Category: Enterprise DevOps

  • How Can IT Admins Maintain a Grip on Secure Access?

    How Can IT Admins Maintain a Grip on Secure Access?

    Today’s IT environment is evolving at a rapid pace, requiring production environments to be highly scalable and elastic and requiring faster software release cycles and cloud adoption.

    As a result, there’s a broad move toward Docker containers to make software deployment faster, easier and more consistent across computing environments. Bundling an application and its supporting code, libraries, settings and assets into a single container enables the speed and flexibility that today’s business environment demands.

    At the same time, many large enterprises are also experimenting with creating internal startups, or labs, that are given latitude to innovate, housed under the company umbrella and resources. Similarly, some companies are hosting startup-like “innovation incubators,” where developers are empowered to think and work like startups, within the relative safety of the corporate environment. They can quickly test new ideas, using the “fail fast, succeed fast” startup mentality, without incurring the usual risks of an independent startup.

    It’s a new agile way of working that companies, in the race to innovate, are widely embracing. In fact, more than half of Fortune 500 companies have some version of these startup-like efforts housed within at least one business unit. 

    Replicating the unstructured movement of a small–say, six-person–startup is difficult to do within an enterprise environment. Nevertheless, the rapid pace, combined with the flexibility to innovate, is what the vast majority of developers desire today. But, it does mean that enterprises’ IT environments have to be ready to adapt.

    IT Administrators Under Pressure

    Developers on these innovation teams are often given the freedom to select the tools they’d like to work with. That can–and often does–include Docker containers, which adds to the complexity of the IT environment. 

    The environment that fuels developer innovation also creates additional concerns for the IT administrators supporting them. Developers can work so rapidly–creating hundreds of new servers each day–but often only do the bare minimum in terms of security. How can IT admins maintain secure access in the face of these changes? How can they keep track of who has access to what application and what data, when those applications and data are constantly changing? That’s a massive issue when it comes to compliance.

    As containers make enterprise IT environments even more complex, IT admins are under pressure to carefully manage access without slowing down development. The more complex the environment becomes, the more important it will be to have a holistic view of all of their underlying infrastructure, including the hybrid or multi-cloud environments that support platforms such as Docker and Kubernetes.

    Meanwhile, the enterprise executive team, often the CISO, overseeing both the development and IT departments is hard at work trying to satisfy the requirements of both groups. Of course, it’s in the business’s best interest to innovate and explore. But, all that innovation means nothing if the business is no longer secure and open to compliance concerns.

    Below are three steps executives should follow in order to keep their developers and IT admins happy.

    Consider the Developer Experience for Secure Access

    Off-the-shelf single sign-on solutions (SSO) may be good enough for business employees who need to access Outlook or Salesforce, but they aren’t robust enough for privileged IT users, like developers, who need to access secure environments. 

    Privileged access management (PAM) software sprung up to serve IT users, but even this isn’t a perfect solution, because traditional PAM tools are often too clunky to use, nonintuitive, or hard to configure. A bad user experience simply encourages developers to bypass PAM however they can, which is a compliance risk.

    Businesses need a way to deploy secure access very quickly, so they can holistically manage access to critical IT resources without slowing down development. That means choosing secure access solutions that are built with the developer’s needs in mind.

    Lean PAM solutions prioritize automated, instant access to secure IT environments with the click of a button, combining the convenience of modern SSO solutions with the security and fit of a PAM solution. If sysadmins have a great PAM user experience, they’re more likely to play by the rules. 

    Opt for Role-Based, Time-Bound Access

    To maintain the highest levels of security, access must be controlled on a role-by-role basis. Your rock-star in-house developers should be able to quickly spin up access to core IT infrastructure whenever they need it, while a third-party development contractor should only have limited access to those same resources for the time in which they are working in your environment–and no longer than that. 

    This is where we begin to see time-limited, credential-less secure access, enabled by ephemeral certificates, start to play a role in privileged access management. Ephemeral certificates are short-lived access tokens that are automatically generated and automatically expire–so access is granted only for as long as it is needed to authenticate and authorize privileged connections. 

    In other words, privileged access is able to move toward a just-in-time model, eliminating the need for passwords and clumsy credential management. IT users no longer need to authenticate using credentials at all–instead, based on predefined roles and security policies, they are granted access to resources only as and when required.

    Ultimately, ephemeral certificates help streamline access processes, ensuring that IT admins don’t have to worry about revoking access when access roles or needs change.

    Make It Easy on the IT Admin, Too

    Speaking of IT admins, it’s important to consider their experience, too.

    Admins want to give staff the best tools for the job without compromising corporate security. The friction between admins and developers begins when the developers feel that the tools admins force them to use are slowing down their work. In reaction, admins become frustrated when more unmanaged, unmonitored tools enter the corporate network, requiring more of their time to implement, configure or remediate if something has gone wrong.

    The right technology solutions make life easier for IT admins, too. That means secure access solutions that can be installed and deployed within a single day–not weeks–and that introduce automated routines and maintenance to eliminate manual work in the access management process. Accountability, in the form of session monitoring and logging, is also important. 

    Ultimately, it’s about giving IT admins some distance. They can retain the oversight they need to feel comfortable about organizational security, without needing to be on top of every single secure access decision in the organization. At the same time, developers retain the autonomy they need to work quickly without feeling like they’ve got someone looking over their shoulder. 

    By enabling rapid development, while keeping a watchful eye on enterprise security, enterprises can satisfy both their developers and IT admins, and ultimately, the business’s bottom line.

    — Markku Rossi

  • Shifting Left – But How Far Left Do Companies Need to Go?

    Shifting Left – But How Far Left Do Companies Need to Go?

    For developers, there’s nothing more satisfying than looking at a web app or service and being able to say “I made that.” Or at least part of that. Being able to develop code that works and helps millions of people do what they need to get done is an excuse for bragging rights.

    But the opposite is also true. You don’t want to be the developer whose code inadvertently enables hackers to take control of online apps or services, for instance. There are many examples of these kinds of errors. Hackers are better and more sophisticated than ever, and no programmer wants to be the culprit in the ever-increasing number of attacks based on poor coding practices.

