Tag: continuous delivery

  • REP SPOTLIGHT: Daysha DevOps Solutions

    REP SPOTLIGHT: Daysha DevOps Solutions

    DevOps Institute: Tell us a little about your organization.

    Daysha DevOps Solutions: Daysha DevOps Solutions is a leading IT services and solutions company focused on helping companies to deliver their IT projects, transform their capabilities and ultimately to provide value to their customers and stakeholders. Our goal is to help organizations benefit from disruptive technologies, such as cloud computing, Lean/Agile software development and DevOps. We work across a range of industries including financial services, government, aerospace and high-tech.

    Daysha DevOps Solutions has partnered with the best-in-class product vendors to help organizations improve their ability to deliver software quicker, more frequently, with higher quality and less risk. Our DevOps solutions address all stages from project planning right through to deployment.

    DOI: What other topics do you teach or consult on?

    Daysha DevOps Solutions: Daysha bring proven expertise and consults across the wide domain of DevOps. Partnering with vendors such as Atlassian, App Dynamics, Chef and Zephyr, we offer expertise, training and tooling to support all aspects of the DevOps journey.

    Our IT Project Services team consists of experienced IT consultants including project managers, technical experts and business analysts. These can be deployed to help augment your existing IT teams or to provide specific project help, such as requirements gathering, gap analysis and process improvement.

    DOI: What type of interest in DevOps are you seeing in your region?

    Daysha DevOps Solutions: The interest in DevOps is growing, though to be honest, a lot of organizations are wary of it. That said, the same organizations are heavily rooted in traditional waterfall environments. There is a recognition that DevOps is the way forward but also a realization that cultures need to change first.

    DOI: How do you think that DevOps contributes to the business’ value stream?

    Daysha DevOps Solutions: Primarily by delivering value earlier and increasing the visibility of the IT contribution to the business stream.

    DOI: What topic area in DevOps excites you the most?

    Daysha DevOps Solutions: How business can get more value from IT. In other words, turning an IT department into a revenue-generating tool rather than a cost.

    DOI: Why should enterprises and individuals consider formal DevOps Training?

    Daysha DevOps Solutions: It is the first step, and a certified first step, on the road to improving the value of IT functionality.

  • The ‘Continuous’ Illusion

    The ‘Continuous’ Illusion

    Continuous delivery is an illusion. That doesn’t make it insubstantial—illusions can have a tremendous impact. Like the first motion picture: the locomotive felt so real to first audiences that they fell from their chairs, screaming. But of course, the locomotive was an illusion, merely rushing past on screen.

    A good magician, like a good inventor, will tell you that the secret to a powerful illusion is hard work on top of a good idea. Indeed, good magicians and inspired technologists have a lot in common. Each is always on the hunt for the next big insight, the transformative angle, building on existing industry techniques to create something even greater. But each knows the secret to truly wowing their audience, whether for a one-night-only show, or an ongoing relationship. What really gets the job done is the vast, complicated, hard-won machinery ticking away behind the scenes.

    Today’s No. 1 magic trick for making great applications, a directive now pervasive across every industry, is continuous delivery. Right now, continuous delivery provides that wow. It takes app updates from a customer stumbling block to a seamless benefit. It takes feature delivery from “maybe in a year” to “is tomorrow soon enough?” It allows Dev teams to wave their magic wands and transform the impossible into the effortless.

    And, of course, continuous delivery is an illusion. Remember that movie locomotive, leaping out of the screen? Every instant of its motion was its own little frame of celluloid. And the true magic was the process that bound each and every frame together, delivering them onto the screen with perfect timing.

    Continuous delivery is the very same sort of illusion. The steady stream of new features, new capabilities and bug fixes must be created one by one by a vast army of talented developers—not unlike the thousands of talented stencilers who first brought color to motion pictures. And the true heart of the process is the automated systems that support this army, and which ensure the coordinated delivery of its products to the end user.

    The heart of continuous delivery is the machinery of automated testing and deployment. The approach behind continuous delivery encourages teams to produce software in short cycles, ensuring that the software can be reliably released at any time. For these releases to be reliable, continuous testing is integrated into the software delivery pipeline, for immediate feedback on any bugs an update would generate. Then, when a proposed change has passed the automated tests, it is deployed to production automatically. This software development life cycle (SDLC) allows companies to achieve the business goal of truly responsive development. The team sees an opportunity, confirms the solution and then delivers that solution to customers extremely rapidly.

    Each stage of continuous delivery—develop, test, deploy—has its own technical challenges, but the testing step in particular poses a unique bottleneck.

    In the development stage, developers primarily require code. Code is relatively lightweight, and can be managed through industry-standard tools such as Github. Developers need their laptops, but in general code management poses a limited operations support challenge.

    The deployment stage can be more challenging for ops. The newest version of the code must be deployed to a wide population of final platforms, which may vary in hardware, software, location, permissions and so on. However, the target systems are at least those in ordinary use. The server the new page runs on or the smartphone that installs the application update are pre-existing systems, and they are managed by their users. So Ops teams are not required to support specialized hardware to deploy. Furthermore, in the past few years a number of innovative technologies, such as Ansible and Docker, have emerged to simplify this process further.

    Testing, on the other hand, combines the challenges of both of these stages. Continuous testing requires dedicated resources for developers and QA. But these resources are full-scale application environments, including not just code but data, operating systems and even appropriate hardware. And because best practices encourage developers to write new tests for all new code, the amount of regression testing required for every code change can only grow. That means that testing must grow ever more parallel, or suffer increasing delays—and any delay in testing can undermine overall continuous delivery.

    To preserve the Continuous Illusion, a development team needs on-demand access to scalable testing environments, including their data. Data in particular is often overlooked in test environment creation, but it must be delivered to every test instance. That means test data management (TDM) is an inescapable part of any successful continuous strategy.

    TDM is relatively self-explanatory: it refers to the process of creating, managing and delivering production (or production-like) data to non-production data environments. Every organization does some TDM, though many do not consider it a separate practice. But to achieve the sort of seamless efficiency that can support the Continuous Illusion, teams must adopt a modern TDM practice.

