Category: Features

  • 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 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:

    Dice.com

    Capgemini
    Chicago/Remote
    DevOps Architect
    $160,000 to $200,000

    Indeed.com

    Northrup Grumman
    Melbourne, Fla
    Deputy DevOps Integration and Test Manager (Systems Engineering Manager 2)
    $123,900 to $185,900

    LinkedIn

    TikTok
    Mountain View, Calif
    Software engineer – infrastructure
    $103,000 to $187,000

    Monster.com

    Hackajob
    Remote
    DevOps Engineer
    $100,000 to $200,000

    SimplyHired

    Crate & Barrel
    Northbrook, Ill
    DevOps Engineer
    $100,000 to $140,000

  • Exploring the Emerging Role of FinOps

    Exploring the Emerging Role of FinOps

    Cloud overspending is becoming a top-of-mind budget item for the modern CFO. To direct resource utilization in the cloud, some organizations are turning to increased automation and more diligent cloud procurement processes. As part of this momentum, new roles are emerging to oversee cloud financial operations.

    Amid rising cloud costs, FinOps is emerging as a helpful discipline. It is not always a specific role but more often a culture that blends engineers, finance and business areas to participate in dynamic cloud cost management. But getting all these players on the same page isn’t always easy — new findings say influencing developers to actually make optimizations is a top challenge.

    The FinOps Foundation recently released The State of FinOps 2022 report, a deep exploration into the role and the state of FinOps adoption across 1,000 companies worldwide. Below, I’ll highlight the key insights from the report to understand current trends and consider how organizations might implement similar tactics to better operationalize their cloud impact.

    Who Is Practicing FinOps?

    What type of person is involved in FinOps? Well, folks come from diverse backgrounds, spanning cloud financial management, IT or DevOps or consultants. Many are also new to the practice in general—the average career tenure is roughly three years. FinOps tends to be a well-paying field—45% of practitioners report salaries of over $100,000 annually.

    FinOps also tends to be associated with larger enterprises—45% of respondents came from organizations with 10,000 or more employees. In terms of industry, it is most common in financial services and IT companies, although studies show the practice is proliferating in many other sectors too. Geographically, FinOps is most adopted in primarily adopted in North America and Europe.

    Team Dynamics

    The average team size is five people, although many feel they’re a “one-person show.” Interestingly, more mature adoption tends to involve a larger team, upwards of 20+ members for established teams. There’s also a notable increase in FinOps within organizations managing between $50 million and $500 million of cloud costs.

    FinOps must interface with many levels of the company, sharing projections with both development and executive leadership. Most FinOps teams report directly to the CTO or other C-suite members. This makes sense, as an executive directive was found to be the most common way to promote a FinOps culture, followed by organic and grassroots adoption.

    Technology and Tools

    In general, FinOps tends to be achieved through cloud awareness and dedicated tooling. The most mature practitioners are “all-in on cloud.” The largest subgroup (24%) runs 1,000 to 5,000 computing instances in the public cloud, hosting technology like virtual machines, containers and serverless functions. Simply put, the average FinOps practitioner has a lot on their plate.

    In terms of tooling, there’s not one cloud cost management suite to rule them all. Teams use an average of 3.7 tools. A variance of tooling here is likely due to rising hybrid multi-cloud architectures and the need to manage costs separately within each cloud environment.

    As such, FinOps tooling includes a mixture of native cloud provider tools and other middleware. Surprisingly, after AWS Cost Explorer, the second most common tool is a homegrown tool. After that, Cloudablity, CloudHealth and Azure Cost Management rank as popular primary tools.

    Top Challenge: Collaboration

    The top barrier has to do with interdepartmental collaboration. Getting engineers to take action on cost optimization was the biggest challenge, cited by 30% of respondents. Other common challenges included accurately forecasting cloud spending (29%), convincing the organization to adopt FinOps (22%), enabling automation (20%) and reducing waste or unused resources (19%).

    Developers in the flow likely don’t want to be burdened by new cost optimization rules, so FinOps may encounter an uphill battle trying to affect low-level change. It will probably take a combination of shift-left IDE-based cost projection tooling and a decree from upper management to jumpstart this change.

    Besides getting everyone on board, FinOps is often tasked with chargeback models—48% of respondents report using chargeback to report cloud costs, the report found. Yet, correlating cloud costs to a single department or team is challenging with so much shared infrastructure. As such, shared costs remain a challenge; so much so that many practitioners don’t even split them up.

