Tag: devops

  • The Challenge of Securing a Dynamic, Cloud-Based DevOps Environment

    The Challenge of Securing a Dynamic, Cloud-Based DevOps Environment

    The tech landscape has fundamentally changed over the last decade. The steady migration from local data centers to cloud computing combined with the advent of DevOps and the rise of containers have taken what was a more or less contained and relatively stable environment and transformed it into a dynamic, constantly shifting ecosystem. At the same time, the volume of exploits and threats has risen exponentially. The challenge today is how to effectively secure and protect servers, applications and data when your network is a moving target.

    It Starts and Ends With Visibility

    It’s difficult enough to protect something. Imagine that I give you a bag filled with money and tell you to keep it safe. There are risks involved and there will be criminals that want to steal the bag of money, but you have a fair idea of the threats you face. You know about the bag. It is in your possession. You can put it in a closet with only one entrance, make sure the door is locked and deadbolted, and monitor access with cameras. Now, consider how you would protect bags of money if hundreds of them could materialize at any point in time, anywhere in the house.

    If you don’t even know how many bags of money there are or where they’re located, how can you effectively protect them? The answer is simple: you can’t. That is essentially the situation IT teams face with dynamic, cloud-based DevOps environments.

    On a traditional, legacy network, it was relatively simple to keep track of how many servers were running in the data center and the applications running on them. One of the primary benefits of cloud computing, however, introduces one of the primary challenges of security in the cloud: The ability to scale capacity on demand adds elements of chaos and complexity that make it more difficult to know what exactly is on the network in real-time.

    As with the bags of money illustration above, though, comprehensive visibility is crucial for effective security. You can’t protect what you can’t see—or what you aren’t aware exists at all.

    Achieving Visibility in a Dynamic Environment

    Of course, getting comprehensive visibility is easier said than done. Many organizations have a hybrid and/or multi-cloud environment, with assets and data in local data centers and spread across different public and private cloud systems. You can install agents on some resources that will provide accurate information about the current state in real-time, but there are also many devices and services that can’t run an agent—requiring more diverse and creative approaches to gain visibility.

    The reality is that no single telemetry source will suffice. It takes a combination of active scanning, passive scanning, cloud-based accounts, agents running on devices and container-aware security to ensure that all of the various networks—and the servers, applications and services running on them—can be monitored and inventoried in real-time.

    Comprehensive Visibility Equals Consolidated Visibility

    Having broad visibility is not the same as having comprehensive visibility. Putting the tools and technologies in place to achieve and maintain comprehensive visibility is essential, but you also need to have the means to consolidate that information and manage it from a single console or pane of glass.

    You need all of the various sources of visibility data to be integrated into a single, comprehensive view so the entire ecosystem can be analyzed, monitored and maintained from one central view. Effective cybersecurity depends on visibility, and comprehensive, real-time visibility in a dynamic cloud environment requires a security platform with both the agility and scalability to keep pace and provide you with the information necessary to prioritize and address issues as they arise.

    — Tony Bradley

  • Insight IGNITE: DevOps, Cloud and Cyber From Iceland With Love

    Insight IGNITE: DevOps, Cloud and Cyber From Iceland With Love

    I had the pleasure recently of attending my first Insight IGNITE event, which was held at the ION Adventure Hotel in enchanting Iceland. It was also my first trip to Iceland. These two new experiences combined to deliver an excellent learning and networking experience, resulting in me realizing more than several new insights (pun intended) around DevOps, cloud and cybersecurity, as well as mindfulness and contentment.

    The agenda for this particular IGNITE event featured some great examples and discussion around DevOps, cloud migration and infrastructure and cybersecurity, among several others. All three of these were right in my wheelhouse, so I really enjoyed the presentations and discussions. I couldn’t type fast enough to keep up with all of the insights I was soaking in. Of course, I was also trying to contribute to the conversations, which are held in a very open, communal manner under Chatham House Rules.

    You may not be familiar with the Insight IGNITE Innovation Roundtable Series. They are the brainchild of Insight Partners’ Emmet B. Keeffe III. Emmet is beyond passionate about digital transformation (among several other passions including Formula One racing, world peace and now mindfulness/contentment). Utilizing his vast network (and it is vast), Emmet founded Insight IGNITE, an innovation program that delivers Innovation Briefings, the Innovation Roundtable Series and Growth Advisory Board opportunities to global IT leaders. I know that sounds like marketing speak, but let me explain.

    Basically, Emmet holds about one of these events a month at some of the most fascinating venues on earth. Each one has ~50 people. There is a mix of C-level executives from some of the 200+ Insight Partners portfolio companies, along with executives past and present from large global enterprises, sprinkled in with a mixture of technology experts and subject matter experts (I guess that is what got my ticket punched). The agenda is an exhilarating mixture of roundtable discussions and presentations on subjects touching on Digital Transformation, along with exciting activities that allow attendees to experience the local venue.

    The events are open to Global 2000 executives and other business and technology experts who think they could both benefit from this type of experience as well as have something to offer.  You can reach out to Emmet’s team if you are interested in attending one of these events.  Most attendees have to cover their own airfare/hotel. While not cheap, it is well worth the money, and the IGNITE team, who are extraordinary, do an amazing job of keeping it fresh, fun and challenging.

    The real special sauce of the IGNITE Roundtable Series, though, is the passion, caring and love that they receive from Emmet’s team. It is infectious and spreads to the attendees as well. I have attended hundreds of conferences over the years and don’t remember one where I made as many connections, had as many great side conversations and really felt part of a group. I am sure many of the people I met at this event I will be in touch with and doing business with in the months and years ahead.