    Legacy TDM relies on multi-stage, manual delivery chains. Developers and testers file tickets, and then they wait. Storage admins, DBAs, backup admins, security personnel and other staff each have to spend a huge portion of their time servicing the ever-growing stream of tickets, handing off environment creation from one function to another. Meanwhile, developers and testers are left in the lurch, and continuous delivery grinds to a halt.

    Once, this process might have been unfortunate but necessary, imposed by technological restrictions. But modern solutions can tackle these challenges and overcome them. Too often, teams with poor TDM have simply neglected to implement the solutions that they need.

    The most effective TDM practices will use a data management solution on par with other continuous delivery pipeline tools. The TDM solution will be able to stand up data environments in minutes and at massively parallel scale. It will rely on production data and automatic security, rather than synthetic data generation or data subsets (both of which requires substantial upfront planning and cannot hit the full suite of edge cases). It will integrate readily with existing continuous delivery workflow tools, allowing data to be automatically provided whenever a test job runs.

    There are some solutions in the market today that meet these criteria. Adopting one can represent your opportunity to tighten test cycles and deliver code faster—regardless of how fast your software timelines are today.

    To deliver the Continuous Illusion, every component of the continuous delivery pipeline must be operating at peak efficiency. A powerful TDM solution is a key requirement for allowing your customers to sit back, relax, and enjoy the magic of your product.

    About the Author / Louis Evans

    Louis Evans HeadshotLouis Evans is a DevOps evangelist with Delphix. He’s excited about the potential for superior TDM to enhance overall software quality. He is a huge Alan Turing fan, and partial to a well-placed semicolon.

  • Case Study: Stytch Before, After DevOps Culture, Tools

    Case Study: Stytch Before, After DevOps Culture, Tools

    Cloud analytics provider Stytch leverages its cloud-based analytics for customers who want to centralize, fuse and model their data. “Our mission is to make it easier and faster for business users to get insights and make decisions,” said Taylor Frost, cloud operations engineer at Stytch.

    Before the company implemented a DevOps approach, its primary software platform and some services were large monoliths maintained by disconnected teams. Stytch tested new features in isolated Jenkins jobs and performed quality testing and product releases manually in siloed realms that were out of sight and out of mind, Frost said.

    Stytch’s Dev, Ops and QA were walled  from each other, isolating the knowledge base of activities in any one group from members of the other two groups. Stytch teams did not share this information, and sister teams could not benefit from the insights this knowledge held.

    What’s more, developers did not have transparency into the products and tools that manipulated the cloud-based infrastructure or the build pipelines. “This fostered an attitude of ‘it’s an (Ops/Dev/QA) problem’ and discouraged a sense of ownership of or responsibility for success, which led to an increasingly lengthy feedback cycle and slower, less frequent builds,” Frost noted.

    Stytch lacked the orchestration and the down-in-the-weeds level of control it needed to enable real-time changes to labyrinthine back-end technologies without repercussions that could cause the customer base to suffer, and to speed and simplify deployment, she said. Standards such as Terraform or CloudFormation did not provide the fine-grained control of deployment that Stytch needed.

    The company’s Ops was in charge of Python software libraries, but other groups including Dev and QA needed access. Stytch also has a performance team that the company was eager to include in Python library development.

    Stytch After DevOps

    Stytch is using DevOps to unite teams and divide the various software monoliths into microservices for continuous integration (CI) and continuous delivery. The company has already fed its core software platform through the new build pipeline a number of times, and continues to create even more automated and efficient deployment processes.

    As it works to create homegrown Python orchestration libraries, Stytch is establishing a stronger grip on deployment. All teams connected to the pipeline including Dev, QA and Performance are actively expanding these libraries.

    Stytch increasingly intermarries its Dev, QA, Ops and Performance teams and enables and rewards collaboration across the stretch of the DevOps pipeline. “Our goal is transparent, scripted change integration, from check-in to testing and deployment. We empower our developers to take responsibility for their work, from check-in to production deployment,” Frost said.

    Stytch uses frequent meetings of a continuous delivery committee with members from all four groups to update the status of the pipeline. The company is swapping out Jenkins for Travis CI for builds and tests, making Dev more hands-on and able to gauge its work from start to finish.

    “Developers are iterating on their pipelines in the same way that they iterate on their projects,” Frost said. Stytch is able to find and fix problematic code earlier in the pipeline while accelerating development cycles. Customers are pleased with the faster rate of innovation on the software platform they use.

    New Infrastructure, Training = More Results

    Stytch has made cross-pollination of expertise common for pipeline teams. “We have an annual training allowance and our engineer-led ‘Ministry of Propaganda” holds regular afternoon sessions to introduce new technology and practices,” Frost said.

    As CI and continuous delivery processes grow, absorb and automate manual steps, related activities across the pipeline become more translucent for everyone. Both the Travis CI platform and the use only of scripted product releases and scripted tests for performance are increasing that transparency.

    The metamorphosis that has spread throughout the teams with direct access to the DevOps pipeline now extends to the rest of the company, as needed, such as with marketing. Frost provided an example:

    “Our marketing team was struggling to make good progress with regular releases of our WordPress-based website. Our engineers were fielding regular requests for basic tasks—starting and stopping servers, updating configuration files and retrieving logs,” she said. “We brought our engineers and marketing together on this. The result was a simple command-line tool that enabled our nontechnical marketing staff to perform complex actions on their own, including promoting their changes to the production environment.”

  • xMatters Sees Value in Continuous Testing

    xMatters Sees Value in Continuous Testing

    xMatters builds an intelligent communications platform that alerts and connects company stakeholders for IT incident response and in manufacturing line workflow support and DevOps systems scenarios. Customers who count on xMatters also count on the effectiveness of the vendor’s continuous testing mechanisms: A failure of continuous testing early on at xMatters could lead to a magnified impact on the customers’ crises response, resulting in costly repercussions.