    There is also the need to resolve unexpected anomalies and increases in cloud costs, and it can be hard to distinguish between the two. As a result, 53% of respondents said it takes days for their FinOps teams to respond to unexpected cost increases. In the future, finding ways to shorten this timeframe will help save the company money.

    Next Goal: Getting Engineers to Take Action

    The vast majority (94%) of organizations are wasting money in the cloud, according to the 2022 HashiCorp State of Cloud Strategy Survey. Idle or overprovisioned resources can unnecessarily increase the cloud budget, making the need for FinOps evident. Investing in cloud optimization is also another tactic to meet sustainability pledges.

    FinOps is an emerging role that can help forecast spending and reduce waste. But the practice does require time and resources to reach an ROI. For example, a mature team only has a 5% deviation comparing forecasted spend and actual spend, whereas a less mature team can have as high as a 20% deviation. To improve, teams will require automation for evaluating and communicating cloud projections and more established anomaly management best practices.

    But above all, organizations must grapple with the number-one problem: Getting engineers to take action. Perhaps this is due to the fact that most respondents share cost data with technical teams monthly. Instead, more frequent cost transparency would match the pace of agile development and might empower more engineers.

    The State of FinOps 2022 surveyed 1,056 respondents on their FinOps roles. The yearly study is conducted by The FinOps Foundation, a Linux Foundation program. For more details, you can read the entire report here.

  • DevOps World 2022: Developer and Security Links Protect Your Supply Chain

    DevOps World 2022: Developer and Security Links Protect Your Supply Chain

    Ever since the SolarWinds attack back in December 2020, software supply chain attacks have been top-of-mind for any company that builds software. The idea of endangering not just your organization by being attacked but also your customers really sharpens your focus.

    Another complicating factor is that applications use a combination of open software components and homegrown code to deliver applications. This software supply chain means your software can be compromised through no fault of your own but instead based on the components you use. The Log4j attack is an example of a component creating vulnerabilities in any software that uses it. So how do we defend our software? We need to think differently about where security starts and how security concepts can be integrated into software earlier in the development process where it interfaces with the rest of the technology infrastructure.

    Building a Secure Pipeline

    Modern software development is built on the CI/CD pipeline. It allows the application security testing and software composition analysis to happen way earlier in the integration process (shift left), and that allows you to identify and fix issues before the code gets anywhere near customers. Sounds simple, no? Just run your code through a pipeline, integrate security testing, identify issues, fix them, and deploy secure software.

    As with most things, what sounds simple in theory can be challenging to implement in reality. First, shifting left requires a collaboration between developers and security teams. Finding the security issues don’t matter if they don’t get fixed. To increase the likelihood of these issues getting fixed, the security team needs to provide context to the developers regarding the urgency of the flaw or vulnerability and some guidance on the best way to fix the issue. To be successful, security folks can’t just drop a report with hundreds of defects and vulnerabilities on the developers and expect that anything productive is going to happen. If this scenario reminds you of getting a report from your vulnerability scanner with hundreds of issues you won’t fix, well, that’s because it’s very similar.

    Second, security must add value to the development and architecture process by offering up infrastructure-as-code (IaC) templates and a toolchain that makes it easy to implement secure application stacks. Maybe that looks like a template library managed by a cloud security Center of Excellence, which can provide these tools across all of the application teams leveraging efforts.

    Combatting Supply Chain Attacks

    Finally, you can implement a security champions program, training a developer (or two) on each team about security issues and they can act as a security emissary to the developers. This provides scale, ensuring that the security team doesn’t become a bottleneck to fixing the security issues.

    Given the sophistication of the software, the attack surface of the code, and the velocity of the development process, combatting supply chain attacks requires tight and ongoing collaboration with the development team and shifting left to catch the security issues earlier in the integration process.


    Want to learn more about this and other related topics? Join CloudBees for DevOps World 2022, held in Orlando, Florida, at the World Marriott Center. Use discount code DW22 when registering and get access to all the fantastic offerings, including keynotes, sessions, training and other interactive activities. We can’t wait to see you there for the DevOps Remix!

