer tabs on how updates to schedule impact their planning cycle. Everyone from the sales team to the board of directors now wants more visibility into the rate at which software development projects are being completed. The challenge DevOps teams face is that software development is an inexact science. Application development projects can just as easily fall behind schedule as they can leap ahead depending on how well code is written.

    Regardless of how application development projects are managed, the relationship between DevOps teams and the rest of the organization has fundamentally changed. Unfortunately, expectations are not always realistically aligned with available development resources. A project management application that is widely employed across an organization should make that apparent to all interested stakeholders. In theory, at least, that should result in either the hiring of additional developers or a reassessment of the business strategy.

    One way or another, project management applications designed for managing software development projects now play a pivotal role in business planning. The challenge is finding a way to populate those applications with the data needed without requiring developers to help enter data that can already be easily pulled from the DevOps tools and platforms. Otherwise, instead of being viewed as a benefit, the entire project management process becomes one more tedious task that development teams are not going to prioritize over writing code.

  • Linux Tweak Brings Big Speedup ¦ DCs in SPAAACE (Redux) ¦ Atlassian Fires 500

    Linux Tweak Brings Big Speedup ¦ DCs in SPAAACE (Redux) ¦ Atlassian Fires 500

    Welcome to The Long View—where we peruse the news of the week and strip it to the essentials. Let’s work out what really matters.

    This week: Intel optimizes Linux multithreaded networking, data centers in space (again), and more DevOps toolmaker layoffs. (more…)

  • DevOps Flow: Accelerating Velocity With Software Factory Best Practices

    DevOps Flow: Accelerating Velocity With Software Factory Best Practices

    In the cloud era, senior executives are investing in key capabilities like DevOps with the expectation this will accelerate innovation and bring new digital products to market faster. To deliver on these goals, enterprise organizations seek to deploy high-quality code faster and more frequently, but they face a organizational, process and technology complexity that can hinder this objective, slowing throughput and incurring high error rates. Often when DevOps is discussed, the focus is concentrated on the technology layer, particularly the latest tools like Kubernetes, and also on the productivity of each individual developer.

    However, for many organizations, the main challenges will be with team practices and organizational models.

    Writing for DevOps.com, Mike Vizard highlighted the reality of DevOps uptake; that most adoption issues are related to organizational challenges, not technology. The top two barriers to adoption are slow processes and speed of adaptation (29%) followed by budget and funding (21%). Only 18% identified technology limitations as an issue.

    As Mike writes, it is the broader organizational transformation that is more challenging. ‘Addressing bottlenecks’ might be a function of confronting the situation of a department manager who zealously guards their turf and acts politically to resist any changes required.

    Implementing DevOps for one team is a relatively straightforward exercise, but for enterprise organizations, they face a much larger magnitude of complexity, as they typically have multiple teams spanning multiple geographies and suppliers with hundreds of developers all contributing to the same software development process.

    Therefore, a DevOps methodology that also addresses the organizational level is required, one that maps processes end-to-end and identifies the improvements needed to speed production across this entire life cycle.

    Software Factories

    Transformation leaders are turning to a ‘digital factory‘ approach to streamline this complexity into a production line model that yields consistently high throughput and quality using Lean principles derived from the manufacturing world.

    McKinsey explored the dynamics and successes of the digital factory model, a new approach to organizing digital teams. This model involves a self-organizing structure rather than rigid departmental hierarchies, and they described the KPI improvements the digital factory enables: “We see reductions in management overhead of 50% for technology teams in the digital factory, 70% in the number of business analysts needed to write technology requirements, and, as test automation becomes the norm, a drop of 90% in the number of testers. Finally, we see top engineering talent performing at eight times the level of their peers, as measured with metrics such as code commits.”

    In short, McKinsey described a development team that improves quality and finds efficiencies as a direct by-product of one that leverages the latest tools and team methods to produce better digital products faster. The concept of a ‘software factory’ is a very powerful metaphor because much of the insights are drawn literally from the world of manufacturing, where over many decades they have perfected the science of optimizing the efficiency of a production line.

    To close the loop and map these development improvements to business value, management can leverage organizational performance practices, notably Six Sigma and the theory of constraints, to define their ‘DevOps algorithms,’ a systematic formula for quantifying and improving the rate of software development throughput.