    XMatters uses continuous testing to promote continuous delivery of its intelligent communications platform, delivering changes to a limited number of features in an accelerated fashion. “This reduces our risks of failures and makes it easier to resolve defects,” said Deepa Guna, QA Architect at xMatters.

    For xMatters, the proper use and placement of continuous testing in the DevOps pipeline is critical to ensure the intelligent communications solution does not introduce errors during customer crises.

    xMatters Software, Languages and Tools

    The xMatters platform consists of a service stack architecture with front-end technologies accessible via the web and back-end technologies that support it. According to Guna, the platform takes advantage of Java, RESTful JSON, Node.js and Postgres, which run on data centers that are geographically dispersed in North America, Europe and the Asia Pacific regions.

    “Our data centers are built on infrastructure as a service, which includes technologies such as OpenStack, Puppet, Fabric and Consul,” Guna said. XMatters also has a mobile application for iOS and Android platforms as part of its communication service.

    xMatters Testing Approaches, Before and After DevOps

    The company’s testing before the advent of the continuous delivery pipeline included manual test execution of regression tests in the midst of a slow process of releasing one large set of features per month and deploying customer-reported defects, Guna said.

    Today, xMatters uses automated and manual regression tests and unit test code coverage monitoring, releasing small sets of features and resolved defects weekly while enabling customers to provide feedback early in the feature development process.

    XMatters uses several tests during the development, test and release phases of the DevOps pipeline and when delivering the platform to the customer. The development phase includes the following testing tools and their associated types of testing:

    • SonarQube analyzes the quality of the code.
    • Jacoco measures the code coverage of the developer unit/integrations tests.
    • Git + Jenkins run the unit and integration tests before xMatters commits the changes.

    The testing phase, Guna said, runs tests as follows:

    • Jenkins deploys artifacts in test environments and runs automated tests.
    • An automation framework that includes Jmeter, Gradle, Java, TestNG and Selenium runs its tests.

    The release phase tests software after this manner:

    • Jenkins deploys artifacts in test environments and runs automated tests.
    • An automation framework that includes Jmeter, Gradle, Java, TestNG and Selenium runs its tests.
    • Splunk and Takipi do exception monitoring.

    When xMatters delivers the platform to its customers, Guna said, it performs the following tests:

    • Runscope monitors the health of the system to ensure critical services are running.
    • Pingdom monitors the status of the customer websites.

    Drilling Down into Release Testing

    “During the release testing phase, we put the application through 1,000 fully automated and manually initiated tests that we execute with every release cycle. We also have tools that are monitoring for exception during the release testing,” Guna said. Passing this phase successfully, the new software platform release is ready to be pushed into the production environment.

    XMatters uses the continuous delivery pipeline to deploy the new platform release first to the customer staging environment and next to its production environment, Guna said. “All production environments have ongoing smoke tests that we execute every five, 10 or 15 minutes, based on customer tier, to monitor the health of the services.”

    Results Metrics

    xMatters’ method of continuous testing seems to be working for the vendor. “We have reduced the number of major incidents in production due to application defects by 40 percent this year compared to last year,” Guna noted.

  • The Big Shift: The State of Continuous Delivery

    The Big Shift: The State of Continuous Delivery

    The state of continuous deliveryI wanted to call out a new report that we have just released here at devopsy.kinsta.cloud. The State of Continuous Delivery: The Big Shift by George Hulme, contributing editor here at devopsy.kinsta.cloud.  In this report George takes a look at the current state of Continuous Delivery and how it is helping to transform software development and deployment.

    From the report:

    Increasingly, it is the ability to continuously deliver reliable software that meets both immediate market demand and internal business needs. Rather than software being delivered in substantially-sized quarterly or even annual updates, it is more often delivered in never-ending, bite-sized feature updates. This is happening with all software now, from apps on our phones to large enterprise applications.

    Of course that is the just the beginning. George interviews many leaders of the CD market and gives you his own keen analysis based on his many, many (did I say many) years covering the world of technology. You can read the rest of the report by downloading it for free here.

    devopsy.kinsta.cloud Reports

    This is the first in a new series of reports that we have been working on here at devopsy.kinsta.cloud. Written by our award winning editors and writers, they are snapshots on the current state of key areas of the DevOps and Container markets. The reports are researched and written by the authors independent of any sponsorships. After the report is complete, we do ask if any organization will like to sponsor but it has no effect on the authors opinions. For instance in this report, CloudBees, the Enterprise Jenkins company is the sponsor.

    So stay tuned for more reports coming soon! If you are interested in sponsoring a report or would like to suggest a topic for another report please contact me at editor@devops.com.  In the meantime enjoy this look at the current state of Continuous Delivery.

  • Jenkins World Speaker Gruver on the State of DevOps

    Jenkins World Speaker Gruver on the State of DevOps

    Santa Clara, California, will be home to the biggest gathering of Jenkins users in the world Sept. 13-15. This year’s Jenkins World conference will feature Gary Gruver, DevOps expert and author of “Leading the Transformation.” We had a chance to connect with Gary and hear his thoughts on the state of DevOps, continuous delivery and what he thinks the biggest trends are.

    devopsy.kinsta.cloud: As continuous delivery (CD) and DevOps continue to be adopted and advance, what specifically should we be on the lookout for?

    Gruver: I believe the biggest opportunity for breakthroughs in CD and DevOps is in large, complex, tightly coupled systems. Most DevOps implementations have been with smaller teams—whether in small businesses or large businesses—that allow these small teams to work fairly independently. Currently, these are the fastest moving, most innovative DevOps implementations. That said, I feel the biggest opportunities for positive business impact are in the larger, more complex systems just because they are currently much less efficient. This is why I think we will see the biggest improvements in those environments, and innovations and updates will track towards these advancements.

     devopsy.kinsta.cloud: How are technologies like containers becoming a bigger part of an automated pipeline?

    garygruverGruver: Containers make it easier and less complex to move to infrastructure-as-code, which is one of the big breakthroughs of DevOps. This space is moving quickly because of how important environment consistency is to companies. It will be interesting to see how this space evolves over the next few years.

     devopsy.kinsta.cloud: What advice do you have for enterprises just starting their DevOps journey?