  • DevOps World 2022: Using SBOMs to Secure the Software Supply Chain

    DevOps World 2022: Using SBOMs to Secure the Software Supply Chain

    As supply chain attacks become increasingly prevalent, visibility is emerging as a necessity in cybersecurity. One way to improve visibility and secure your software supply chain is with a software bill of materials (SBOM). 

    An SBOM is a list of all the components within a codebase. By providing insight into open source and third-party components, SBOMs improve overall visibility and are integral to the identification of security or license threats. To properly secure the software supply chain, organizations must have an understanding of all the components in their applications; it is especially important to do so with containerized applications and those built using cloud-native, microservices-based architectures. That’s why SBOMs are becoming a cornerstone of a comprehensive application security strategy. 

    The Need for Visibility

    Gartner’s recent report Innovation Insight for SBOMs emphasizes the need for constant visibility into the software development life cycle and how SBOMs can help organizations and developers achieve that goal. While Gartner recognizes that open source software is a foundational component of modern software development, it also noted that it can be a major contributing factor in software vulnerabilities. 

    “While reusable components and open source software have simplified software development, this simplicity has exposed a critical visibility gap: Organizations are unable to accurately record and summarize the massive volume of software they produce, consume and operate,” the report said. “Without this visibility, software supply chains are vulnerable to the security and licensing compliance risks associated with software components.” 

    To mitigate the associated risks, Gartner’s report not only emphasizes the importance of SBOMs but the need to automate the SBOM creation and validation process. To achieve supply chain security at scale, organizations should automatically generate and verify SBOMs and use that data to constantly evaluate oncoming risks. 

    This ties directly into the continuous integration and continuous deployment (CI/CD) process, which uses SBOM data and assessments to ensure threats don’t slip under the radar and wreak havoc. You can more easily identify security vulnerabilities at any stage in the pipeline and remove them—because an SBOM gives you more granular visibility.

    The importance of SBOMs has even been noted by the U.S. federal government. As stated in president Biden’s Cybersecurity Executive Order 14028, any company that sells software to the federal government will be mandated to provide a complete SBOM. 

    The initiative has also spread to other branches of the government, with the Cybersecurity and Infrastructure Security Agency also emphasizing the significance of SBOMs. 

    “CISA will advance the SBOM work by facilitating community engagement, development, and progress, with a focus on scaling and operationalization, as well as tools, new technologies, and new use cases,” said CISA in a statement on its website.

    SBOM Requirements

    The U.S. Department of Commerce and the National Telecommunications and Information Administration (NTIA) have outlined the minimum elements required. For one, data fields with baseline information about each component are required. Also, automation support is needed, as SBOMs necessitate machine readability for support at scale. Finally, the need for practices and processes was outlined, calling for frequent SBOM generation, including transitive dependencies and widespread availability of this information to those who need it. 

    On many fronts, SBOMs have become non-negotiable throughout the software industry. In order to effectively detect and respond to threats, organizations must take preemptive steps to ensure visibility is maximized, and SBOMs accomplish just that.


    Want to learn more about this and other related topics? Join CloudBees for DevOps World 2022, held in Orlando, Florida, at the World Marriott Center. Use discount code DW22 when registering and get access to all the fantastic offerings, including keynotes, sessions, training and other interactive activities. We can’t wait to see you there for the DevOps Remix!

  • How’s Facebook Work? They Don’t Know! | Cali. Pay Law | NASA RISC-V Launch

    How’s Facebook Work? They Don’t Know! | Cali. Pay Law | NASA RISC-V Launch

    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: Facebook engineers admit they’ve no idea what Meta stores (or where), California requires job ads quote salaries, and RISC-V will power future NASA spacecraft. (more…)

  • Federal Agencies Share DevSecOps Guidelines

    Federal Agencies Share DevSecOps Guidelines

    The National Security Agency (NSA), Cybersecurity and Infrastructure Security Agency (CISA), and the Office of the Director of National Intelligence (ODNI) have published a set of DevSecOps best practices based on the Enduring Security Framework (ESF).

    Developed by a public-private cross-sector working group led by NSA and CISA, the ESF framework was created in the wake of the breach of the SolarWinds software supply chain that led to malware being distributed downstream to a number of organizations that relied on the company’s IT management platform.

    The Securing the Software Supply Chain for Developers set of best practices published by NSA, CISA and ODNI takes the ESF a step further. The guidance walks organizations through the processes required to develop secure code, verify third-party components, harden build environments and deliver code.