    I met Emmet about three or four years ago in London (where he lives with his family now) and was invited to a previous event or two but was unable to make it. Since then, it seems Insight Partners is investing in so many of the companies that we work with here at MediaOps in DevOps, containers and cybersecurity—including Tricentis, JFrog, Aqua Security, Firemon and others. If you can’t beat ’em join ’em, as they say, so I decided to take Emmet up on his kind invite and check it out.

    The IGNITE event in Iceland had several great presentations about disrupting your own company product by spinning up the disruptor internally. We heard from “a queen of transformation” who has led transformations at several large multinational and government agencies. Another presentation focused on how an energy company keeps transforming as it stays ahead in today’s ever-shifting market and sets the bar for what the energy company of tomorrow looks like. In addition, there were some great panel discussions on the current state of DevOps and Agile, another on the state of cloud migrations, hybrid cloud and next-generation infrastructure. Also on the agenda was a great discussion regarding what is happening in cybersecurity and how critical it has become as part of any transformation. All of these were great, but what made them better was the great discussions they sparked among the attendees.

    That was not the full roundtable agenda, though. We also had a private briefing with the first lady of Iceland, discussions on some new fintech companies and technologies, AI/ML and more.

    But perhaps some of my favorite presentation and discussions were on a new passion of Emmet’s called the Contentment Foundation. This is a breakthrough effort to bring a new take on making education better for the world of today and tomorrow. Led by Dr. Daniel Cordaro, it recognizes that children are truly our future. How can we make them more content and mindful, better equipped to handle the world of tomorrow and the challenges they will face? The Contentment Foundation has developed a curriculum that is available to just about any school in the world. If you know a school that you think could benefit from this, I encourage you to reach out to them.

    All work and no play would make for a boring event, though. My trip to Iceland at the Insight IGNITE Roundtable was far from boring. We visited the famous Perlan Planetarium (which, unfortunately, was as close as I got to seeing the Northern Lights on this trip); ate in a Viking-themed restaurant; and rode ATF vehicles through the rugged, lava rock-strewn, stream-filled Icelandic countryside. We explored a lava tube cave and more. Unfortunately, the weather didn’t cooperate, so we had to cancel snowmobiling, whale watching and dinner on an island off the Iceland coast. I stopped off before heading to the airport to explore a bit in the capital of Reykjavík, which is a great little city with great cafés, shopping and sights.

    Even the social activities provided some great bonding and networking opportunities. It is rare for me that I not only make business acquaintances, but also form friendships at events like this. To me, this was yet another unique feature of the IGNITE Roundtable: People were there genuinely to share their experiences and discuss the burning topics at hand.

    All in all, one of the best events I have attended in a long time. I highly recommend attending at least one of these IGNITE Roundtables, if this sounds like something you may be interested in. As for me, I am already looking at what is the next one I will be able to attend. Once I have had a chance to digest and percolate on some of the insights I experienced, I will share a follow-up article to share them with you.

    Thanks, Emmet and IGNITE team, for a great experience.

    — Alan Shimel

  • Digital Transformation: Measuring What Matters

    Digital Transformation: Measuring What Matters

    As enterprises strive to digitize their organizations, whether it’s digitally transforming aspects of sales and marketing, customer interactions or supply chain, they’re undergoing a wholesale revamp of traditional businesses into digital business models. While some companies are just getting started, as we covered earlier this month in Digital Transformation: Coming from Behind, the bulk of those enterprises that have already embarked on digital transformation efforts—70% according to some findings—fail to meet their objectives.

    How do enterprises flip such statistics around? We reached out to a group of experts to find out, and collected their thoughts on how organizations can attain better digital transformation results through better quantification of their efforts.

    It sounds simple enough, as Cyril Attia, CEO at BeMyApp puts it: Success should be measured in alignment with the key performance indicators (KPIs) of the business. He said, when advising his customers, he makes certain “one of the main focuses is to identify if these efforts are directly related to bringing in or maintaining clients which ultimately have an impact on the bottom line.”

    Stay Focused on Core Business Objectives

    Not staying focused on core business goals is at the essence of the challenge. “One of the reasons that digital business transformation is so ambiguous, and in an overall sorry state, is that the objectives are not clear,” said AgilePoint CEO Jesse Shiah. Organizations should make themselves clear about their desired outcomes and what it is they specifically seek to improve, he said, adding this is best achieved by tying digital transformation initiatives to key performance indicators that can best determine the health of the business.

    “Through your efforts, are you making progress against those goals, do you need to adjust course? Once you’ve found a successful formula, think about how that success can be replicated in other areas of the business,” he said.

    Kyle Hutchins, a senior director at business and technology consulting firm West Monroe Partners, agreed. The key to initial success is identifying the right KPIs, starting small, and proving out the viability of the idea, he said.

    “Success metrics should be tied to your overall business strategy and not live as a standalone set of KPIs. Once you have a short list identified, ensure you are tracking the progress and able to measure the impact,” Hutchens noted. “When you have a win, share the success broadly within the organization, tie (it) back to your digital vision and use that as an entry point into other areas of the business.”

    Shift to Value-Based Measures

    Dave West, CEO and product owner at Scrum.org contended that, when it comes to measuring digital transformation success, traditional motion metrics such as velocity, as well as efficiency on time and budget measurements, should be replaced with external value-based measures that will establish the baseline that the effectiveness of change will be measured against. “For each value stream or customer aligned team, the measures will be unique. For instance, value for one customer might be a net promoter score; for another, it might be direct revenue. However you measure value, there are three types of things that should be considered: current value, time to value and innovation,” he said.

    West defines current value as to how one directly measures the current value of your product and can include measures such as numbers of users, revenue, profitability and brand. While time to value ratios, how long it takes to deliver from an idea to its implementation? When it comes to measuring innovation, West says, innovation should be measured as the percentage of new stuff versus fixes/infrastructure being changed when a release is made.