    Gruver: Segment the applications down into different deployment pipelines to make the problem as small and less complex as possible. A deployment pipeline should include all the applications that have to be qualified and deployed together because of their architectural coupling. Then, optimize each deployment separately based on DevOps principles instead of forcing everyone to implement all the same DevOps rituals like was common with previous agile transformations. This is a topic I can spend quite a bit of time discussing and thinking about, as you can read more about in my book!

    devopsy.kinsta.cloud: What roadblocks still exist for companies trying to adopt DevOps?

    Gruver: Finding executives that are willing to engage with their organizations and lead the DevOps transformation is a solid roadblock. It is still new concept in larger enterprises that require the multiple acceptance from members of the C-suite.

    devopsy.kinsta.cloud: What do you find most exciting about the current state of CD?

    Gruver: It is finally scaling to large organizations where the majority of the code that is being worked with exists and therein are the biggest opportunities I see for improvement. This means that DevOps is being introduced right up the chain, extending it from just the realm of IT.

    devopsy.kinsta.cloud: What do you want Jenkins World attendees to know about your keynote?

    Gruver: I am planning to provide a framework you can use to help align your large organization on your DevOps journey. My objective is for DevOps practitioners in organizations of all sizes to walk away with tips for implementation and a better understanding of best practices to apply to individual DevOps journeys.

    devopsy.kinsta.cloud: What does being “all-in” on DevOps mean to you?

    Gruver: To me, being “all-in” on DevOps means that everyone one is committed to the DevOps principles and is working together to continually improve the development and delivery processes. In other words, they have the same approach to achieving the same goal.

    devopsy.kinsta.cloud: Where do you think DevOps adoption is today?

    Gruver: Mature in unicorns and just getting started in large enterprises; hence, there are so many opportunities!

    To learn more about Gary Gruver and his approach to DevOps, please visit his homepage. While you’re at it, download a sample of his latest book, “Leading the Transformation.” Interested in learning more about Jenkins World or attending this year’s Jenkins World? Click here and register with the code JWDEVOPSCUST to receive a 20 percent discount.

  • Tales of DevOps Discovery, Part 3: Q&A and Explanations

    Tales of DevOps Discovery, Part 3: Q&A and Explanations

    This is part three of the series, Tales of DevOps Discovery. To catch up, Read part one and part two.

    In preparing for a DevOps transformation a critical first step is to perform upfront discovery, often asking even the most fundamental, seemingly obvious, questions of stakeholders. The major portion of such discovery should be done in a group setting. Asking stakeholders these fundamental questions in a group setting can provide key insights into differing perspectives and even differing objectives regarding a planned DevOps implementation. Sharing these different perspectives during the discovery phase sets the stage for mutual empathy and enables stakeholders to identify and align, an important step to aligning on shared objectives. In this article we will outline common questions asked, share real-world answers and offer guidance on interpreting and applying the results.

    Discovery Question: What do you want to achieve with this transformation/DevOps?

    One of the first things to consider is, “Why are we doing this?” as this establishes the goals and objectives. Accordingly, I usually begin by asking the stakeholders during discovery what they expect to achieve through the transformation to DevOps. The answers I receive to this question often differ distinctly, depending on the role of of the person answering. Understandably, they are heavily influenced by the unique perspective of that role.

    Answers:

    CIO: “We want to increase our ability to “scale-up” delivery as we shift to a primarily SaaS (software-as-a-service) model and see a rapid increase in business. These means we have to increase developer productivity, and respond to customer requests faster, all while reducing our number of Severity #1 issues.”

    Operations:
    “We want to reduce technical debt, to minimize firefighting and increase our ability to adopt modern best practices such as Infrastructure-as-code. We have to be able to keep the lights on while delivering applications to production.”

    Development:
    “We would like to minimize customer-specific one-off work, which is resulting in painful complexity in development, QA (quality assurance) and deployment, and is an overall source of inefficiencies. We would like to be able to spend more time improving user experience, performance and increasing valuable functionality. But, instead, we are chasing bugs and reworking misunderstood requirements.”

    Guidance:

    Not surprisingly, executives often respond with a focus on business-oriented goals such as increased productivity and customer response, while Operations focuses on stability and minimizing firefights and Development wants to innovate. But within these differences we see some commonality that can be harnessed, such as productivity. For example, one point of commonality is productivity:

    CIO: “We have to increase developer productivity.”

    Operations: “… minimize firefighting and increase our ability to adopt modern best practices …”

    Development: ” … spend more time improving user experience, performance and increasing valuable functionality.”

    Another point of commonality in the CIO, Development and Operations answers is the focus on quality:

    CIO: “ … reducing our number of Severity #1 issues.”

    Operations: “We want to reduce technical debt … keep the lights on …”

    Development: “… instead, we are chasing bugs … ”

    These points of commonality can be used to establish common goals with cross-functional buy-in, such as:

    • Our effort will result in increased productivity and minimize overtime and firefights (across teams)
    • Our efforts will result in increased application quality and uptime

    They then can be used not just as driving principles that inform decisions such as process or tool choices, but also to establish key performance indicators (KPI), which will be used to quantifiably measure success of the transformation. Example KPIs may be:

    • Reduction in cycle time, from story acceptance to user acceptance (or release)
    • Number of Severity 1, or Severity 2 production issues per release
    • Defects per build
    • Defects per release
    • Hours worked by Development? Operations?

    Discovery Question: Do you practice agile today? If so, how do you define done for a story or sprint?

    Continuous delivery (CD) and lean practices are foundational to a successful, sustainable DevOps transformation (though not required to meet the some definitions of DevOps.) If we look at CD and lean practices as a pipeline through which we need to manage a continuous flow of changes represented by work, then it is important to consider what work is sent into the pipeline, how the work is initiated and how the changes are managed. Accordingly, it is important during discovery to ask customers high-level questions about development methodologies used and overall practices for definition, planning and coding.