    Where and when do errors like these creep in? It could actually be at any stage of development. Vulnerable code could be the basis for a main module in an app, including in the very early stages of development. Once implemented, bad code travels through all stages of development, making apps vulnerable to exploits. Hence the importance of shifting left–deploying security at as early a stage in the process of code creation as possible.

    What exactly does shifting left mean in the context of code development today? Tools need to be integrated in as early in the process of development as possible, and at every stage of the software development life cycle. Today, programmers will work on code and commit their changes several times a day. They need to be able to examine that code for security issues before committing that code to the repository that other teams will be basing their work on. That, of course, is what they would do if they were checking for functional defects, and the same must be done to exclude insecure code.

    What’s the best approach to shifting left in the early stages of development? Developers need tools that can supply them with actionable information, highlighting specific issues in specific lines of code. Sort of like a “spell checker” for security risks, the tools would point out the location and issue in a line of code, and even make recommendations for how to mitigate the risk.

    With that, there are some caveats that come with tools that report risks at such a granular level. Tools should be flexible enough not to over report issues. One general problem with security tools is the possibility of false positives. Security testing tools are notorious for generating very long lists of reported issues, with many of them turning out to be false positives or issues that are not critical to fix. So, to be taken seriously and provide real value, security testing tools need to effectively highlight the high-severity alerts that you cannot ignore and also separate out true vulnerability signals from noise (i.e. false positives).

    Another caveat is that other tools need to be deployed further on in the development process. When a module is completed, it becomes a building block for other modules that will eventually be part of the full program. Testing needs to be done to determine if there are security risks when modules work together. Thus, you should not consider security as shifting left, but rather expanding left, maintaining a presence alongside the development process as it moves forward. With this kind of strategy, programmers can be sure they will have those bragging rights, proudly pointing to what they built.

    — Shahar Sperling

  • Can We Do Without DevOps?

    Can We Do Without DevOps?

    Recently, DevOps has received so much hype and every respectable company sees it as its duty to have a DevOps team on and running. It is considered to be so beneficial to any company that a non-technician scrolling down posts at any tech website would think of it as a universal remedy for all the corporate diseases ever possible. However, given that a definition of DevOps varies from company to company and no one exactly knows what a true DevOps team should do, isn’t there some misconception between the praise that DevOps has been receiving and the real output? Let’s dig deeper and decide for ourselves.

    Yet, despite the buzz around the notion, DevOps is said to be a working thing. It guarantees a company-adopter 200 times more frequent deployments, 24 times faster recovery and three times lower change failure rates, according to Puppet’s State of DevOps Report.

    That is why, to get a non-biased view on why one should “DevOps-ize” corporate processes, in our article we give the answers to the following:

    • What DevOps is?
    • What issues is it supposed to help resolve?
    • What does a DevOps engineer do?
    • What skills does a DevOps engineer need?

    All of these questions, when answered, will help us see why the industry has adopted DevOps as a regular practice, why your company needs to try it out and why we can’t do without it the way we used to before—or can we?

    What Is DevOps?

    According to the AWS, DevOps is the combination of cultural philosophies, practices and tools that increases an organization’s ability to deliver applications and services at high velocity: evolving and improving products at a faster pace than organizations using traditional software development and infrastructure management processes. Well, this definition may not be as clear as the waters of Sardinia, so we’ll clear it up for you a little bit.

    The message is that once (before DevOps) the product release was slow and troublesome, while today, with DevOps practices in place, it almost reaches cosmic speeds and high-end quality. All through maturation of work approaches and practices–merge of development and operations–along with the automation, cloud technologies, virtualization and abundance of top-notch tools. DevOps culture to a certain extent enables developers to perform the work of the IT team, and vice versa, which breaks down the operational walls between the teams, eroding a “not my task” mindset at the same time.

    What Does a DevOps Engineer Do?

    If that’s what is happening today–programmers deal with the configuration issues and the IT teams code–why is a DevOps engineer on the tip of everyone’s tongue? Why come up with a new term if you can write some more new responsibilities into the dev’s/IT guy’s contract and leave the names as they are? The thing is, the transformation of the processes and roles was so substantial, that in time they merged into a completely new position, which is neither a coding IT guy, nor a configuring developer.

    Roles Before DevOps

    Developers

    • Built features, tried to merge separate pieces of code together (usually resulted in a huge amount of errors and ended up in a long and troublesome integration).

    Integrators or Production Facilitators

    • Known to have been engaged on huge banking/insurance projects.
    • The phenomenon had a limited application within the industry and this intermediary work piece was often shared between the devs and ops with varying success.

    IT/Operations

    • Fixed the developers’ mess and squeezed the available code (often requiring a lot of massaging) into the available infrastructure.
    • Supported tech life in the offices (repairs, tech support, configuration and security, etc.).

    Roles Today, Approximate Responsibilities Breakdown

    Developers

    • Specification-based code production.
    • Software components integration.
    • Troubleshoot, debug and upgrade of existing software.
    • Creation of technical documentation for reference and reporting.
    • Integrations implementation.

    DevOps Engineer

    • Infrastructure planning, testing and development.
    • Integrations implementation.
    • Updates and fixes.
    • Build tools to minimize errors and improve customer experience.
    • Develop software to integrate with internal back-end systems.
    • Production errors root cause analysis,
    • Investigation and resolution of technical issues, Level 2 tech support.
    • Script development to automate visualization.
    • Procedure design for system troubleshooting and maintenance.

    IT/Operations

    • Install and configure computer hardware, software, systems, networks, printers and scanners.
    • Monitor and maintain computer systems and networks.
    • Service issues and requests.
    • Technical support across the company.
    • Set up accounts for new users.
    • Repair and replace equipment as necessary.

    To sum it all up, a DevOps engineer is a so-called “centaur” performing duties of a system administrator between coding sessions. His/her primary objective of the project is to find a solution that will make product deployment fast and efficient and people’s (devs and ops) lives easier.

    What Skills Does a DevOps Engineer Need?