    Attia added that such effective KPIs will indicate if outputs are being achieved faster or cheaper, ultimately decreasing overall costs and improving profits.

    Hutchins said there isn’t a single list of magical KPIs, and points to a set of questions (suggested by Gartner firm) designed to help create digital KPIs:

    • What is being measured?
    • Where are we today?
    • What is our target goal?
    • What is the desired business outcome or benefit?
    • What is our balance point?

    Craig Besnoy, program director and digital strategy consultant at Mindtree, has a straightforward way he suggests companies look to track their success. That’s by the internal popularity of the program. “Companies should track their success based on the number (of) departments in the organization that are requesting access to the digital transformation program,” he said. “Once the organization experiences the increased efficiencies and revenue that digital transformation can bring, managing the requests will be the biggest challenge.”

    — George V. Hulme

  • DevOps Chat: Performance Testing with SmartBear’s Keshav Vasudevan

    DevOps Chat: Performance Testing with SmartBear’s Keshav Vasudevan

    In this DevOps Chat we speak with Keshav Vasudevan, product manager for performance testing at SmartBear. Keshav talks about the move to “end-to-end DevOps,” the importance of shifting left with testing and the latest state-of-the-art in performance and load testing with SmartBear.

    As usual, the streaming audio is immediately below, followed by the transcript of our conversation. Enjoy!

    Transcript

    Alan Shimel: Hey, everyone, it’s Alan Shimel, DevOps.com. You’re listening to another DevOps Chat. Joining me in this DevOps Chat is Keshav Vasudevan – and I’m sure I mispronounced that; we’ll let him correct it. Keshav is with SmartBear and he’s our guest in this DevOps Chat. Keshav, welcome.

    Keshav Vasudevan: Hey, thanks, Alan. So happy to be here and, yeah, I will correct it – it’s actually Keshav Vasudevan, so that’s how you say my last name. And I’m – I currently work at the –

    Shimel: Vasudevan, okay.

    Vasudevan: Yeah. I work –

    Shimel: I’m glad you _____ –

    Vasudevan: Uh-huh?

    Shimel: Well, give us your – okay, so – and we’ll call you Keshav for the rest of the podcast today. But, Keshav, you’re with SmartBear, but why don’t you give our audience a little background? What’s your own personal journey here?

    Vasudevan: Oh, of course. I mean, personally, I’m coming from an engineering background. Yeah, I love all things code. I love building applications and, in my spare time, I just love building mobile apps and Web-based apps as just hobby projects, which is why it felt like a natural fit to be at SmartBear Software. I’m incredibly passionate about quality as a whole and I understand and know the importance of having consistent quality to ensure the best optimal end-user experience.

    So, at SmartBear, currently, I’m the product manager for performance testing and specifically in the LoadNinja application. And I help communicate the value of shift-left testing in the Agile- and DevOps-based ecosystems that typically we’re seeing the world shift towards. And, of course, I’m responsible for the product management and execution of our innovative, new, revolutionary platform in the performance-testing space, essentially allowing people to do real browser-based load testing at scale, which is unprecedented so far.

    Shimel: Very cool. So, Keshav, you’re right in the heart of it of what SmartBear’s about, but SmartBear is a company – you know, when we look at the DevOps space, the move is obviously towards “bigger is better.” We have all these companies who are trying to do end-to-end DevOps and complete-life-cycle DevOps. SmartBear is a company that, for as long as I’m familiar with them, have had multiple products and plays – you know, I’m not saying you’re end-to-end DevOps or that’s what you aspire to be at SmartBear, but SmartBear is definitely a company where you aren’t singular product, singularly product-focused on any one area. SmartBear – you know, there was a lot of testing products, but there was a lot of other products too.

    And, recently – well, historically, each of those products almost had their own identity, as they should, but the SmartBear moniker was almost secondary to the individual products. And, recently, we’ve seen that change, right? Where SmartBear has made a broader effort to bring all of these disparate products into a cohesive type of vision of going to market under “SmartBear.” You wanna elaborate on that a little bit? Or, better yet, give our audience kind of the breadth of all the different solutions SmartBear can help with.

    Vasudevan: You bring up a great point, Alan. So SmartBear’s been around for almost ten years now. And, since our inception in 2009, we’ve grown into a global company, which testers and developers and architects and designers have come to trust with their overall software-development needs. Our initial focus, when we first started, was around software collaboration and testing, but, eventually, of course, as the company grew and as we added more talented people to the company and also as we grew in user base, we realized that we could actually solve much more broader functional use cases.

    And so, since our inception, we right now have 11 global offices. We are a big advocate of open-source platforms and tools, and so a combination of our open-source tools, which is SoapUI, which is one of the most popular API-based testing tools, and Swagger, which includes, of course, the Swagger UI, the Editor, the Codegen, and the commercial SwaggerHub, are all part of our ecosystem. And so, in total, we have over  6.5 million users and over 22,000 customers of our commercial platforms. And, since we’ve started, we have over 500 employees. So that is history of SmartBear and where we are in its current state, but you’re absolutely right. We have a breadth of different products, that each essentially cater to different aspects of the overall software development life cycle.

    And so, if you look at the overall life cycle, we have tools that cater to solving and solving use cases and problems and seeing the design phase of the software journey, the actual development and testing and collaboration aspect, cross-functional and performance testing. We’d integrated a bunch of our partners in the deployment phase, with AWS, for example, or Kubernetes. And, finally, in the actual post-production and post-deployment, we actually have monitoring tools as well. So we essentially play in the entire software development life cycle, and we cater to different audiences and our tools overall cater to different use cases in those journeys.