    DevOps Flow

    DevOps Flow is a methodology for implementing high-performance, cloud-centric software development based on science developed by pioneers like Toyota to optimize factory lines and apply this to software engineering.

    Organizations need the ability to measure the entire system end-to-end to understand how value flows and where it is constrained and, most importantly, to correlate those metrics with desired business outcomes. This approach allows for continuous optimization in the pursuit of delivering greater and greater value to the organization faster.

    It can be applied to speed the deployment of new software releases, notably identifying and removing constraints, reducing batch sizes and eliminating waste. These are all steps taken within manufacturing to increase production throughput and are improvements that software teams can adopt to achieve equivalent benefits.

  • Survey: More Cybersecurity Pros Embedded in DevOps Teams

    Survey: More Cybersecurity Pros Embedded in DevOps Teams

    A survey of 2,500 C-level executives published today by Palo Alto Networks found 81% of organizations have embedded cybersecurity professionals within their DevOps teams.

    Despite the presence of those cybersecurity professionals, however, the survey also suggested there is much work to do in terms of optimizing DevSecOps workflows. A full 90% of organizations cannot detect, contain and resolve cybersecurity threats within an hour, the survey found.

    Bob West, chief security officer for Palo Alto Networks, said most of the challenges associated with DevSecOps are directly related to persistent cloud security issues. More than three-quarters of organizations (78%) said they had distributed responsibility for cloud security, but almost half (47%) said a majority of their workforce still does not understand their security responsibilities.

    In many cases, developers with little to no cybersecurity expertise are responsible for provisioning cloud infrastructure. As a result, misconfigurations that create security issues are commonplace, noted West. That’s especially problematic because three-quarters of organizations (75%) are deploying new or updated code to production weekly, with almost 40% committing new code daily, the survey found. Given that developers far outnumber cybersecurity professionals in most organizations, it remains challenging to ensure application code is secure, noted West.

    In addition to improving the overall state of cloud security, organizations need to focus on fundamentals such as training developers to be more mindful of cybersecurity issues, he added. Most developers never had any formal cybersecurity training, so it’s up to organizations to make sure that particular skills gap is closed, he noted. In addition, organizations need to make sure they have a robust set of patch management processes in place alongside a capability to manage permissions and entitlements, added West.

    Overall, the survey found organizations are using more than 30 security tools, on average, including six to 10 dedicated to cloud security. More than three-quarters of respondents (76%) said relying on multiple security tools created blind spots that affected their ability to prioritize risk and prevent threats. A full 80% said they would benefit from a centralized security solution that sits across all of their cloud accounts and services.

    One way or another, a rising tide of regulations focused on improving the security of software supply chains will force organizations to improve cloud security, said West. The survey showed there is a strong commitment in terms of making cybersecurity professionals an integral part of a DevOps workflow. The issue is that there are still a raft of training and process issues that need to be addressed at a time when cybercriminals are becoming increasingly adept at compromising applications both as they are developed and after they are deployed.

    Of course, training and modifying processes take time. DevSecOps is as much about changing culture as it is about acquiring new tools. DevOps teams are still highly committed to building and deploying applications as quickly as possible. The challenge is finding a way to insert a set of cybersecurity gates within those workflows without slowing down the pace at which applications are developed.

  • The Impact of Developer Happiness on Productivity

    The Impact of Developer Happiness on Productivity

    Even in an era of unprecedented tech layoffs, most companies are still eager to find and retain top software developer talent. What’s more, many firms are discovering that they lack direct insight into their development teams’ needs and priorities. As a result, some of them are struggling to keep their developers happy and thus productive. A recent Zenhub report found, for the first time, a quantitative link between developer happiness and productivity, including what keeps developers in the same position instead of moving on to another job at the first sign of perceived trouble.

    Software Development Happiness

    The 2022 Software Developer Happiness report is based on a survey of 380 software professionals from a host of different organization types. In brief, the survey found that two of the biggest contributors to devs being unhappy in their roles were a lack of work/life balance and not working on what’s perceived as “quality work.”

    Even with a looming recession and thousands of layoffs, there remains a dearth of senior software development talent. For more junior talent, there will be more available than in previous, pre-pandemic years. As companies strive to do more with less, they still require development teams to build their products and/or the applications that drive their business. Setting up more junior teams for success via collaboration and productivity tools will be key to navigating this new environment.