    According to the Qulix’ practice, an ideal skillset for a DevOps is:

    • A technical graduate.
    • Intermediate or advanced English.
    • General programming skills.
    • Proficient PC-user knowledgeable about networking, Git, Linux, Docker, Nginx, Bash.
    • Strive for constant perfection and thirst for the new.
    • Curios, with inner drive to get to the bottom line, enthusiastic.
    • Strong work ethic and time management skills.
    • Open and a great team player.

    These will do for a start. At the same time, within the same company various departments may require from their DevOps engineers to have a command of different technologies. For example, another department of ours expects from their candidates to know TCPIP, DNS, Nginx, Tomcat, Git, Bash, Groovy, Ansible, Docker, Ubuntu, Debian, Macos, Gradle, Maven, CI/CD.

    As you can see, an ideal fit for the position of a DevOps engineer within a specific department is something rare. All because DevOps engineers have to have so much on their plate, both from technical and soft skills perspective. Why? First of all, as a system administrator to a certain degree, a DevOps engineer has to operate numerous technologies, that sometimes far outweigh the number of those a regular developer uses on a daily basis. In this connection, I once asked a friend of mine working in a DevOps team, “Of all the difficult things that you have to deal with as a DevOps guy, which one is the most difficult one?” And his response was “Everything.” 

    The “everything” of my friend needed further explanations, for which I headed to another DevOps engineer of Qulix Systems, Denis Golovnev. He told me he opted for a DevOps position because he wanted to get to know the whole SDLC closer and in depth, as “this position requires a 360-degree knowledge of the SDLC processes.” DevOps guys are among those few specialists who stay on the project from start to finish, to maintenance. That is why “a DevOps engineer won’t only have to dig deeper into his/her own area of knowledge, but also target adjacent spheres to see how the product is created and how his/her actions can create more value for the client,” explained Golovnev. Thus, this made the tech part clear to me.

    What about soft skills?

    “The most difficult thing about DevOps is to arrange the processes in a manner that will suit everyone; the one that will encourage the initiative and individual decision-making process, to a reasonable extent,” said Golovnev. “To achieve that, highly developed soft skills are a must to get to the root of the problem and enable an engineer to outline clearly his/her point of view to everyone.”

    On the other hand, DevOps team will inevitably face both technical and organizational issues, which should not be confused.

    “One should not try to settle human-related issues through technical means,” said Golovnev. This is another reason why a candidate without highly developed soft skills is very unlikely to get the position. Soft skills are the absolute killer thing for a DevOps candidate.

    To Wrap It Up

    We’ve been gradually migrating from slow and troublesome product releases and delivery of separate work chunks to a speedy, orderly and consistent performance. Most definitely, this transition isn’t the consequence of DevOps practices implementation alone. But without it, without the culture of speedy collaborative delivery, dynamic issues resolution and ultimate automation, which are typical of the DevOps philosophy, the shift would be impossible.

    Furthermore, the revolution starts from minds, whereas the means comes later. If a typical DevOps engineer is, as according to Golovnev, “the one in love with his/her job, insane as to automate everything within his/her reach, get to the core of any constrain that impedes fast product delivery or reduces effectiveness,” no wonder we, as consumers, and the whole industry need them. Together with the outstanding tools and technologies, a DevOps engineer is a soldier that, in 100% of cases, shoots to kill (any production constraint).

    One issue, however, remains unclear. With all the variances as to what true DevOps means even within the same company, how will we reach a unified DevOps definition? Most definitely, some unanimity would be useful for the candidates that try to land the position but end up rejected due to the above-mentioned differences in DevOps visions among the companies.

    On the other hand, lack of unambiguity is justified due to a wide range of technologies as well as different approaches used by different companies. So far, skillset variance will stay a key problem in regards to DevOps hiring. Although our main question–can we do without DevOps?–is out of the question.

    — Veronica Chizh

  • The Next Frontier for Enterprises: Moving to a Product IT Operating Model

    The Next Frontier for Enterprises: Moving to a Product IT Operating Model

    In the world of technology, there are few things as dramatic and impactful as enterprise IT’s recent ascent from an enabler to a strategic business driver. Tasked with powering next-gen digital business models, IT teams today are fast realizing the harsh truth that they must make a pervasive strategic shift from traditional project-based operating model to a product-centric one. 

    Traditional project-based operating models focus resources on a specific application or project, leading to fragmented experiences and a disconnect with the rest of the IT organization or company. For instance, in many cases, one team may be working on a back-end system, while entirely different teams work on the front-end application or updating databases. A product-based operating model takes a more holistic approach to ensure projects are integrated and teams work concurrently toward a uniform goal. 

    The days of plan/build/run are numbered as digitization forces IT leaders to act fast, think outside the norm and embrace the blurring boundaries between the digital and physical worlds. A product-centric operating model, sometimes also referred to as a DevOps operating model, accelerates organization-wide digital transformation and consolidates a business’ competitive standing. Companies must transition to a product-centric model to scale-up their agile programs to support end-to-end innovation and reduce siloed operations and projects. 

    The companies that have embraced a product-centric operating model are quickly realizing the benefits, but for many IT departments, they have yet to experience or fully understand why the shift is imperative.

    What’s Driving the Shift to Product IT Operating Model?

    As digitization takes hold and becomes more and more pervasive, CIOs are realizing that intertwining IT and business objectives is quintessential to respond to market changes quickly and remain competitive. Since 2018, volatility has returned to global equity markets in a big way. With the economy in a constant state of flux, coupled with rapid globalization and unprecedented disruption from technology, the average lifespan of a company is 20 years, compared to 60 years in the 1950s, according to Credit Suisse. Overall, the changing business environment makes few things as abundantly clear as this–agility, an appetite for new markets, new products, bias for action and a fail-fast approach will be the new mandates for IT leaders going forward. 