    Now we’ve gotten a lot of good feedback for each of these products, but we also recognize, at the end of the day, that, today’s day and age, Agile and DevOps is the way products – or software-development teams are moving towards. This is primarily, again, because software development has evolved in order to meet the growing demands of consumers. And consumers right now, today’s consumers of software applications, are looking two important things. The first is they want features, right? The switching cost to go from one application to the next is going lower and lower, so, if I, as a consumer, am not getting the best features on a regular basis or new updates or enhancements on a regular basis, I might get frustrated and I might just move to another vendor. And the second thing is we have started to expect a lot of good quality in all the things that we’re consuming because, again, as we’re digital consumers, we know that, every day, we spend over 11 hours in front of our computer and looking through different applications. So we have come to expect a certain standard of quality.

    And all of this ideal of fast development and incorporating testing and quality into every aspect of this journey is achieved with the ideal of incorporating Agile and DevOps into your workflow. And so we know that, to go across all of these different functions in a seamless and automated fashion, you have to essentially integrate all of the different tools that we have that cater to all of these individual use cases, in a seamless fashion as well. And so – oh, one other thing that we pride ourselves on is we, from a product level, we have a seamless integration across all of these different verticals, right?

    So, for example, we have the ability in the performance-testing space to essentially integrate with Jenkins, with LoadNinja, that essentially now allows you to automate your load testing with real browsers at scale, meaning with 10 virtual users or 10,000 users. You can be rest assured that is the most accurate representation of load. All of this can be integrated and automated using Jenkins with a simple plug-in. Right? And this also then integrates with other tools. For example, we have an integration with our design tool, which is SwaggerHub, with our API-testing tool, which is SoapUI. So then you can essentially easily design your API, architect it easily, design the API, make sure it solves the end-user use cases, and then push it to the tester and developer to actually test out each of these functionalities. So we wanna make sure that this process, this ideal of DevOps, is actually achieved in execution with the seamless integration.

    Now one level higher is the actual story and the marketing and the branding around it. And we’re proud to say that SmartBear recently unveiled its new brand that gives our customers and prospects and users a more cohesive understanding of how each of these tools fit together, feel proud of the fact that they’re now part of the SmartBear ecosystem, and allow them to, essentially, seamlessly move from one tool to the next because of maintaining the branding and user experience across each of these tools. And that was a huge undertaking that we did and we just unveiled it last year at our user conference, Connect. And we’ve gotten lot of, lot of, lot of good feedback about our new brand, our logo, and everything else around that. So it’s a long–winded way of saying, “Yes, you’re absolutely right. And we’re making sure that that we are achieving that as well.”

    Shimel: Absolutely. And you know what? I have one of the shirts with the new logo they sent me too, so thanks for that. But, you know, the interesting takeaway here – I hear from so many and I recently received an e-mail from a fellow in the field who said, “Where do you see – we need to be moving to platforms. We need platforms to build on. And how do you build a platform? And where do you see the need for a platform?” And then you look at, as you’ve just laid out here, SmartBear and you take these tools and individual solutions, point-solutions that you guys had put together over the years, and showing how integration among them, as well as integrating with best-of-breed kinda tools out there, like a Jenkins and some of – and we were blessed in DevOps to have a lot of open-source solutions as well, but integrating with a lot of these open-source. I mean, this is how you stitch together a platform. This is how you get “one plus one equals three.” Right?

    Vasudevan: Yes, exactly. Absolutely.

    Shimel: Yep. So, Keshav, we’ve waste – we didn’t waste but we’ve spoken an awful lot about kind of background on SmartBear. I really wanted to spend our time talking about what’s new and what’s going on with you and your team there, so why don’t we dig down and peel the onion back a couple layers on that? What do you have – imagine you may – you know, you alluded to it earlier but let’s dig in: what’s happening?

    Vasudevan: Absolutely. So one of the things, as I mentioned in my introduction, as something which we as a company are really passionate about, is ensuring quality. Right? And, over the last 15 to 30 years, over the last – well, let’s say over the last 15 years, we as users – and when I say “users,” anyone – me, you, our friend; it’s essentially consumers of applications – have started to expect a certain level of quality. And this is how software development has evolved, in order to meet this demand.

    And, as we have touched upon, this is why Agile has evolved, which is essentially moving fast, allowing developers and engineers to build features in a much more faster way and deploy them seamlessly so that the end users get them in the quickest way possible. Right? And we’re always listening to the end-user feedback and updating the platform. Then there’s DevOps, right? Which is, again, trying to follow the same ideal and essentially having a much more collaborative approach towards testing, operations, and development together.

    Now let’s go dissect quality, the testing aspect of it. Right? So Agile, to allow for Agile- and DevOps-based testing, functional testing tools have done a great job of keeping up with the times. Right? For example, we have two tools like that, which is SoapUI and TestComplete. And they’ve done a phenomenal job in terms of allowing people to quickly come in and create their test scripts, make sure it all works, make sure to write the test cases really quickly because they have features to do that, and then, again, automate the entire process, using maybe a REST API or, of course, using an existing CI/CD tool.

    Performance testing, though, which is a huge – which is a big business KPI in today’s day and age, right, is something that people are still, to this day, scared to do. We talk to product teams and engineering teams on a daily basis, who tell us how important they know performance testing is. For example, we know that, if consumers take more than – if it takes more then 3 seconds for a certain e-commerce page to load, for a customer, they’ll leave. They’ll just go to another platform. The switching costs are getting lower and lower and people are getting more impatient, so, if it’s gonna take a while to do a certain transaction, people will leave. And that is a huge business loss at scale for your company, for your platform, and as an organization as a whole.