    Given these findings, if organizations want to retain developer talent, they still need to make sure developers are working on meaningful projects and that they’re able to achieve that work in a way that balances the needs of the business with the needs of the individual.

    An ideal example of this phenomenon is the developer tool ecosystem companies make available to their teams. While the growth of this ecosystem has been a net positive for developers, it has also created a lot of tool sprawl and significant integration challenges.

    Less Time on Application Development

    Stephen O’Grady, an analyst at RedMonk, an analyst firm focused explicitly on software developers, talked a lot about this through a term he coined called the “developer experience gap.” He is referring to developers spending more time integrating tools than working on application development or application code. That integration work comes at a real cost. It means developers are spending less time on application development, are having to work longer hours or do the integration work off the side of the desk.

    The real bottom line to these survey results is that developers are happiest and stay at their jobs longer when empowered to focus on building code. This means spending less time interacting with management, attending meetings or resolving and integrating multiple solutions. The report’s results also emphasized the importance of work-life balance in encouraging developers to stay at their current job longer, while poor work-life balance accelerated the hunt for another job. These insights into developer retention are especially critical as, according to the report, 71% of developers haven’t decided how long they’ll stay with their current employer. The report also suggested that 33% of developers have stayed in a job longer than usual due to the pandemic, which could mean an increase in developer turnover when the pandemic comes to an end.

    Another key finding is that collaboration challenges are viewed as the biggest impediment to developer productivity. Delays in feedback result in lost productivity; nearly 70% lose a minimum of three hours per week per developer and 75% spend at least an hour per week on reporting instead of writing code.

    Finally, developers said their biggest priority is ensuring their software meets business demands, and most developers want high-performance productivity tools. In fact, 93% of developers believed these tools are critical to their success.

    Increase Developer Happiness

    So what can team leads to alleviate these issues? For both team leads and more senior management, the biggest way to increase developer happiness is simply to let them focus on coding. Developers like to showcase their skills, so encouraging them to work on interesting and impactful projects that challenge their skill sets is a great way to boost morale. Ensuring an appropriate work-life balance and paying the developers competitively are the other two recommendations for improving developer retention.

    Additionally, senior management should take another look at how they are compensating their teams. Financial compensation will always be a critical element, but we should expect to see companies shift their focus to programs and benefits that their employees truly need. Particularly given the somewhat chaotic year in 2022 and continuing in 2023, those in the technology industry will shift to valuing organizational stability over just a paycheck. An improved focus on mental health, conflict resolution and work/life balance will also be a big part of attracting the appropriate talent to an organization.

    The full report provides further detailed analyst recommendations for project managers, product owners, team leads and executives. The entire report can be downloaded for free here.

  • Five Great DevOps Job Opportunities

    Five Great DevOps Job Opportunities

    DevOps.com is now providing a weekly DevOps jobs report through which opportunities for DevOps professionals will be highlighted as part of an effort to better serve our audience.

    Our goal in these challenging economic times is to make it easier for DevOps professionals to advance their careers. Of course, the pool of available DevOps talent is still relatively constrained, so when one DevOps professional takes on a new role, it creates an opportunity for others.

    The five job postings shared this week are selected based on the company looking to hire, the vertical industry segment and, naturally, the pay scale offered.

    We’re also committed to providing additional insights into the state of the DevOps job market. In the meantime, for your consideration:

    Monster.com

    REPS & Co.
    Remote
    Senior Software Engineer
    $120,000

    Dice.com

    AIT Global
    Jersey City, New Jersey
    DevOps Engineer
    $120,000 to $130,000

    Indeed.com

    Southwest Airlines
    Dallas, Texas
    Cloud DevOps Engineer
    $118,600

    SimplyHired

    Portrait Displays
    Pleasanton, California
    DevOps Engineer
    $110,000 to $140,000

    LinkedIn

    Peraton
    Chantilly, Virginia
    DevOps Engineer
    $72,500 to $181,300

  • New-Age Tech and Culture Driving Data Democratization

    New-Age Tech and Culture Driving Data Democratization

    Data democratization has become critical for organizations to leverage data’s true value and fully realize its benefits. Making data available across the organization helps companies to serve customers better and make data-driven decisions that align with their goals and objectives. It essentially means enabling access to a company’s data resources to employees, bound by reasonable limitations on legal confidentiality and security.