    The best practices provided are the latest dividend of an executive order issued by the Biden administration that requires every federal agency to review the security of its software supply chains. The expectation is that enterprise IT organizations will conduct similar reviews using the best practices and frameworks defined by the federal agencies that specialize in cybersecurity.

    The challenge, of course, is embedding those best practices within existing DevOps workflows. In theory, more responsibility for cybersecurity is shifting left toward application development teams. However, the level of cybersecurity expertise that exists today among application developers is limited at best. Cybersecurity was an elective in most developers’ training and education programs, so it should come as no surprise that few of them ever attended a cybersecurity class.

    There’s a clear need to improve cybersecurity training for developers, but the real work involves automating cybersecurity processes within the workflows managed by the tools developers employ to write code and the platforms that DevOps teams use to deploy applications, said Mitch Ashley, principal analyst for Techstrong Research, an arm of Techstrong Group that is also the parent company of DevOps.com. “Security needs to be part of the toolchain, workflows and how the software is designed,” he said.

    Ideally, organizations should appoint a security champion that will work with development teams to consistently implement a set of DevSecOps best practices, added Ashley.

    Of course, the security champion doesn’t eliminate the need for cybersecurity professionals. Rather, it reduces the pressure when there is a chronic shortage of cybersecurity professionals. In the absence of any formal cybersecurity review during the application development process, it’s simply too easy for developers to inadvertently introduce malware into a software component or misconfigure a cloud infrastructure service. In either case, cybercriminals are increasingly finding it easier to compromise software supply chains at multiple points.

    It’s not clear how much the federal government’s guidance might impact the overall state of application security. However, one way or another the level of security scrutiny being applied to how applications are built and delivered is only going to increase in the months ahead. The challenge is finding a way to deliver secure code without necessarily slowing down the rate at which applications are currently being built and deployed.

  • How to Go Multi-Cloud: A Simple Three-Step Approach

    How to Go Multi-Cloud: A Simple Three-Step Approach

    Odds are your business already uses cloud technology for automation, cybersecurity, IT infrastructure updates and other purposes. But you don’t have to stick to a single cloud server or provider. In fact, you can take advantage of multi-cloud strategies for your organization and reap the benefits for years to come.

    That said, multi-cloud adoption and optimization can be tricky, especially if you don’t have a plan in mind from the get-go. Today, let’s break down a simplistic yet effective three-step approach to go multi-cloud without running into major problems.

    Step One: Map Your Cloud Zoning Policy

    Your first major step should be to map out your cloud zoning policy and plan. In a nutshell, the cloud zoning choices you make can impact your commitments, costs, and even the eventual functionality of the multi-cloud setup.

    By mapping out your clouds, you also map out which processes and applications will run on each individual cloud server or provider. In essence, you decide what gets locked into one cloud, what data has to be ported between clouds and what applications must run on multiple clouds simultaneously.

    Need an example? A cloud zoning policy might cover whether you keep your web surfing or data analytics on separate cloud providers or on the same cloud servers. 

    You should map your cloud zoning policy regardless of whether you do the setup or hire a service. In the latter case, offering a read-to-go zoning map will make the service’s job easier and minimize the possibility of mistakes and/or hiccups.

    How to Determine Optimal Cloud Zoning

    Naturally, figuring out how to optimize cloud zoning can be difficult. The best way to do this is to determine your special focus areas. Alternatively, consider how you want your multi-cloud strategy to best benefit your organization.

    Say that you want to guarantee 100% uptime for your customers or visitors, even if your service goes down or if you experience a data breach. In this case, you can set up your cloud zoning strategy to balance the data load across multiple clouds at the same time.

    Or say that you want to make sure your users have global availability 24/7/365. In that case, you can set your cloud zoning policies to ensure that users can access your data or websites from anywhere around the globe at any point.

    Essentially, figure out what matters most to your organization–and what you want the most from multi-cloud optimization–and zone your cloud applications and policies accordingly.

    Step Two: Architect the Multi-Cloud Environment

    The next major step is to architect your multi-cloud environment. This involves looking at the high-level design of the environment and creating a rock-solid foundation for multi-cloud servers.