    So product and engineering teams, Agile teams, want to do performance testing. However, performance testing, to this day, has not evolved to keep up with the growing needs of Agile and DevOps-based workflows. To this day, it takes such a long time, for me as a performance tester, to create a test script. I have to essentially learn – and, if I was a developer or functional tester wanting to do performance testing, I have to forget about it. I have to hire a consultant because my learning curve is gonna be so steep. I have to allocate a lot of time in my day-to-day operation in order to create a simple test script. This is because, over the last 30 years of performance testing, the technological process has not evolved at all. To this day, if you’re creating a performance test script, you have to record all the transactions between the browser and the server. You’re doing this under the protocol level. That is typically how you actually create a performance test script.

    Now, as you know, the responses and the requests between server and client will have certain dynamic characteristics, like session IDs, cookies, and so on. So, in order to play this back across 1 user or 10,000 users to do the performance testing, you will have to do this programming and dynamic correlation. This process takes anywhere between several hours to a few days to even become successful, for the most basic transactions. Now imagine doing this for the complex applications that we have today, some of the AJAX applications which are very client-rich, in terms of actions and allowing users to do multiple things. The effort that is involved to do this multiplies threefold. Right?

    And so this is why performance testing is still, to this day, seen as something which no one wants to touch. They’ll hire a consultant; they’ll have a centralized function to do this. Then there’s, of course, the actual process of emulating and creating the load itself because, to this day, we still use emulators to generate the load, which is not necessarily representative of the end-user experience.

    So this is something we saw over the last one year and we decided to do something about it, which is what – you know, our engineers came together. We said, “We are passionate about this. We face this issue ourselves. Let’s do something about it.” And so, essentially, we productized a new approach to doing load testing, essentially allowing users or testers or developers or functional testers – anyone who’s passionate about performance testing, anyone who’s behind an application, be it a marketer, a product manager, a functional tester, or a performance tester – to essentially come in, record, and instantly play back the transactions that they record in the test script, without doing any programming or dynamic correlation whatsoever. Right?

    And, from here, of course, you can – and take the script that you have and spin up tens of thousands of real browsers to go ahead and do the load test, based on these transactions. Right? This is a – I don’t use the word lightly here, but a revolutionary approach to actually doing performance testing because this is unprecedented, to essentially create browser-based test scripts without doing any sort of protocol-based recording, which allows you then to create test scripts out of the box. And then simulate tens of thousands of real browsers to run these scripts on them. So, as a user, as a tester, you’re, one, going to save over 50 to 70 percent of your time, doing the actual load testing, because the scripting process has become so much more easier. And you’re gonna get results that are coming straight from the browser, so you can be rest assured that this is the most accurate and realistic representation of the performances that your application will be showing for end users. And this is what LoadNinja is, as a product.

    And, over the last five months, since we launched in October, end of October, during our user conference, we’ve seen tremendous traction in the market. We’ve seen so many customers come to us, sign up for annuals and partner with us, to essentially allow them to do load testing. And it’s just phenomenal, as a product manager, and it’s like seeing the vision come to fruition and actually seeing the people who are behind products – product managers, functional testers, all of them – coming and saying, “Hey, we can now do performance testing by ourselves, without necessarily having to get a certification with an expensive tool. Without having to spend so much more money and dollars trying to get a consultant.” They can do this all by themselves and that’s the most gratifying thing I ever heard. So, yeah. So there’s a lot happening, but the LoadNinja’s primarily something that we’re super proud of, as a company. It was built in house by us. The revolutionary technology to do this it’s something which performance testing has never seen to this day.

    Shimel: You know, listening to you, all I can think of is back to my own days as a entrepreneur and developing security solutions, and we’d have to go get performance testing done. We were selling to DOD – it was large, large networks – and this is pre-DevOps, obviously, and pre-automation and pre-continuous. And, my god, the budget for the performance testing was bigger than the budget for the development team. It was nuts. I mean, it was – so, when I hear now about how this stuff is being done in the cloud and “automated” and “scalable” and the price points, it’s just crazy.

    Vasudevan: It is. It is. We’ve come a long way. And, to this day, there’s still – performance testing is seen as a monolithic and centralized function, right? And so, to this day, what you saw years ago, many of the factors are still there. So, yeah. So you’re absolutely right and it’s good to see the cloud coming in, but as a performance-testing industry and tool vendors, we can do a lot more to push the boundaries and keep up with the growing demands of engineering and quality as a whole.

    Shimel: Yep. Got it. Got it. You know, Keshav, I told you when we started things get out of control. We were supposed to go 15; we’re at 20 minutes.

    Vasudevan: [Chuckles]

    Shimel: We’ll have to continue our SmartBear discussion on another DevOps Chat, at another date. We’ll have you back on soon. But why don’t we put an end for it right here? But, before we do, people listening, they like what they heard; they’re interested. Where can they go get more information?

    Vasudevan: Oh, absolutely. So the best place to go is loadninja.com, so L-O-A-D-N-I-N-J-A-dot-com. And you should have all the required information to become successful and get started. One of the things we pride ourselves, as a product and engineering team, is our turnaround for new features and enhancements. We deploy almost every week and, again, using the – many of the learnings, we learned from your website, Alan, in the DevOps world, to essentially continuously integrate and deploy every now and then, every week, in order to get the features and enhancements that users require. So go to loadninja.com; you’ll have all the required information to become successful.

    Shimel: Fantastic. Thank you very much for being a guest on this DevOps Chat. And I am serious – we’ll have to have you back on here – but, for now, I think we’re gonna pull the plug on this episode. Thanks, everyone, for listening. This is Alan Shimel for DevOps.com, Security Boulevard, Container Journal, Digital Anarchist. You’ve just listened to another DevOps Chat. Have a great day, everyone.

    — Alan Shimel

  • DevOps Market Consolidation Gets Real: CloudBees Acquires Electric Cloud

    DevOps Market Consolidation Gets Real: CloudBees Acquires Electric Cloud

    You may have already seen the news today: CloudBees has acquired Electric Cloud in a move that marks a true market consolidation in the DevOps space. I had a chance to speak with CloudBees CEO Sacha Labourey to discuss the acquisition. We discuss the motivation for the deal, what the combined entity may look like going forward and more. The video of our conversation is at the bottom of this article.