    To this end, most CIOs are replacing portfolios of discrete, siloed projects with product lines that enable a specific business capability. The key factors driving the shift toward a product IT operating model include:

    • Need for Holistic Transformation: Siloed functions have no place in the digital business world that thrives on integration of data and information across structure, culture, processes and technologies. To enable holistic transformation, organizations must draw a balance and establish cross-collaboration between organizational guidelines versus autonomy of teams for process, architecture, technology, tools, etc.
    • Lack of Alignment in Traditional IT Operating Models: Lack of alignment across large teams and multiple organizational groups (such as IT, finance and business) prevents organizations from executing an end-to-end digital strategy. Shifting to a product IT operating model can help steer organizational units toward a common goal. It can facilitate greater collaboration between different DevOps teams that support different products and domains. Recognizing the failure of existing IT governance and the pressing need for a shared digital transformation vision, IDC predicts 40% of CIOs will adopt new digital governance models.
    • Need for Speed: Most companies cited that their digitization efforts were hindered by inflexible or slow processes with a traditional IT operating model. Adopting a product-oriented management approach for IT can help organizations define and agree on a pace of change congruent with their readiness and appetite. According to IDC, 65% of CIOs will expand Agile/DevOps practices into the wider business to achieve the velocity necessary for innovation, execution and change by 2021.
    • Lack of Integration Between Old and New Technologies: Lack of integration between new and existing technologies is a key factor that keeps organizations from realizing the full potential of digitization. Modern companies need to balance innovation, experimentation, adoption of new technologies and tools with the enterprise’s need for business results, cooperation, risk management and compliance. Because a product-centric model takes a holistic, end-to-end approach, it is ideal for integrating technologies, processes and teams at scale.

    Embracing a Next-Gen Operating Model

    To compete with newer, nimbler companies such as Facebook, Uber, Spotify and others, traditional companies that are serious about continued growth are leaving no stone unturned and embracing a product IT operating model. From being providers of reliable IT services, CIOs have emerged as strategic partners in driving business transformation. Modern day CIOs are driving business innovation and identifying opportunities for competitive differentiation, not delivering ad-hoc, siloed services. As cloud-first and AI-first become the new mandates for organizations, re-engineering the IT operating model is quickly becoming central to creating value, competitive advantage and growth.

    — Rohit Nand

  • The Role of DevOps in Custom Software Development

    The Role of DevOps in Custom Software Development

    Hundreds of tech giants and big retail companies such as Etsy, Netflix, Amazon and Target have adopted an ecosystem called DevOps. It establishes a good collaboration between cross-functional teams such as development and operations which simplifies the processes. DevOps has calibrated a new standard for building custom applications.

    Do you know any predefined technique to check whether developers have adhered to all coding principles? A quality check is not the right answer. What if you want to check and optimize their entire system of writing code, understanding the project and following coding guidelines?

    You must have dug into the details of not being able to accomplish the projects before the deadline. Well, there is not a single reason for this failure. There is a need for restructuring the entire ecosystem of project development, which will include polishing of coding rules, eliminating duplicates of code, unit tests, bug removal and understanding and improving the project architecture. DevOps aims for such a practice that includes neat coding, bug-free testing and the fastest deliverables.

    This blog explains everything about how DevOps plays a significant role in custom software development and makes a super-productive project development environment.

    The term “DevOps” is the combination of two different terms: development and operations. Thanks to Patrick Debois and Andrew Clay Shafer for originating the idea of DevOps in 2008. They have altered the traditional techniques of software development. Gone are the days when the software was written once and used for years. For the era of rapid software development and extreme personalization, you need smart software that updates in seconds.

    Custom Software and DevOps

    Now is the time where generic needs seem limited and are absolute off-the-shelf in the software industry.

    DevOps is the process of creating custom software that fulfills everyone’s demands in no time. It chooses to streamline the project development phases by automating the process, making faster deliveries and upscaling the software quality in the world of high-end customizations.

    How Does Automation of Software Development Plays a Predominant Role?

    Software development life cycle comprises of various components such as time, manpower, expenses, knowledge resources and problem-solving capabilities. It continuously evolves around bringing a unique solution that stays reliable over time.

    The optimization of the expenses, time and manual efforts is possible using the automation of SDLC. Especially when customizing the features, manual efforts make the tasks tedious and slow. Automation overcomes these drawbacks and makes customizations super easy to fulfill.

    Automation testing has carried out the responsibility of making project development glitch-free, as it detects the errors at a much faster pace. For instance, a custom software/application, such as the social media platform Instagram, carries a lot of features and functionalities to add. To make this a glitch-free development, automated test runs stand as the rock-solid solution.

    DevOps not only improves the programming practice of the coders but also scrutinizes the testing. It streamlines communication among the coders, front-end engineers, clients and project managers. Thanks to its immediate nature of validation and rectification.

    The automated workflow of SDLC saves a lot of business expenses as it requires less time for rebuilding the applications. Also, it optimizes the time required for running the manual tests. It brings in the high quality of work that decreases the glitch fixing need and hence, reducing the overall project costs of custom software.

     How Is Continuous Delivery or Faster Delivery Important?

    Continuous delivery means delivering the small chunks of code a developer has built, in short cycles. It lowers the project development costs significantly of custom software as the hidden fixed costs with the primary release of projects will not exist.

    Smaller release, smaller risks. Yes, there will be nothing like once the project delivery has been done, you can not opt for a small change request as a part of the suggestion. Because the deliveries won’t stop when you opt for custom software development. This sort of development is required to adopt changes very fast and hence, needs deliverables to be delivered at a faster pace for the rapid feedback implementation and live changes.

    So, hypothetically, you will not need to be afraid of how it will turn out. For instance:

    1. Amazon deploys code at every 11.7 seconds.
    2. Popular social media platform Instagram follows the same practice 30-50 times a day.
    3. Netflix pushes its code thousands of times a day.

    What led them to this?

    • To avoid bad commits.
    • Freedom to deploy the code whenever possible.
    • Avoiding the mess for going through the thousands of deploys for one error.
    • To speed up the work and make changes in seconds.
    • To respond to users unpredictable queries and turn it into a feature.

    This can be easily achieved through DevOps in custom software.

    There are many reasons for more occurrences of deployments. All the reasons lead one focus (i.e., faster delivery for custom software and small but speedy updates for the custom software that is used by millions of people online).

    Faster bug fixes and updates are the new demand for sure. All thanks to DevOps methodology. The most valued part is, developers and delivery managers will come to know users’ preferences at the very early stage of development. As the project goes on, there will be zero chances of bug generation and a smooth operation will be established. 

    Thus, the successful glitch-free customized software development is possible with a DevOps strategy. The teams will get to learn from peers and end-users about the project at an earlier stage using DevOps.