    At this stage, you should have at least some idea of how your business will grow and how the multi-cloud environment will assist with its scalability and resource needs. You need to know:

    • Where your data science and machine learning applications need to be
    • Where your product application serves from
    • Where your data warehousing takes place
    • Where cloud security is run from
    • How each of those functions grows alongside the others

    In the architecture phase of a multi-cloud setup, you need to figure out which projects and apps are so-called “cloud agnostic.” Cloud agnostic projects and applications don’t have to be portable; because of this, they can lean on managed services or proprietary IT infrastructure from your organization.

    How to Set Up an Ideal Multi-Cloud Environment

    To reap the most benefits out of a multi-cloud environment, you should adopt a containerized and flexible approach. Not only is this cost advantageous, it also allows you to set up your multi-cloud environment with as much versatility as possible.

    If you architect or plan your multi-cloud environment so it is containerized and flexible, you can work with practically any infrastructure-as-a-service (IaaS) provider. Therefore, you can transition to different cloud hosts or service providers whenever necessary according to your budget or other factors.

    To do this, be sure to perform heavy forecasting. You need to know how much data storage your computing will require, the database utilization your organization will need, the number of computer nodes you’ll likely require and so on.

    As a side bonus, containerization in your multi-cloud setup means that if one server or process goes down, the others are less likely to fail from a cascade effect as well.

    Step Three: Prep for Contracts and Forecast Costs

    The last step in going multi-cloud for your organization is handling the financial aspect of the process. You need to prepare for contracts and commitments alongside forecasting costs.

    Forecasting is critical in this phase because you’ll prepare for contracts and select different cloud services. Because of this, you need to understand how flexible your budget is relative to your infrastructure requirements.

    Specifically, you’ll need to match the costs to every multi-cloud forecast and build your overall resource and money consumption budget. Basically, you need to know:

    • How much you’ll likely spend on multi-cloud processing and services
    • Whether you need certain features, such as website monitoring tools like Visualping
    • Whether your budget can take that forecasted strain

    If the answer to the third question is “no,” you may need to go with a more affordable service or adjust your multi-cloud environment architecture and zoning policies. By forecasting costs ahead of time, you won’t run into a disaster scenario where you already have your multi-caught environment up and running but can’t pay for it, forcing you to scramble as a result.

    Minimize Commitment Risk

    Luckily, there are ways to minimize commitment risk and avoid budgetary disasters. For example, you can use commitment buy-back guarantees, or you can use flexible commitment options like that from AWS. These include computing savings plans, which consume cloud resources in any region and which result in very low savings rates.

    Of course, you can and should also practice very careful budgeting and accounting. Once you ensure that your commitment costs and savings are attributed to the right services, server resources, applications, etc., you’ll have a better idea of how much money and other resources you really need and avoid over-committing to a provider that is too expensive.

    Then you can further avoid commitment risk when planning your migrations of applications between different vendors carefully. Budgetary costs can skyrocket if migrating applications and data between vendors take longer or result in unexpected complications. Therefore, you should make sure that your migrations go quickly and easily or that a cloud service provider offers assistance during this phase (possibly as part of a deal to get you to sign with them in the first place).

    Wrapping Up

    As you can see, you can transition your organization to multi-cloud in a matter of months. But even if you follow the above steps perfectly, remember that you won’t optimize your commitments, performance and costs up to 100%. Still, you can prep your organization for long-term success and multi-cloud benefits with the right preparation and planning.

    With the right cloud services provider, you’ll gain additional assistance and support throughout this process and be able to take advantage of the extra resources from a multi-cloud setup quickly and easily. 

  • Study: Real-Time Data Has A Transformative Effect

    Study: Real-Time Data Has A Transformative Effect

    We all know that data is the heart of the modern digital business. And real-time data is arguably the next evolution—having up-to-date data can empower energy savings and optimizations to reduce cost. Real-time data processing also aids fraud detection and improves health care responsiveness.

    Especially in DevOps, access to real-time data is necessary to reduce incident response time and inform ongoing SRE objectives. Leveraging performance data can also empower future decision-making and open new revenue opportunities. In essence, real-time data can have a transformational effect on the operations of a digital business.

    DataStax and ClearPath Technologies recently released the 2022 State of the Data Race Report. The study found that the majority of data leaders are using real-time data to create additional value. The report also suggested that working with cutting-edge real-time data technologies increases developer experience, which is good to maintain amid ongoing talent shortages.

    Below, I’ll review the key findings from the study to infer how organizations can effectively use these technologies and how they can mitigate roadblocks that arise throughout the process.