    The answers given vary between different levels of, “Yes, we are agile,” “No, we are waterfall,” and, “We practice both.” Most Most often, organizations’ answers describe adherence to a form of agile with room for improvement.

    Answers:

    “We practice agile and/or scrum. We work in two-week iterations, planning the work for a sprint at the end of the prior sprint.
    We consider a story done once the code has successfully been committed and merged to a team branch, and is successfully built. We consider a sprint complete when all stories for that sprint are committed and successfully built.

    “Roughly every three months we integrate code from team branches to trunk and perform a mix of automated and manual regression and acceptance tests. Once the build passes QA we manually deploy to preproduction environment, validate and schedule a manual deployment to production.”

    Guidance:

    This is a classic story of agile adoption in traditionally waterfall organizations. The organization adopts agile within Development without involving other key functional teams such as QA or Operations. Usually, this is because it simply is easier. There are a number of obstacles to overcome in extending agile practices across organizational, technical and cultural boundaries, so the obstacles are avoided by limited the agile adoption to these boundaries.

    This is a case of confining the adoption to “agile upstream” while practicing waterfall or legacy “downstream.” Studies show that less than 33 percent of organizations have adopted “agile upstream” and exercise agile or iterative development practices for the planning, coding and team builds, yet only 13 percent of organizations have adopted agile downstream, and follow practices such as continuous integration (CI), CD, automated provisioning testing and deployment.
    Screen Shot 2016-07-18 at 11.07.34 AM

    The negative effects of limiting agile adoption to agile upstream are multifold, but can be summarized as, “You never really know when you are done-done.” As a result, you cannot accurately measure progress, introduce deferred risks or disrupt the development plan to address issues found during the downstream portion of the process, such as poorly understood requirements surfacing during acceptance testing or runtime issues discovered during deployment to a production-like environment or, in the worst case, issues found in production by the end user.

    A seminal book on DevOps is, “The Phoenix Project,” by Gene Kim, which presents three ways of DevOps thinking. The first way, “Systems Thinking,” addresses to this gap between agile upstream and downstream, Dev and Ops, business and customer by taking a systems view across the traditional boundaries and establishing “flow” of the system through the boundaries.

    Screen Shot 2016-07-18 at 11.05.09 AM

     

    Discovery Question: Do you practice CI today? What types of validation do you perform?

    As CD is foundational to DevOps, CI is foundational to CD. CI can be scene seen as the connection point for agile upstream to agile downstream, and the pump that fills the CD pipe. It is both the practice most organizations say they follow and the practice that most often is implemented incorrectly. So when surveying a customer’s current state during discovery, it is important to know whether CI is currently part of the picture.

    Answers:

    “Yes, we practice continuous integration. Each team has a Jenkins CI server. Developers commit their changes multiple times per week. Jenkins then builds the changes as part of a nightly build.”

    “We do some unit testing, but we do not track code coverage. If the nightly build fails we may continue to commit, but we usually fix the issues within a few days.”

    Guidance:

    This is a common answer and an example of how CI can be improperly implemented. CI is more than having a shared Jenkins CI server and running scheduled builds. CI can be defined as:

    “A a software development practice where members of a team integrate their work frequently, usually each person integrates at least daily – leading to multiple integrations per day. Each integration is verified by an automated build (including test) to detect integration errors as quickly as possible.” — Martin Fowler

    The benefit of practicing CI includes identifying integration and quality issues close to the source of the issue, thus reducing the time to correct and enabling higher-quality software to be developed more rapidly.

    Essential elements of properly implemented CI are :

    • Integrating changes frequently, ideally multiple times per day or even per change.
    • Performing consistent validation of quality through component level testing, code scans, etc.
    • Always maintaining a working build, suspending development when a build fails, and not resuming development until the issues is corrected or reverted.

    Teams that allow a broken build for “a few days,” deferring commit or builds to just “multiple time per week” or that do not validate consistently through testing practices are not practicing CI and will not yield the benefits of CI.

  • DevOps Chat: Steve Hazel, Sauce Labs

    DevOps Chat: Steve Hazel, Sauce Labs

    I recently had the chance to sit down and speak with Steve Hazel, CTO and co-founder of Sauce Labs. With so much being written and talked about the role of quality assurance (QA) and testing in a continuous integration/continuous delivery (CI/CD) world, it is good to hear from someone like Steve who is an actual thought leader in the space. Steve tells us what he thinks the limits of automated testing are, the future of QA and more. Have a listen for yourself to find out, or follow along with the printed transcript below!

     

    Alan Shimel: Hi, everyone. Alan Shimel, devopsy.kinsta.cloud here, for another DevOps Chat. Today’s DevOps Chat’s guest—that was a tough one—is Steven Hazel, co-founder, CTO at Sauce Labs. Steven, welcome to DevOps chat.

    Steve Hazel: Hi, Alan. Glad to be here.

    Shimel: Thank you. Glad to have you here, actually. So Steven, there might be some people listening who maybe aren’t familiar with Sauce Labs. So, before we start, why don’t we, if you don’t mind, give our listeners a quick overview? Tell us about Sauce Labs.

    Hazel: Yes. At Sauce Labs, we do automated testing for both web and mobile apps. We run a cloud service that gives our customers access to a wide range of platforms, whether that’s operating systems and browsers for web testing, or mobile devices and emulators and simulators for mobile testing. You can get access to all the different platforms you need to test on, and you can get access to a lot of platforms at once to run your tests in parallel to get through a large test suite rapidly, which is really what people need for today’s continuous integration and continuous delivery workflows.

    Shimel: Got it. Of course, Steven, Sauce Labs was closely linked with around Selenium and some of the open-source testing tools that are out there today, right?

    Hazel: That’s right. Selenium is the dominant web-testing technology. In mobile testing, there’s a variety of technologies, but we support Appium, which also uses the web driver protocol that underlies Selenium. We really think that fitting in with those open-source tools is the smart way to go. It fits with what people are doing.