    Responsiveness Is the Best Software Quality 

    The main advantage of the DevOps technique is its quick responsiveness to clients’ feedback and rapid execution.

    If you can quickly look into the client’s feedback in the small chunk of code you’ve submitted, you can respond to them faster. Thus, can lead the fastest execution possible.

    The integration of a quality assurance team will add a lot of potential in improving product quality.

    Responsiveness plays a crucial role in decreasing the frequency of a module collapsing (i.e., maintains the module dependency because of the continuous delivery and quick implementation of feedback).

    Purpose and Role of DevOps in Custom Software Development

    You need a super key to stay ahead of competitions and it always comes by streamlining the process. Be it a business revenue, cross-selling of products, increasing the target market and anything that comes up with competitors.

    DevOps is that key here. Yes, you read it right. Bring in this methodology at your information technology firm to witness the enormous growth.

    Custom software development has become pivotal in the IT industry. To create the best-customized experience, consistency is required. That is the reason why DevOps is gaining popularity so fast. DevOps is the master key to connecting resources with the same thread. 

    You might have wondered how Netflix updates and personalizes the experience for everyone so rapidly. Netflix does thousands of deployments per day. That’s the reason it can give its users a top-quality personalized experience. 

    “The rate at which this entertainment game-changer has adopted new technologies and implemented them into its DevOps approach is setting new standards in IT,” said Coman Hamilton, editor at JAXenter.

    Netflix had started nailing this modern approach from 2015 itself. Now you can understand how technology has come so far approaching 2020. So, what next doable thing is up for today’s need for deployments using DevOps?

    DevOps is an exemplary technique that enables IT to showcase its power. It empowers the dynamic nature of custom software and stabilizes the work environment by keeping everyone on the same page at all instances of time.

    For a company to be responsive and relaxing throughout the year without overloading the work, adopting DevOps is a must. The purpose of enabling development and IT operations together serves as time-saving and an in-budget procedure of building applications with the utmost quality.

    Where to Start?

    DevOps is not a new software to learn or a new framework to set in. It is the way of working and adopting it—everyone must be involved. Educating resources is important when you are planning to adopt a big change. Conduct a conference, state the pain areas and showcase the possibilities with DevOps. You can start with teams that have great adoption skills, the ones who can take challenges and are ready to learn.

    Essentials to Consider for the Best Practices of DevOps Implementation

    Breaking the Silos

    If you want to make DevOps an organizational practice, you will have to first break down the functional silos. As DevOps will make everyone come closer, the communication gap among the teams will not be questioned. In an information technology organization, the more communication engineers keep, the more successful they will be in project development.

    Make this a daily practice, “exchange of ideas is an exchange of solutions.”

    Using the Right Tools

    There are several tools to help your team automate the process and track down the work done. You will need a tool such as Jira when entering a DevOps environment. Also, choosing the right tools for the right needs is necessary. For example, Jira is a very good tool for tracking the issues and for managing the projects, while Querysurge is used to perform continuous testing and data analysis purposes.

    As per the project and company needs, one can go for the right set of tools to use. Make your organization resourceful with the automation and project tracking tools that are already overcoming manual efforts.

    User-Centric

    Adopting DevOps is a cultural change and it listens to its end-users. The end-user of any particular industry will want the best features and robust functionality. Firms will have to step in with the altering demands and stay committed to user satisfaction. Start making customer-centric applications.

    Automation at Its Best

    As we know, DevOps detects diseases at an earlier stage. It has the lowest percentage of risks involved as it uses automated testing of a small snippet of code. Keep it in a practice to code and test. It will automatically follow the test-driven development practice used in agile teams. Use the most of automation practices that eliminate the slow process of software development. This way the teams get faster development completions without any hampering of deadlines.

    Conclusion

    You may end up thinking DevOps works for IT firms and is not going to help non-IT industries or businesses. It’s not like that.

    Think about the software you have used for years in your non-IT firm. Are you using a software that drives your business but it’s not up to date? Think about customizing it to improve the way it works. These customizations come from experienced custom software development companies. Prominent companies are nailing DevOps nowadays.

    — Hardik Shah

  • Untapping the Potential of DevOps, Part 2: Common Mistakes

    Untapping the Potential of DevOps, Part 2: Common Mistakes

    Many companies are turning to software to differentiate themselves and drive success. But with an increased focus on software comes ever-increasing customer expectations on performance and updates. One of the best structures that IT organizations turn to is DevOps—a strategy that is designed to deliver value quickly and strategically.

    Being successful in DevOps takes careful planning and execution. Is the organization structured to execute on DevOps principles? Is the company aligned in culture and goals? But just as there are commonalities for success, there also are common threads that can lead to failure. When it comes to DevOps, it indeed holds true that failure is an opportunity to learn.

    With that in mind, here are three of the most common mistakes organizations encounter when diving into DevOps.

    Misunderstanding Goals and Definitions

    Many organizations are still grasping at a firm definition of DevOps and what it means for them. Simply labeling existing IT as DevOps isn’t going to make a difference. Furthermore, having clearly defined goals is key for just about any meaningful business endeavor. How can you know that you have succeeded if you don’t have a clear picture of what success looks like?

    Before jumping onto the DevOps train, first understand what it means for your organization and decide on concrete, measurable goals to make sure the transformation is adding value. One of the key benefits of DevOps is it lends itself extremely well to data and measurement. After all, DevOps is about delivering value with velocity. How fast can you get your solutions into the hands of your customers? How close to perfect can you get your releases through automation? This measurability is what makes DevOps so satisfying—embrace it. It is a great feeling to watch the performance of a new streamlined development pipeline improve.

    Fear of Change

    Being fearful of rapid changes and new technologies is a killer of innovation and success. An overly cautious approach with too much manual intervention will stifle the progress of a DevOps transformation. Understand there will be change and the change may be significant for your organization, particularly depending on the current structure and processes. One of the biggest changes may be culturally—DevOps certainly requires different tools and structures, but also requires a change in understanding about how your organization fundamentally views and delivers software. Use DevOps as a catalyst for change—the speed may be daunting but can reap major long-term benefits.