    The State of the Data Race

    Simply put, customers expect real-time experiences. And it’s not only the end consumers—developers are also increasingly accustomed to building in this modality. This is evidenced by the recent rise of asynchronous, event-driven architectures. The survey depicted how fundamental real-time data is to modern software, finding that 78% of respondents agreed that it is a “must-have,” not just “nice-to-have.”

    The investment appears to be paying off. A full 71% of all respondents said they can directly tie revenue growth to real-time data. Not only does it seem to have a transformative impact on revenue growth, but it enhances productivity, too—66% of real-time data-focused companies agreed that developer productivity has improved. Naturally, the report found that developers are the ones most likely to be working with real-time data.

    Although modern databases and real-time data processing tools are more readily available these days (and open sourced), the maturity of data handling is not homogenous. Based on the classifications of this report, “data leaders” made up only 10% of respondents.

    Roadblocks to Value

    The road to data maturity has a few obstacles that could limit adoption. First is data complexity—33% said this is one of the biggest barriers to leveraging real-time data. This was closely followed by controlling data costs (32%), data accessibility (30%) and available skillsets (28%).

    Most notably, a skills gap continues to be a commonly cited hindrance throughout industry reports and across technology niches. Interestingly, a lack of in-house talent rises slightly higher in organizations with a high real-time data maturity. Those surveyed in this category said that their top barrier is finding the appropriate skills in their business unit.

    Cybersecurity is also a top concern—51% say security challenges are a big concern when it comes to the use of real-time data. As the report surmised, the business-critical nature of real-time data raises its worth as a commodity and area for attack. Furthermore, amid new data sharing regulations, IT departments are now under more pressure than ever to uphold data security and avoid the leakage of sensitive personal information.

    Unlocking Real-Time Data

    This area has a lot of potential; 86% of developers at organizations with a strategic focus on real-time data said that the “technology is more exciting than ever,” the report found. Real-time data is beginning to be applied at the edge, where AI/ML can be trained to give a more responsive advantage to modern applications. Yet, organizations must prioritize its adoption and mitigate the roadblocks mentioned above to unlock the benefits of real-time data.

    Prioritizing real-time data will take more than tools—it will take vision. According to the study, those who created more value with real-time data initiatives were found to:

    • Have clear product owners
    • Have business unit accountability of data
    • And have department representatives working together in a cross-functional team.

    As you can see, these foundational goalposts have less to do with technology and more with lucid leadership and collaboration. That being said, an investment in the appropriate tooling is undoubtedly required to achieve real-time data.

    For example, this tooling might encompass NoSQL databases optimized for real-time or Apache Cassandra for high throughput. The transition to real-time will likely require streaming and messaging technologies as well. Less obvious, however, is an API layer to sit between the applications and the database. This element could greatly help open data accessibility in a standardized fashion.

    The State of the Data Race: Final Thoughts

    Working with real-time data can be a differentiator and have a transformative impact. As a result, most developers and leaders see real-time data as an exciting area. Yet, organizations must reduce data siloes to open up data access to realize its benefits. It will also take collaboration between data scientists and business divisions to construct meaningful outcomes.

    The State of the Data Race report surveyed 500 leaders across various industries. Above, we’ve summarized the key points from the survey. Readers are encouraged to pick up a copy for more nuanced data points and further commentary.

  • 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 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

    Google
    Mountain View, CA
    Software engineer
    $167,149

    ZipRecruiter

    Deloitte
    Boca Raton, FL
    DevSecOps Engineering Lead
    $145,000 to $241,000

    Dice.com

    gWorks
    Omaha, NE
    DevOps Manager
    $150,000 to $180,000

    SimplyHired

    Cubic Corp
    Ashburn, VA
    DevOps Engineer
    $87,000 – $120,000

    Indeed.com

    Blue Cross and Blue Shield of North Carolina
    Remote
    DevOps Engineer
    $94,600 to $120,000

  • Solving the DevOps Labor Deficiency

    Solving the DevOps Labor Deficiency

    We all know there’s a chronic imbalance when it comes to DevOps talent: High demand and limited supply. Look no further than a 2021 DevOps Institute report which found that while 60% of organizations are hiring for such roles, 64% of IT leaders have a tough time finding skilled DevOps professionals. And it’s not just the typical pandemic staff shortages that you’ve heard about. The shift to remote practices has fast-tracked digital transformation across industries, spiking demand for developers.