    It gives people a lot of choices about how they want to do their testing, what kind of languages and frameworks they want to use on their end. So, we just plug right into Selenium tests, if you’ve already got Selenium tests, or Appium tests. You can just change the config and point them at Sauce Labs, and they’ll run unmodified on our systems.

    Shimel: Got it. Steven, we were talking before we started recording today, I was telling you about a recent article we had over on devopsy.kinsta.cloud. The gist of it was basically that DevOps was the death knell for QA. I told you I didn’t agree with that and you agreed with me. You said you didn’t agree with it, either. But for our audience—they’ll respect you a lot more than they respect me—why don’t you agree with that, Steven?

    Hazel: Yeah. I think that to suggest that there’s no longer a role for manual QA when you take on a DevOps process is just not in line with the facts. If you look at what we see large organizations doing, they’re not dropping manual QA for automation. They’re changing the mixture of what they have manual testers doing by quite a lot, but they still have manual testing teams. You still need a manual testing team.

    So, what I see happening, as you start to take on automation, your testing coverage improves dramatically because you can afford to do a lot more testing when you’re automating than was ever possible with a manual testing team. But automated testing, the classic example is exploratory testing. You’re just not gonna get the kind of creative, exploratory walk-through of your app with an automated test that a manual tester can do. I think there’s still a role for QA organizations, beyond just manual testing, in being the other side of the conversation, right?

    A lot of people have the concern that if developers are writing tests, it’s the inmates running the asylum. The exact developers writing the software are the ones deciding whether it’s high quality, and you want another perspective in there. You want a perspective that’s maybe closer to your end user. So, I think that the other side, beyond just manual testing, that you see with QA teams continuing to have a role is in deciding what cases should be tested, whether you have good test coverage, encouraging good testing practices, even when you are automating your tests.

    Shimel: Absolutely. Really, Steven, I guess the boogeyman in the room around the friction with DevOps and QA is automation. There’s some schools of thought that says, “Well, we can automate everything. The more we automate, the better we are.” There’s another school of thought that says, “Well, you can automate as much as you can and automation’s not a bad thing, but there are just gonna be some things that are not automatable, if that’s a word now, or may never be automated. Where do you go in on that continuum?

    Hazel: Well, being someone who’s pushing forward automated testing, I want to see automation go as far as we possibly can. I think that that’s very far. That said, I think that the way the mixture of tests changes as you adopt automation is maybe a little bit counterintuitive. You might imagine, well, we’ll automate some percentage of our manual test cases, maybe 80 percent or 90 percent. Maybe we could get to 100 percent if you’re a zealot for automation.

    But actually, what you see is, it’s not that you’re automating a percentage of what was there in manual testing. You’ll actually have more automated test cases than you were able to do with manual testing. So, if you just looked at the number of test cases, your automated cases are gonna way outnumber the original count of manual test cases just because you can, right? You can now cover a lot more edge cases, a lot more scenarios because of the power of test automation. So, that’s a real advantage to test automation.

    Shimel: Sure.

    Hazel: At the same time, certainly there are things, visual testing, there’s some interesting approaches out there, but I don’t think we’ve yet seen a way of making sure that the app looks right, especially as it changes. You really need a human being involved when there are deliberate visual changes to make sure that they came out right. I think it’s those things where automation really can’t give you an answer about, does it look right? Does it act in a way that’s gonna be acceptable to somebody?

    I think you still need a human being in there at some point, checking those things, but it’s a different process. It’s no longer this phase gate before every change is released that you used to have. It’s now a process that can be made asynchronous from the bulk of your development and release process.

    Shimel: Absolutely. If you don’t mind, Steven, a little bit of time on, you mentioned a little bit, but what do you think of the kinds of tests that lend themselves well to automation? Certainly, a visual test of an interface, different arts. What are the sweet spots for automated testing?

    Hazel: I think certainly at the bottom of the testing pyramid, unit testing brings tremendous value. It’s something that’s very easy to automate in a way that’s completely deterministic, very fast. Gives you really quick feedback as a developer as you’re making changes to the code on whether you’ve broken something. But the coverage with unit testing, the coverage of functionality that may be important to your end users, it’s really hard to achieve. It’s really hard to achieve good, solid feedback from your unit tests that you haven’t broken anything anywhere.

    Functional testing, the next layer up, which is what really we focus on, gives you that complete end-to-end check. You’re actually testing the features of your product and you’re making sure that end to end, with all the various components involved, they work properly. That’s more of a challenge for automation, but we’re seeing, I think, a majority of development organizations out there seeing success automating functional tests and real value from having that be something where you can run through hundreds of test cases in minutes and get feedback to your team. So, that works quite well for automation.

    I think it’s that next level up, as you start to get into the types of tests where you’re looking at, what’s an acceptable experience for the end user? User acceptance testing as distinguished from functional testing, where you’re really starting to look for, does it look right? Does it act right? Is the response time throughout the entire process acceptable?

    You can zoom in and measure a lot of these things very specifically, but getting the answer to, “Overall, though, was it a good experience?” That’s the kind of thing where it’s really tough to cover that with automation.

    Shimel: Yeah, agreed. Steven, if you don’t mind, I’m an old security guy prior to DevOps. One of the things within the security community that we’ve really pushed around is the idea of automated security testing shifting left in a DevOps environment and allowing security testing to be done in an automated fashion at a CI/CD-type of level. Where do you see that in this whole discussion?

    Hazel: Security testing isn’t what we focus on at Sauce Labs, so –

    Shimel: Right, I know.

    Hazel: I’m not an expert in this, but it is something that I follow and care a lot about. I think I see a lot going on with static analysis, with some of these tools that can help to constrain the types of mistakes that you could have in a program, type systems and things along those lines. I think really that’s very badly needed in making code secure. Some of the issues we’ve seen come up over the last few years, things like Heartbleed, the Glibc bug, really those kinds of things aren’t acceptable, aren’t something that we can continue to have happen, and I think the solution really is fully automated tools, like static analysis tools and type systems, that can lock down the code and just constrain the types of mistakes that could possibly happen.