    Overestimating DevOps

    DevOps alone can’t re-calibrate applications or change corporate culture—real leadership is required to push through organizational inertia and bring teams together. This goes back to the cultural change mentioned above. Simply putting DevOps into place and then sitting back and waiting for results will not work. Teams will need DevOps champions, not just at the beginning, but always. DevOps is a constantly growing and changing strategy, built to adapt to customer demands. It holds great power to help teams perform at new levels, but people are always the most important. Empower teams to grow with this new strategy and enjoy the benefits of a sound DevOps strategy.

    Adopting DevOps is necessary to stay competitive in any market. However, while uniting people, tools and processes sound simple enough it can be a much more challenging feat than meets the eye. A DevOps transformation does not happen overnight and bumps in the road are to be expected. However, keeping in mind some of these common challenges can help keep the journey on the right track.

    Bottom line: Take it one day at a time and make sure to optimize a transformation for organizational goals and long-term strategy.

    — Jonathan Fries

  • Becoming a Data Company: Back to the Future

    Becoming a Data Company: Back to the Future

    Transformations are complex, and it’s often difficult to see the big picture when you’re in the middle of one. 

    The elegance of the end-state of harmonious synergy between software and data belie the complexity and chaos of the transition we find ourselves in the midst of. Not that long ago, there was a general balance between the pace and sophistication of software delivery and the speed and maturity of data analysis. Markets and customer bases grew steadily allowing organizations to keep pace in their software and data competencies to handle increasing mutual scope and complexity.  

    However, the consumerization of IT—the ability of lay consumers to consume sophisticated software experiences from browsers and mobile devices—unleashed access to a massive, eager and demanding customer base measured in the billions. This gave birth to the current wave of digital transformation. Along with it came the race to get to market, i.e. build and deliver high-quality software exponentially faster, in order to capitalize on massive global opportunity.

    Innovation thus started in the software domain. With faster, better software came the need for purpose-built data stores (document databases, graph databases, etc.), the need to manage the velocity, volume and variety of data collected from millions (or billions) of users and the need to extract insights and value fast enough to further fuel the pace of software innovation. Thus, software innovation planted the seeds for the current focus on data innovation.

    While the innovators quickly traversed this software journey, most enterprises are only now fully in the midst of embracing new software methodologies and technologies to deliver software quickly and effectively. Those enterprises at the vanguard of the software journey are now embarking on the data journey—to find ways to safely and quickly harness the value locked away in enterprise data assets. This includes everything from analytics to rapid provisioning of copies of production data for software testing. In fact, 451 Research states 86% of companies that consider themselves mature in DevOps journey are planning on increasing their investment in DataOps. That is, companies that have traversed the software competency curve are now embarking on the data competency curve.

    The Dawn of the CDO

    The growing traction by data science, AI, analytics and DataOps technologies and vendors point to the rising importance of developing a data competency. The recent emergence of the Chief Data Officer (CDO) is the culmination of this trend. 

    Given the nascent focus on data at most enterprises, most CDOs are still grappling with defining their role, navigating the dynamics of the C-Suite, defending against regulatory and compliance risk and justifying their role by identifying growth opportunities. Despite these immediate challenges, they do have one thing going for them: they know they’re in the midst of mind-bending change, have the benefit of hindsight on the software journey and the many parallels it carries, and are mentally prepared for the organizational, technological and cultural changes that will need to be navigated. Most companies were stunned by the sheer suddenness and velocity of change that came with the DevOps and the software transformation journey. With DataOps and the data journey, they are now aware, prepared and committed to the associated journey and changes for the long haul. They can be proactive and avoid being reactive.

    Planning for the DataOps Era

    As cycle times for going to market and learning from the markets shorten, and innovation cycles accelerate, CDOs can expect that data-centric organizations will need to drive net-new top and bottom-line results without incurring undue risk. This will come through adoption of new technologies, organizational structures, cultures and workflows. New roles focused on data-centric activities, and new forms of collaboration between different personas will emerge. 

    In the modern enterprise, production will no longer be the most important data environment in enterprises. There is a growing need for fast access to secure, governed data outside of production—where the work of the rest (non-IT part) of the enterprise is centered. What used to be non-prod for IT will now be prod for the rest of the enterprise. To succeed, IT will need to deliver data quickly and securely to the rest of the organization or even across organizational boundaries to partners and other ecosystem players. Embracing collaborative processes and workflows that support this new pattern of enterprise operation will be critical. Enter DataOps—the unique mix of people, process and technology approaches required across teams in an organization to become agile with data.

    Given the similarities outlined earlier of the data journey to the software journey, organizations’ DataOps journey can benefit from the lessons learned in their DevOps journey. For instance,  developing a data competency will require new layers of organization and workflow patterns supported by corresponding technologies. Proactively planning and laying down infrastructure for DataOps will yield far better results rather than adopting technologies ad hoc until a data competency blueprint emerges through trial and error. 

    Building a Data Company Technology Stack

    As with any complex shift, it makes sense to deconstruct data competency into a series of layered capabilities, each building on the one that came before, that together help develop a sophisticated competency. For example, when building their software competency, in order to apply software in sophisticated ways, (e.g., cloud native architectures and microservices), organizations needed to manage distributed software elements (e.g., scale, heal, monitor) which in turn relied on the ability to test and deploy incrementally, consistently and rapidly. 

    A similar approach can be applied to data. Building collaborative processes around appropriate technological tooling can yield layered component capabilities that collectively define a sophisticated data competency. While the layering was emergent in the software journey, CDOs have the opportunity to be deliberate rather than reactive in developing a layered approach as the diagram below illustrates. 

    At the foundation of a successful data competency lies the capability to deliver data anywhere in the organization and secure it to meet regulatory and compliance mandates. Being able to quickly secure and move any type of enterprise data across a hybrid cloud context is hard work, but also table stakes for basic data management hygiene. These are critical prerequisites and this foundation needs to be solid in order to support the layers above. 

    Next, there are various data management activities to master, such as the self-service access, governance, data catalogs, data cleansing, collaboration and versioning, etc. These define the next level of data competency and must be mastered before data can be applied in different ways, e.g. in machine learning, test data management, analytics, data science, etc. 