    So what exactly is the state of the DevOps labor market? Is it only tough for companies, or for candidates too–and can automation help? In honor of Labor Day, we asked a few IT leaders about this classic labor conundrum.

    Labor Barriers on Both Sides

    Elisa Hebert, vice president of engineering operations at Fairwinds, observed that DevOps hiring is difficult for both the hiring company and the candidate. “Teams have been chronically short-staffed for the last couple of years due to the COVID-19 pandemic, which resulted in companies wanting to hire senior DevOps professionals who can operate more autonomously,” she explained. “If you toss in a need for specialization–we work exclusively with Kubernetes, for example–finding that level of domain knowledge combined with senior-level experience is really tough.”

    On the flip side, she said the industry practice of requiring years of experience for junior-level positions makes it difficult for inexperienced talent to get hired: “It’s an impossible wheel that needs to stop.”

    Automation to the Rescue … Or Not

    You might be thinking, “Well, why isn’t automation helping with these shortages?” It’s true that DevOps automation can lighten developer workloads. Efficient collaboration between development and operations teams can reduce friction; faster feedback loops can accelerate deployment. Leaders can reduce the number of staff needed for tedious tasks while their engineers can focus on more fulfilling work.

    All of this can help retention efforts by preventing burnout and promoting a healthier workplace. As Balakrishnan Viswanathan, vice president of cloud operations at Demandbase, said, “DevOps straddles two important pillars: Increasing development velocity and increasing release quality. Automation is key because otherwise, burnout is very high.”

    So it’s no surprise that DevOps Institute’s Upskilling 2021: Enterprise DevOps Skills Report respondents rated automation as the most important skill domain. They ranked proficiency in automating continuous integration, continuous delivery, continuous deployment, continuous operation and support and DevSecOps as the most valuable knowledge.

    But here’s where the automation solution runs into the DevOps labor problem: The need for DevOps practitioners skilled in automation vastly outweighs the availability. “From a DevOps perspective, there are very few people across the tech space who have operated production systems at scale and enabled automation to reduce the toil, making these skillsets extremely valuable in today’s market,” said Viswanathan.

    DevOps Recruiting, Hiring, Retaining: What’s the Solution?

    Given these challenges, how can companies improve automation and relieve their overworked engineers? Hebert said IT leaders should “create scaffolding.”

    “Fairwinds has an engineering leadership team that is cross-functional (dev, platform, SRE, R&D, services, UI/UX) and plans strategy and tactical execution together,” she said. “We’re greater than the sum of our parts, so while departures are a mix of sad and happy, it doesn’t break us.” She also advised companies to revise their job descriptions and “take all the extra stuff out that isn’t actually critical to the job,” pointing out that women typically don’t apply for jobs unless they meet every criteria listed.

    Marcus Merrell, vice president of technology strategy at Sauce Labs, mentioned Historically Black Colleges and Universities (HBCUs) as a talent source, reminding leaders that “an excellent, under-utilized resource for recruiting is HBCUs and non-profit organizations that focus on CS education for girls and people of color. These organizations produce thousands of graduates every year who uniformly have trouble getting hired.”

    Viswanathan recommended that organizations provide more automation guidance. “One thing companies can start doing immediately is establishing thought leadership in an effort to showcase all the automation work that their DevOps teams are doing by developing content, whether blogs, articles or white papers.”

     Finding the Right DevOps Opportunity

    There’s no silver bullet for a beleaguered DevOps job seeker, but Merrell encouraged candidates to apply for positions even when they don’t possess every qualification listed. “For people who identify as female and people of color, try to remember that the job requirements are usually only looking for about a 60% to 70% match,” he said. “Remember that the job description is aspirational and that no company really expects to match this 100%.”

    Hebert also advised looking beyond salary. “If a company can offer you an opportunity to grow your skills by working on interesting projects or with senior-level engineering talent that can mentor you, that’s an invaluable asset.”

    Defining DevOps Labor Solutions Differently

    Some organizations may be coming up short on both automation and adequate staffing right now, but incremental improvements can help the industry get there. And IT leaders believe we will get there. “As cloud adoption gains pace, the skill sets and labor force needed are expected to grow in lock step,” predicted Viswanathan. Until then, both the DevOps hiring manager and the DevOps candidate can take steps to meet each other in the middle.