    In my mind, this acquisition represents true consolidation of the DevOps tool vendors market. My reasons for this are as follows:

    1. Until now, many of the acquisitions in the DevOps space have been by large, established public companies such as CA, HP or IBM. Typically, these kinds of deals are not as much consolidation as they are large companies using M&A activity in place of R&D. CloudBees is not a large vendor—this isn’t R&D dressed in an acquisition.
    2. Electric Cloud is not your typical venture-backed startup that is looking for exit opportunities. The company has been around for many years. It has a large base of enterprise customers and an enterprise-tested product.
    3. With the recent changes in the DevOps vendor market involving CA (now Broadcom), HP(E) now Micro Focus and IBM preoccupied with Red Hat, there is a vacuum for enterprise leadership. The combination of these two vendors of scale is really a consolidation move.

    Best of luck going forward and congratulations to our friends at CloudBees and Electric Cloud. It will be interesting to see what repercussions this deal brings to the rest of the DevOps market.

    For more details on the acquisition, check out Mike Vizard’s article in DevOps.com today. In the meantime, enjoy the video and conversation with Sacha. Also, let us know what you think about the acquisition—and other M&A activity in the DevOps space—in the comments section below.

    — Alan Shimel

  • CloudBees Acquires Electric Cloud to Advance Continuous Delivery

    CloudBees Acquires Electric Cloud to Advance Continuous Delivery

    CloudBees announced it has acquired Electric Cloud as part of an effort to extend the reach of its DevOps portfolio further into the realm of continuous delivery and application release automation (ARA).

    Announced at the CloudBees Days event in San Francisco, the deal follows CloudBees’ acquisition of Codeship, a provider of a cloud-based continuous integration/continuous development (CI/CD) platform, last year.

    CloudBees CEO Sacha Labourey said both deals are part of an effort to start rolling up many of the smaller companies providing DevOps tools that have not been able to achieve the critical mass required to operate at scale. As organizations of all sizes realize how much they depend on software to differentiate their company from competitors, he said, they are looking for a single vendor that can address all their requirements end to end. At the time of the acquisition, which closed earlier this month, Electric Cloud had 110 employees.

    Labourey added the acquisition of Electric Cloud is also notable because it extends the reach of the CloudBees Jenkins and Jenkins X CI/CD platforms to the realm of application delivery for both legacy applications and emerging modern applications based on cloud-native microservices architectures.

    While application development teams have largely embraced continuous integration, getting IT organizations to successfully implement continuous delivery has proven more challenging. The next phase of DevOps, Labourey said, will need to focus on applying machine learning algorithms to automatically discover the environment in which an application is to be deployed. Armed with those insights, it should be much easier for organizations to continuously deploy and update applications across diverse IT environments, he noted.

    As DevOps continues to evolve, it’s apparent that legacy categories such as application release management are going to be subsumed into larger software development lifecycle frameworks based on best DevOps practices. The debate many organizations are currently engaged in is determining how much they need to change their IT culture before acquiring the tools and platforms required to successfully adopt DevOps. However, Labourery said this “chicken and egg” debate overlooks the importance of getting the tools to the teams that need to make the transition to DevOps occur. Otherwise, IT leaders will find themselves advocating for a theoretical cultural change without creating the opportunity for anyone to gain hands-on DevOps experience, he noted. In short, there’s no substitute for on-the-job DevOps training.

    A consolidation of DevOps vendors is underway. In some cases, those acquisitions will be driven by leaders in a category, such as CloudBees. In other cases, providers of software development tools commonly used in legacy application environments will need to extend their reach further into the realm of DevOps. IT leaders, going forward, will need to consider carefully just how and where they want to place their bets, at a time when DevOps teams tend to add and discard DevOps tools, often with little to no regard for any larger IT strategy.

    For more insight on the CloudBees/Electric Cloud acquisition, check out Alan Shimel’s video conversation with Sacha Labourey.

    — Mike Vizard

  • HybridOps: Driving Better Collaboration and Productivity in IT

    HybridOps: Driving Better Collaboration and Productivity in IT

    Over the past 10 years, enterprise technology has experienced an enormous amount of upheaval. Developers started self-servicing, leading to “shadow IT.” The DevOps movement and alignment with Agile methods started gaining popularity, and thought leaders started making statements about how DevOps is the future and ITIL/ITSM and other traditional practices are the past.

    With all these changes, it’s no wonder that the words “digital transformation” have become highly charged and central IT teams feel—not entirely without justification—that their budgets and influence are on the wane. As a result (and partly due to misplaced self-preservation and wanting to stay relevant), these IT teams push back against any kind of cooperation with more developer-centric teams, leading to low levels of digital sophistication and decreased productivity.

    Introducing HybridOps

    This is where HybridOps comes in. We at PagerDuty coined the term HybridOps following feedback from customers to describe the reality of digital transformation in large enterprises—which is one in which technology teams will have a variety of operating models, velocities, tools and practices.

    Rather than a dogmatic focus on velocity and stack-ranking teams according to how “mature” they are, HybridOps focuses on three principles:

    1. Learning culture: It doesn’t matter what operating model (DevOps, ITIL or something in between) teams are using, as long as they can meet the needs of the business and have a culture of continuous learning and improvement.
    2. Communication and empathy: Open communication, constant sharing of operational data between teams and empathy for colleagues are much bigger drivers of digital operations productivity than rigorous adherence to a methodology handed down from executive management.
    3. Autonomy: Teams should have the autonomy to choose and use the tools they prefer—as long as those tools allow for open data exchange with other teams. Instead of forcing teams to use tools they don’t need or want, a better approach is to implement technologies that can bridge data and written communication gaps between teams that need to collaborate.