    A thoughtful, layered approach to building a data company requires building the right abstractions between layers and will avoid tool sprawl consisting of a mesh of ad hoc point solutions that inevitably require human glue to drive data workflows.  

    CDOs should evaluate their organization’s needs through such a structured lens to evaluate the organization’s needs. Each of the activities will bring with them ecosystems of vendors, engendering further evaluation of vendor capabilities. Critical questions to ask include (among many): Is the solution enterprise ready? Does it work with all your data sources across hybrid cloud? Will it evolve with your changing needs? How will it interoperate with other solutions? Can it be automated?

    As CDOs think through these infrastructure investments to connect different parts of the enterprise, the similarity to laying down railroad tracks to connect a large country are unmistakable and perhaps instructive: the resilience and stability of lower layers enable flexibility, variety and innovation at the higher levels just like the simplicity and reliability of simple railroad tracks enables running electric, steam engines, luxury bogies and cargo bogies alike. 

    Toward a Data Company

    The refrain of digital transformation has been that every company is a software company. But to complete the transformation, every company must also become a data company. Software development practices and tools have evolved significantly in the last decade. We’re in the early stages of a similar evolution in data practices and tools that will take us through the next decade. The symmetry and coupling between software and data is unmistakable and there is much to be learned from the software journey.

    As CDOs, CIOs and CEOs plan the transformation of their enterprises in this new era, they will need to consider building a foundation for their data competency that is stable, resilient, compatible with their software development processes and adaptable to inevitable change. They should be prepared to deliver their data from where it is produced to where it is used throughout the enterprise.

    The data company is an organization where data is treated not just as a byproduct of operations, but as the lifeblood of the organization—that drives software development, improves quality assurance, informs decision making and potentially generates revenue in its own right.

    — Karun Bakshi

  • Decoding the Modern Enterprise Software Spaghetti

    Decoding the Modern Enterprise Software Spaghetti

    Modern enterprise software architecture is growing increasingly complex. Organizations are jumping on the digital transformation bandwagon in growing numbers. They are striving to become more agile and continuously deliver new code, whether on-premises or to support cloud migration efforts. In the process, IT teams are amassing an ever-growing inventory of applications and databases, which generally includes a blend of custom code, open source and commercial applications.

    “Spaghetti code” is what some call a tangled mess of a program—one that is difficult to follow, poorly documented and almost impossible for anyone but the original developer to troubleshoot or upgrade. Even today, when managers and developers take a more structured and disciplined approach to implementing code, the enterprise remains a patchwork of technology, a kind of spaghetti that can be difficult to understand and detangle.

    Given these layers of complexities, it is imperative for organizations to be equipped with the right processes and tools to map out their IT assets. They need to understand how programs and databases interconnect and how a change in one can have implications across the network that imperil availability, performance or security and negatively impact employees and customers. Here are some best practices that enterprises looking for an easier digital transformation journey can follow.

    Gleaning the Impact of Enterprise Software Changes

    Implementing a software change or embracing a new application that has a puzzling code makeup has plenty of inherent challenges—not to mention potential long-term disruptions for multiple departments, functions and processes within an enterprise. Whether an organization is dealing with inherited applications from a merger or acquisition or simple system migrations, much depends on how it is coded. As a result, enterprises must familiarize themselves with the overall layout of the enterprise architecture, down to the code level. This comprehensive level of analysis aids organizations in identifying the full scope and impact of the desired changes or updates.

    This is especially important for software teams who are operating on tight budgets and strict deadlines. Some important factors to consider in a comprehensive analysis include:

    • Identifying the impact of a change request on the software development project or on a business’s IT infrastructure.
    • Determining which software resources must be modified to implement the requested change.
    • Calculating the cost, time and effort needed to perform the change request.
    • Ensuring that the requested change complies with internal and external regulations.
    • Eliminating or minimizing any security risks associated with the change.

    Decoding the Spaghetti With Automated Discovery and Code Mapping

    A study by research firm Enterprise Management Associates (Next-Generation ITAM) found that the average IT organization uses 11 or more different inventory and discovery tools—some even more than 40. However, none deliver the full picture and they can often contradict each other. As a result, the average IT organization spends 15 hours every week manually resolving discrepancies among its various discovery tools. These hours translate to hefty costs.

    Fortunately, new approaches to discovery blend static and dynamic analysis methods that can operate in real-time to decompose software dependencies down to the code level. These new tools provide significant improvements in discovery and mapping, eliminating the need for multiple, redundant tool use and wasteful manual deconflicting.

    According to a recent Forrester survey, 56% of IT managers don’t have a complete view of dependencies between applications or between applications and infrastructure. However, today’s evolving business landscape dictates that technologies must evolve to keep up with an organization’s shifting needs. Software changes, when implemented strategically, can help businesses be more productive, efficient and profitable.

    To ensure that software changes serve this purpose, IT project managers need to implement a solid software change assessment system. With the help of technology, checklists and processes, organizations can outline a path that yields efficiency. They can understand and decode that tangled mess of software called the modern enterprise tech stack.

    — Soumik Sarker

  • DevOps: Get the Basics Right to Avoid Costly Mistakes

    DevOps: Get the Basics Right to Avoid Costly Mistakes

    It is a truth of both agile and DevOps that speed is of the essence. This is a relative statement—some apps/portfolios/orgs envision speed completely differently than others—but if you are releasing more frequently than you were in the past, thanks to DevOps, that’s kind of the point.

    Yet, we see a whole selection of things that fall by the wayside or are underserved. Security and testing are the easy/obvious ones. Considering the frequency with which we see “Unsecured Amazon storage bucket” (one announcement of this type spurred this blog), should we not see this folded into standard procedure or tools? Well, it is folded into standard tools for checking your cloud environment—I’ve used a couple of them and seen this warning come up. So shouldn’t organizations be using these tools more?

    One thing about speed: It tends to cut corners. And cut corners lead to lapses. You can be a blameless environment that doesn’t punish people for mistakes, but for an organization, a mistake such as exposing hundreds of thousands of users will be punished from the outside, from regulatory agencies and the market in general. They’re not mistakes we should be making, and yet it still happens.