    Shimel: Sure. You know, Steven, I see it as very analogous to the QA situation, which is I think a lot of security people get very territorial around job security because they’re afraid somehow that doing automated security testing earlier in the process—shifting left, so to speak—is somehow gonna affect their livelihoods, or make them obsolete.

    Hazel: I can see that. We see that among QA folks, for sure. To me, that’s a shortsighted view. If the world is getting more intense security problems, more intense quality problems, we’re shipping more software, you just can’t solve it 100 percent by throwing bodies at the problem. I think that what’s gonna happen is not that those people’s careers are in jeopardy; instead, as a society, we’re just gonna do more and better security and quality testing than we’ve been able to do in the past.

    Shimel: Yeah, agreed. Steven, we’re running a little low on time, so let me get just one or two more questions. Sauce Labs has been, in my opinion anyway, for what it’s worth, somewhat of a DevOps darling in terms of really encompassing—you’re living the DevOps model. You’re working with open-source tools, testing and automation, enabling automation. Sauce Labs is a player in the DevOps ecosystem. Where do you see it going?

    Hazel: Well, toward the enterprise is one big trend we’re seeing. Earlier on in the history of Sauce Labs, a lot of our customers were essentially software companies, companies that their primary focus is technology. Now, a lot of our customers are retailers, financial institutions—companies that you don’t think of as primarily a software company, but all of these companies have apps, they have complex web experiences. They’re really adopting DevOps in a big way. They’re moving to what is, for them, a very different process than what they’ve been doing and allows them to ship better software faster, with more complexity than they were able to handle before.

    Shimel: Absolutely. Steven, we are low on time. I’m gonna ask you the final question, which I ask most all of my guests here on DevOps Chats. That is, if you had to recommend one book to our audience that they should read, a must-read for them, over the next six months or a year, what would that book be?

    Hazel: Oh, wow. A book recommendation. I think the obvious choice in a conversation about DevOps is “The Phoenix Project.” If you haven’t read it, you’ve got to read it. It’s a quick, enjoyable read, but it really gets the concept across better than probably anything else is going to. It’s an obvious recommendation, but I still think it’s worth it.

    Shimel: Sometimes the obvious is good. I will just add to that, if you already have read “The Phoenix Project,” Gene Kim’s next book, I think co-written with John Willis and Jez Humble and someone else that I’m blanking on – oh, darn it, the guy who started DevOps, who coined the phrase. Patrick. Patrick Debois. Their new book, I think it’s called “The DevOps Handbook,” will be out, I want to say, in the fall. Not a sequel to “The Phoenix Project,” but another good book to look at.

    Anyway, Steven Hazel, CTO, co-founder of Sauce Labs, thanks for being this episode’s guest on DevOps Chat, and continued success with Sauce Labs.

    Hazel: Thanks a bunch. Thanks for having me.

  • Managing Your DevOps Releases Efficiently

    Managing Your DevOps Releases Efficiently

    The Top 5 Things You Need to Know When Selecting a DevOps Release Management Solution

    DevOps is a modern software delivery movement that encompasses agile principles and encourages automation in application delivery. Why adopt it? It allows teams to reduce errors due to manual steps and break down silos between teams to improve communication and collaboration between all stakeholders within the business.

    Whether you’re knee deep in a DevOps transformation or just getting started, implementing a DevOps release management solution is an important step along the journey. Why? Because in today’s on-demand economy, organizations must capitalize on any opportunity to improve application delivery throughout the organization, irrespective of the development processes in place.

    Based on a recent discussion between Michael Azoff, principal analyst at Ovum, and Anders Wallgren, CTO of Electric Cloud, I was able to glean why DevOps release management is a must for enterprises to modernize the software delivery process and compete at a higher level. More specifically, Michael and Anders discussed the top five requirements for selecting a release management solution, which I’ve laid out for you below.

    No. 1: Application Manifest: Model and version applications, infrastructure and middleware.

    This is what you’re looking for in an enterprise grade solution—a solution with ease of use in defining an application deployment blueprint, and being able to reuse it and version it and have variations to meet the complex and ever-changing needs of your organization. If you are doing continuous delivery and DevOps correctly, you should never have to make a change to a deployed application by hand—ideally, changes are made to the application model and then re-released into a production environment. This allows you to make and test changes in one place, and easily keep track of everything in production. Having an application manifest is a key facet for a great release management solution.

    No. 2: Pipeline Design: Model, version and refactor pipelines, workflows and processes.

    This is not only an important consideration for selecting a release management solution, but also is at the very heart of continuous delivery—the ability to define and manage delivery pipelines for complex legacy applications or newer microservices. For large organizations with lots of technical and process debt, being able to flexibly model and manage that sort of complexity is essential.

    Ultimately, the whole concept behind DevOps comes down to the idea that there is the “what,” the “how” and the “where.” The “what” is the application manifest, mentioned above. The “how” is the pipeline design. What are all the stages this particular application or component or service goes through? Understanding your end-to-end pipeline is very important. You need to have the end to end of what your software goes through—not just conceptually, but even physically written down somewhere. If you don’t have that that process completely nailed down, you don’t really have a full understanding of what it takes to ship your software. Without this complete understanding, it can be much more difficult to have success. By modeling these pipelines, you allow teams to visualize the flow of value through the life cycle, and make iterative improvements on it in a collaborative and safe manner.

    No. 3: Pipeline Execution: Predictably and efficiently deliver legacy and CD-style pipelines and releases at scale.

    One of the most important things when practicing DevOps is enabling fast feedback, so getting visibility into pipeline execution as they’re occurring is very important. This provides teams an easy way to troubleshoot problems quickly, and then refactor and optimize the pipeline over time. Enterprise pipelines can be very complex and touch a lot of tools—your Dev team might be using Jenkins and Chef and Selenium, and your Ops team might be using ServiceNow and Azure cloud and Puppet. We have customers that have more than 60 tools as part of their ultimate DevOps toolchain. For each one of these tools or services you need to make sure you’re getting the best performance possible, and operating them as efficiently as you possibly can. As you execute them, the ability to see those executions live as they happen, then collect information about them and optimize your pipeline helps to make the entire process more efficient.