    HybridOps is ultimately a pragmatic, incremental, big-tent approach to digital transformation. Our most successful enterprise customers use this approach to roll out their digital transformation efforts, as opposed to the top-down, “Send everyone to Agile training,” enforced-compliance approach. In our experience, using the forced approach typically means teams end up using the language and processes of Agile development practices but actually fail to collaborate with others or make a meaningful impact on becoming more customer-centric.

    Measuring HybridOps Success

    All this talk about HybridOps is well and good, but how can organizations measure success in a HybridOps world? It’s actually very similar to other areas of a mature business: Leaders need to establish behavioral norms and measure outcomes (instead of outputs) relative to business needs.

    For example, it’s unnecessary to benchmark the mainframe team against the web team with metrics such as the number of deploys per day, tickets resolved per month or even system throughput. After all, a mainframe batch process that runs twice a week isn’t necessarily less operationally mature than a serverless function that can return an instant response.

    In short, when it comes to measuring performance, it all depends on the operational context and needs of the business—and it’s best to establish some common metrics that prevent overwork and burnout and use them across all teams.

    Culture, Culture, Culture

    Finally, one last word on culture. HybridOps can only succeed when senior leadership creates a high-trust culture. Blamelessness and fostering a learning culture are key here. Open communication and empathy for colleagues are important cultural values underpinning HybridOps that leaders need to establish and reinforce continuously. If leaders use ownership and control of data as a way to name and shame others when something goes wrong, a HybridOps approach won’t work.

    Ultimately, HybridOps is fundamentally a kinder, gentler route to digital transformation—one that’s focused on meeting people where they are and how they’re used to work. It encourages data-driven process improvements free of blame, avoids shaming people who aren’t “DevOps enough,” and creates high levels of empathy between technical professionals within an organization. It puts the focus on outcomes instead of outputs and favors collaboration and productivity over arguments about tools.

    — Julian Dunn

  • XebiaLabs Injects Predictive Analytics Into DevOps Platform

    XebiaLabs Injects Predictive Analytics Into DevOps Platform

    XebiaLabs is moving to take the guesswork out of DevOps following the launch of a set of tools that leverage machine learning algorithms to predict when and how the release of an application is most likely to go awry.

    The Risk Prediction Module being added to the XebiaLabs DevOps platform comes on the heels of XebiaLabs’ move to make its XL JetPack software for automating application deployments available on the Amazon Web Services (AWS) Marketplace. XL JetPack is an automation framework based on YAML files and a declarative programming framework that enable DevOps teams to push applications into production on a cloud platform in as little as 15 minutes.

    XebiaLabs CEO Derek Langone said that while DevOps advancements have been made in terms of achieving continuous integration, the goal of achieving continuous delivery has proven to be more elusive. As automation frameworks such as XL JetPack become more accessible, however, IT operations teams will be better able to keep pace with the rate at which organizations want to be to deploy and update applications, he said.

    It’s becoming increasingly apparent that a combination of automation frameworks and machine learning algorithms will enable DevOps teams to make a significant leap forward in terms of application release lifecycle management. Because of all the nuances of the different platforms that IT organizations are trying to leverage, it’s become a major challenge to roll out an application manually. As the number of applications that need to be released at roughly the same time increases, managing the release cycle process is moving beyond the capabilities of an IT team made up of mere mortals.

    The Risk Prediction Model from XebiaLabs promises to increase the odds of success by applying predictive analytics infused with machine learning and other proprietary XebiaLabs algorithms to identify DevOps bottlenecks before they are encountered. Capabilities provided by that module include alerts that warn the team when a release is likely to be delayed or to fail before the release pipeline starts running; a Risk Forecast view that summarizes predicted delays and failures for every task in the release process; an overview of statistics for similar releases to provide historical context; and forensics tools that uncover flaky automated tests, problematic build setups, long-running deployments and time-consuming manual tasks. That Risk Prediction Module is meant to complement the risk scoring capability that XebiaLabs already includes in its platform.

    Arguably, the biggest barrier to DevOps adoption today continues to be the level of expertise required to succeed. But as the combination of predictive analytics infused with machine learning algorithms and algorithms that can discern instantly how changes to the IT environment will impact applications become more common, the level of expertise required to master DevOps processes should decline. As that transition occurs, the number of organizations embracing DevOps more broadly should increase.

    In the meantime, DevOps teams would be well-advised to consider to what degree they might next want to rely on predictive analytics to prescriptively automate processes with eye toward eliminating the need for as much human intervention as possible.

    — Mike Vizard

  • Focusing on the True DevOps North Star: Continuous Improvement

    Focusing on the True DevOps North Star: Continuous Improvement

    When we look beyond the fundamentals of tearing down silos and establishing greater collaboration, communication and transparency, DevOps is a label assigned to a framework of best practices and technologies that organizations leverage to deliver systems faster, more efficiently and without sacrificing quality. The best practice within that framework is continuous improvement, which provides stakeholders with data and feedback to constantly improve their ability to deliver products that advance strategic business objectives. This is done through key performance indicators (KPIs) that align with the goals of the business.

    Continuous improvement thrives on a robust program of KPIs that measure key attributes of a successful development team in the context of what is important to your organization. These KPIs provide you with the opportunity to continuously evaluate your system delivery processes and supporting technologies, and identify opportunities to make changes that produce better outcomes. In general, all organizations should be continuously improving their system development and delivery against three primary KPIs:

    • Quality: The value and performance of software you deliver to customers.
    • Velocity: The speed at which you develop and deliver software to customers.
    • Efficiency: The ease (low resource consumption, minimal latency) with which you develop and deliver software to customers.

    For now, let’s focus on what’s required to continuously measure and improve against them.