    Another one is rollback versus roll forward. Most DevOps shops focus on the ability to fix an issue and plow forward. This works really well, 90+% of the time, and fails spectacularly sometimes. While it is an added step with some slowing of process, being able to roll back changes is important. And more than, “Well, theoretically, Git will allow us to go back to the last marked release …” because there is far more to an application architecture than just the source stored in a repository.

    In short, no matter how fast things are going, have a plan for when things go wrong. Because they inevitably will. And take the little bit of extra time for preventatives such as warning someone other than the creator about buckets with no security.

    “But there isn’t time …” is the common refrain to blogs such as this one. I get it. The increase in delivery only creates an increased appetite for delivery. But is there time to respond to disaster, should the worst happen? And I’d argue that it must be IT that plans for disasters. When someone gets fired because there was a security breach or a total systems failure, it is rarely an app owner. That puts the responsibility to make certain one doesn’t happen squarely on IT.

    We’re delivering faster, offering increased functionality to users, moving forward on every front. You all are out there rocking it daily. Don’t risk all of that being ignored because you failed to take care of basic issues. Check out the tools to help out; feature flags and cloud security scanners both spring to mind with regard to my examples above. The tools are out there, you just have to work them into your process.

    — Don Macvittie

  • Designing a Future of Innovative UX, Without UI

    Designing a Future of Innovative UX, Without UI

    The long-fabled future of a world without traditional human-to-computer interactions is no longer science fiction. It’s a reality. Consumers all across the globe are wearing computers on the wrists, talking to artificial intelligence to check the weather and monitoring body functions through micro-devices. This is just the tip of the iceberg of what is possible through creative technology design, and yet the masses still see holograms and implantations as far-off science fiction, rather than the very close and possible future.  

    Designers and developers are leading the charge into the future, but not without their fair share of challenges and hurdles. With a blank slate of endless potential, how can we design for a simple UX while still having a visually appealing product? Moreover, what if, in the near future visuals are not required at all?

    The New Frontier of Design

    Holograms, audio controls, wearables … new technologies have the potential to disrupt the screen entirely. Society is teetering on the edge of the uncanny valley of a world without traditional UI, and designers must take the reigns. 

    Take audio design, for example. Voice technology and virtual assistants are already rendering many screen functions moot. Technology leaders such as Apple, Google, Samsung, Amazon and beyond are pouring resources into voice, creating a screenless interface simple and intuitive enough for any consumer to use. Google, for example, has made creating an app on the Google home quite simple though Google Console. Designers can have fun building the tone, language and personality for the app easily in as little as five minutes. While it’s true that we live in a world where some still battle this technology, it’s also the case that audio assistants are carving out a place for themselves in our home and our lives. The technologies powering audio controls are being developed and refined quickly, so learning how to design for it now is key. 

    Itcher, a recommendation engine that helps users discover movies, music, television shows, bestselling books, games and more, requires no UI at all. The voice-powered platform allows users to ask their voice assistant for a recommendation, prompts them with questions to better understand his or her tastes and preferences and leverages artificial intelligence to provide optimal recommendations. 

    Designing for audio navigation is not necessarily fully intuitive. More so than with desktop screens or handheld devices, interactive audio treads on the brink of the uncanny valley—imitating humans in many respects but still not quite convincingly human. Audio designers like the team at Itcher must consider factors such as lexicon, pitch, volume, direction and most importantly, value for users to want to interact with a voice-controlled device. 

    One contributing factor for the rise of audio is the rise of wearable technology such as smartwatches, AR smart glasses and beyond. Designed to be connected to consumers at all times, wearables are blurring the lines between technology and its users. As the wearables become better optimized for everyday use, the screens will shrink, and likely disappear altogether. This will make audio design more valuable than ever before. 

    While people are still going to be very dependent on traditional screen interfaces for quite some time (especially for complex tasks), there is no doubt the world is hurtling towards a future where screens are no longer a necessity, but an option. Designers and developers no longer have the luxury of waiting for the next big thing to enter mainstream—it’s here. 

    Focus on the U (User)

    No matter if you are designing for a wearable, a voice assistant or a mobile app, customer feedback is an important aspect of innovation and design that often gets overlooked. Of course, the first thing a designer must consider should always be the end user—know the business and customer requirements so they are making the best product that will fill the needs of both. A designer that does not approach a project by asking many “why” questions of both the company and the target audience will not have the information they need to build the best and simplest interface she or he can.

    Innovative thinking is important at all points of the design process, but to ground design in reality rather than getting trapped in science fiction aspirations, designers must have both quantitative and qualitative research to better understand not only the functionality success of a product or platform, but also the user sentiment. This requires heavy interaction with stakeholders (both internal and external) at every stage of the design process. 

    Bring customers in to soundboard ideas, test products and platforms and engage on a deeper level with the business. At Shutterstock, we speak to customers on a regular basis, hold focus groups, and use user testing platforms to ensure we have customer feedback at many steps along the way. It’s vital for customers to be able to interact with products and platforms along with designers. This allows for greater creativity and most importantly, simplicity in UX. 

    Focus on Simplicity

    Shakespeare’s quote “Brevity is the Soul of Wit,” from Hamlet, is typically interpreted for works of writing, encouraging authors to be concise. However, this is also true of all creative endeavors, writing, art and design. Making things simple (concise) takes hard work, it takes time, it takes skill and giving yourself the space as a designer to do that work is critical to finding success in creating a “simple” design.

    Designing something simple is one of the hardest things every designer faces. Sure, it’s easy for the designer to come up with a simple interface that answers the customer’s needs at a cursory level, but often there are additional requirements or stakeholder feedback that one also has to take into account. It’s important to remember that product, UX and engineering are all parts of an equal trifecta. Designer and developer questions, as well as conversations with real customers about how to solve a user’s need, will only make a product better in the long run. The challenge for designers is balancing immediate feedback from their company and users with forward-thinking innovation. 

    It is often not intuitive for both businesses and consumers alike to imagine a future that pushes the boundaries of what exists. Designers are uniquely positioned to bring abstract innovation and technology to the masses through simple and intuitive UX.

    — Erin Essex