    No. 4: Governance, Security: Role-based access control, traceability and auditability.

    This is one of the key functions to consider for an enterprise-grade solution. If you just tie together your release capability with tools that still require some manual steps, you’re not able to scale that. This is where a large-scale organization, especially one that is regulated and has auditors, will want a solution that can demonstrate clearly that the whole process is governed such that no one can make a change to the process, environments or binaries without it being logged, and that any change that is made has gone through a QA and testing process. Those are the sorts of things that are really crucial for the Ops people, as they are handed responsibility for ensuring a low-risk environment.

    When DevOps was starting, the overwhelming belief around security and governance was, “Gee, this is going to really bother the auditors.” However, it turns out it is quite the opposite—to get good at DevOps and continuous delivery, you really need to automate everything. What do auditors want? They want companies to do two things:

    1) Document their process and

    2) Demonstrate they are using that documented process.

    In the process of sitting down and automating your software delivery pipeline, you are essentially documenting that process. Executing that pipeline gives you the record of what you did: How did we deploy? When? Who did it? What was the pipeline that was used? What was the testing? All of those things are now available to be audited.

    No. 5: Integrations: Works with the tools you already use

    You want a solution that fits in with the tools and process that you have. It would be a non-starter to show up and say, “Throw away all of your current tools and let’s use this new thing.” It would also be inefficient to have to change your process to fit into some tool’s preconceived notion of how your enterprise should run. Make sure you don’t have to change the way you do business, and that can help the DevOps adoption curve quite a bit.

    By keeping these top five considerations in mind when selecting a release management solution, you can help ensure your journey into DevOps and continuous delivery is a much smoother, more efficient and more fruitful one. Regardless of the tools your organization decides to use, consider first how you can make your pathway to production a competitive advantage and reap the benefits of an efficient delivery pipeline!

    If you have the chance, take a listen to the full conversation between Michael and Anders.

    About the Author/Sam Fell

    sam-fell-leadershipSam Fell is the head of Marketing at Electric Cloud, responsible for driving awareness and demand for the company’s DevOps release automation and acceleration solutions. For 20 years, Sam has helped companies achieve success by marketing, selling and implementing DevOps release automation, IT change management and application performance management solutions. Prior to joining Electric Cloud, Sam held leadership roles at BMC, CA, Marimba and Nimsoft.

    Sam holds a Bachelor of Arts degree from Illinois Wesleyan University.

  • Follow the Simple Path of Nirvana to DevOps

    Follow the Simple Path of Nirvana to DevOps

    Perhaps the title of this post is a misleading, as nothing is truly “simple. But there is a well-defined pathway to achieving DevOps goals for any size company. Just follow a step-up pattern by adopting the principles of agile, continuous integration and continuous delivery, and you will reach your goal of DevOps. This path is a natural progression of DevOps maturity that an organization can follow while adopting key principles and technology solutions along the way.

    pipe

    Agile Development

    Adopting agile development methodologies often is the first step maturing organizations take, as they no doubt have heard the resounding benefits of leaving behind waterfall software development life cycles. There is a reason this is the first step. It helps your organization’s employees mature into a tightly knit working machine that fosters improvements in driving down technical debt while also laser-focused on building key features.

    As agile teams continue their maturation, they’ve roped in key business stakeholders who are able to grasp the drivers of technology challenges and are able balance out the growth needs of the business with the sustainability requirements of the technology teams. Suddenly, teams are investing a minimum of 20 percent of their sprint time to dealing with technical debt and reporting out these victories to their product owner(s). These small wins become major victories as the unwieldy pieces of infrastructure and software of the business become relics and folklore of yesteryear.

    But there is an underlying reason why agile development is the most crucial first step: It truly empowers the developers to improve the customer experience and feel good about it. With the scrum master’s shields up protecting the team from burnout and ensuring sprint planning happens, team members are more likely to be passionate about their work and the results of their efforts to the business and customer. This is where the empowerment of DevOps really begins.

    Continuous Integration

    As teams mature along the agile development continuum, the next step in their DevOps maturation is moving on to  continuous integration. Continuous integration is the process by which a company automates its software build process: code check-in triggers a build job that then triggers a test validation job and so-on. This process enables teams to continuously integrate their code build with downstream processes, avoiding manual touchpoints.

    In addition, this paradigm allows for faster feedback loops to ensure a higher quality product, and empowers diverse teams to work together utilizing automation as the “middle man.”

    Continuous Delivery

    The third step in DevOps maturation is continuous delivery. Often businesses confuse “delivery” with “deployment”—in fact, continuous delivery is simply the process to ensure that at any given point a company’s software is in a state where it can be deployed. This is useful for quick iterations, A/B testing and a more mature way of delighting customers fast and often.

    A key component of continuous delivery is ensuring that software is ready for production. When a team is doing continuous delivery, they’re assured that they’re nimble and responsive and adhere to the highest quality standards.

    DevOps

    At this point, the company has reached the DevOps nirvana state. This is where software is not just delivered continuously, but all of the operational needs are constantly met. Monitoring, metrics, the ability to automatically roll back software releases, scalability and much more are the key building blocks to a powerful DevOps organization.

    With this thoughtful step-by-step process of DevOps adoption, organizations can meet the needs of business in a mindful and cohesive way without compromise.

    I’d love to hear any feedback or tips on DevOps at @jsin.

    About the Author/Jason Shawn

    jason-profileJason Shawn is a technology leader in DevOps and Cloud. His began his career as a software developer and has held multiple functional and managerial roles which has found him with a unique perspective on the software development lifecycle. He’s extremely passionate about Continuous Delivery, Agile software development, and empowering teams to adopt DevOps and Agile principles in their daily lives. He is also a member of the Cloudbees Customer Advisory Board and enjoys public speaking, travel, and time with his family.