    As a means to remove data silos in organizations, the indispensability of data democratization is clear. It allows more widespread access to and use of data within an organization. This can lead to more informed decision-making, increased collaboration and innovation and more efficient use of resources.

    Breaking down data silos can help reduce the risk of data breaches and improve data security. While the jury may be out on whether data democratization is beneficial in preventing security breaches, silos between networks or security systems make it difficult to identify large-scale attacks as they tend to represent disjointed security protocols. There is less likelihood of robust security protocols between non-communicating teams.

    New-Age Tech as an Enabler of Data Democracy

    New-age technology such as cloud computing, blockchain, and advanced analytics are aiding data democratization. For example, 5G enables more significant volumes of data to be moved faster and more securely in the form of big data. Blockchain provides higher-quality data and improves the operation of cyber and physical systems. In addition, IoT allows for exchanging data between devices, where processes can be established between devices without intermediaries.

    A hybrid cloud adoption survey conducted in March 2022 of IT professionals primarily based in North America and Europe revealed 93% of the IT industry would adopt a hybrid of cloud and on-premises solutions or migrate fully to the cloud within five years, using it to store and manage data. Gartner estimated that 85% of enterprises would embrace a cloud-first principle by 2025 and that it will be essential to execute digital strategies in business.

    This suggests that new-age technologies play a significant role in breaking down data silos and enabling organization-wide access to data. By leveraging these technologies, organizations can easily store, process and share data, leading to better decision-making, increased collaboration and improved business outcomes.

    Data creation, development, and utilization directly relate to Industry 4.0 applications. In practice, data democratization is seamlessly transferable to Industry 4.0 applications. The question arises: Do industrial companies have the capabilities today to apply the concept of data democratization? And to what extent?

    As new-age tech drives the emergence of new business models, companies that will lead a cultural shift as well as a technology evolution will be successful. This is possible via a business-centric data strategy, along with the democratization of analytical tools and platforms to enable stakeholders to help build better insights into their business processes.

    Culture as a Prerequisite for Data Democracy

    A Google Cloud and Harvard Business Review survey of industry leaders revealed 97% believe organization-wide access to data and analytics is critical to the success of their business. However, only 60% of respondents believed that their organizations effectively distribute that access today.

    What are the prerequisites for data democracy? First, companies should inculcate a culture change to create a pull from inside the organization rather than first developing the technology. Second, decision-making in companies is based on experience and intuition than on data; they should compulsorily begin to use data as a baseline for business decisions. Third, leaders should encourage a data-driven culture to grow from within.

    Formalizing and sharing knowledge can remove roadblocks to the democratization of data. Therefore, one form of action is to set specific incentives to foster a mindset of knowledge sharing. For instance, existing practices to incentivize participation in the suggestion or lessons-learned programs can be used as a reference.

    Many companies have procedures to involve employees in the continuous improvement process. But while employees can use the existing IT systems to perform their day-to-day work, they need more capabilities to cover their individual information needs. Thus, as a way forward, capability building within is critical. Another strategy is decentralizing decision-making; if employees can gain insights independently, they should be able to act on these insights independently.

    Organizational culture is vital to data democratization, as it determines the attitudes, behaviors and values that guide how data is shared and used. On the other hand, a culture that values secrecy or hierarchical control over data can lead to resistance to data democratization efforts and perpetuate data silos. A culture that lacks trust and transparency can also lead to reluctance to share data, which can impede collaboration and hinder data-driven decision-making.

    Data Democratization – The Way Ahead

    Organizations need to assess and work on their tech stack and internal culture to promote a data-friendly culture supporting data democratization. To foster a data-friendly culture, organizations should encourage open communication and collaboration among employees and provide training and resources for employees to access, understand, and analyze data.

    Open communication, collaboration, innovation and trust are essential attributes for breaking data silos. A corporate culture that values data-driven decision-making will lead to more widespread access to and use of data and support the implementation of new-age technologies. Finally, there is a need to establish clear data governance policies and procedures that support data democratization and build a continuous improvement process by encouraging experimentation and learning from failures.

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