    Continuous Improvement KPIs vs. Metrics

    KPIs provide baselines for minimally acceptable performance levels across critical areas that impact the success of your business. Metrics measured against these KPIs help development teams improve what they’re doing to support the performance of the business in light of its goals.

    There are hundreds of metrics available (escaped versus trapped defects, features deployed and mean time to X, to name a few). The problem is most organizations focus too much on non-business-related metrics and data points and end up measuring the wrong things, such as how many lines of code have been written. This data may be interesting, but it tells you nothing of how well or within what time frame the code was written, or how that affects the delivery of value to customers.

    Your metrics should align with the goal-oriented KPIs of your business. For example, if a goal is to increase the quality of software after an influx of customer support issues related to defects, you should measure how many defects are escaping and how many are being trapped in testing. However, the remaining challenge for most organizations is actually capturing this metrics data to accurately measure progress and continuous improvement against, for example, a quality baseline.

    Collecting Data for Continuous Improvement

    A large reason organizations struggle to capture the right metrics data is they rely on outdated project management tools and manual effort. Developers and other team members painstakingly capture and contribute metrics data through status reports and meetings. Project managers then spend the bulk of their time analyzing and producing even more reports to provide the necessary feedback to support continuous improvement.

    In a digital economy where fast beats slow, this slow approach of manual data collection constrains and negates the business objectives of increasing quality, velocity and efficiency simultaneously. Core to Agile is the production of working software and minimizing the amount of work not directly related to that endeavor. If you want to move to an agile, iterative world, you want to minimize activity or any work that’s not directly related to the software delivery effort.

    That’s why, for true continuous improvement, you want your tools to automatically produce the right metrics data to measure and continuously improve upon KPIs, rather than relying on developers to attend status meetings and feed project managers information used to manually build reports.

    Once you’re able to visualize this data with a modern dashboard-driven analytics tool, you can use that information to constantly assess and evaluate system development and delivery productivity, and help developers make behavioral changes. You will have the necessary information to tweak processes and tooling and better educate team members.

    For example, if your software quality drops below its KPI-defined baseline and your metrics show increased efforts utilized to resolve break/fix issues, you can make a valuable correlation leading to smarter actions to improve quality, such as tweaking or changing testing methods and possibly using more effective testing tools.

    In this way, continuous improvement becomes embedded in your software delivery architecture, as you’re no longer making gut-based decisions that require you to wait for an outcome and guess again. Instead, you’re using data to drive strategic, fact-based shifts in behavior as you develop software, with the knowledge that these changes will have a real impact on the business.

    Making Continuous Improvement Across Platforms

    Ultimately, continuous improvement must reach across platforms in your organization—from the cloud to the mainframe. Development teams should work to continuously improve system delivery across all development platforms.

    The KPIs mentioned must apply to the entire development team and business, not just developers on one particular platform or skill set. You want to identify KPIs that are critical to the successful delivery of systems that support your customers, employees and business partners.

    Now that we have covered the importance of continuous improvement through the use of system delivery KPIs, stay tuned as we explore the individual topics of quality, velocity and efficiency at a deeper level in subsequent articles.

    — Rick Slade

  • SmartBear Integrates Test Tools with Atlassian DevOps Platforms

    SmartBear Integrates Test Tools with Atlassian DevOps Platforms

    At the Atlassian Summit 2019 conference this week, SmartBear announced it has integrated the Zephyr test automation tools it acquired last year with the Jira portfolio of tools from Atlassian.

    In addition, SmartBear announced it has integrated Zephyr with the rest of the company’s SoapUI Pro, TestComplete, CrossBrowserTesting and LoadNinja testing tools.

    SmartBear committed to integrating its entire portfolio of tools with other Atlassian offerings as well, including the Bitbucket continuous integration/continuous development platform and Confluence content management software.

    In general, SmartBear views efforts to modernize applications using DevOps practices as a primary driver of increased demand for tools to test application programming interfaces (APIs). A recent global survey of 3,000 API developers, architects, testers and product leaders conducted by SmartBear finds nearly three-quarters of respondents believe that adoption of microservice architectures will drive the biggest growth in API adoption in the next two years.

    The biggest challenge faced by well over half the respondents (58%) is finding a way to standardize API development. In pursuit of that goal, the survey finds 69% of survey respondents are now developing APIs that comply with the OpenAPI Specification (OAS). That specification defines a language-agnostic interface to RESTful APIs that enables both humans and computers to discover and understand the capabilities of the service without access to source code or documentation, or having to inspect network traffic.

    The SmartBear survey also finds 76% of respondents say they already have a formal API monitoring process in place and that 76% of organizations are developing both internal and public-facing APIs.

    Daniel Giordano, associate director of product marketing for SmartBear, said these days there’s a lot more focus on trying to make it easier to discover APIs whenever possible by setting up API catalogs. Those catalogs are also now making it easier for organizations to reuse APIs rather than develop new ones for each microservice that gets developed, he added.

    In fact, Giordano noted that many organizations now define the APIs they are going to depend on to integrate their applications long before they begin to write application code. Those APIs are then reviewed by an architecture team to make sure they meet performance requirements while still being flexible enough to evolve consistently with the other APIs the organization needs to maintain, he said.

    Today, organizations make use of many more private APIs than they do public ones. APIs first came into their own as a means to expose applications to enable external applications to consume data from another application as part of the so-called API Economy. Since then, the number of private APIs that organizations rely on to integrate internal applications has exploded. In fact, building and deploying those APIs has become an integral part of any DevOps process.

    Naturally, the relationship between API management and DevOps processes is still evolving. But as DevOps processes within IT organizations continue to mature it’s only a matter of time before they are applied equally to both the applications being developed and the APIs relied on to integrate them.

    — Mike Vizard