Tag: enterprise

  • Azure vs. AWS for the Enterprise

    Azure vs. AWS for the Enterprise

    In a previous post we discussed Azure & OpenStack, the less-explored hybrid cloud, and we thought we’d segue on the hybrid cloud theme, and follow up with an additional post focusing on a question we’re often asked …

    Azure or AWS?

    It’s one of the most common questions enterprise customers today face as they look to go to the cloud. According to this year’s Gartner’s Magic Quadrant report, the two cloud powerhouses are the clear market leaders, and as they each add new services to their arsenal and expand their service offerings, customers must decide which one is best-suited for their business needs. This, of course, is in the context of public cloud, whereas the question of OpenStack vs. VMware usually arises in the context of private cloud. And with reports popping up all the time that demonstrate growing numbers around every hybrid cloud mix-and-match scenario, many enterprises are debating on what to bet their cloud strategy.

    To begin this comparison, it’s important to understand how each has evolved. Azure was built as a holistic platform and has been geared toward the enterprise from the beginning. It began as a platform as a service (PaaS), making it easier for developers to build applications without worrying about the servers on which they’re running. In addition, part of the Azure approach always has been to think about how to integrate each service to the platform as a whole and support enterprises’ IT flexibility with keeping specific workloads on-premises while complementing their IT requirements with services running on the cloud.

    AWS, on the other hand, started scaling from the infrastructure from the beginning. Its approach has been to continually be ahead of the innovation curve and offer services that IT operations can easily comprehend and use to support their compute and storage requirements on demand.

    Market Share Comparison: The Path to Growth

    It’s not hard to see why both AWS and Azure have grown into their roles as the market leaders. Today more than 70 Amazon services can be utilized, including the basic compute, storage and network building blocks, as well as “up the stack” services such as database as a service and even frameworks to easily scale mobile applications, databases and more. AWS has a massive public cloud with the largest data centers in the world, and excels at allowing their customers to choose the building blocks they need to create a variety of service offerings.

    That said, Azure is growing as well, and quickly gaining ground on AWS. Microsoft has moved aggressively to match AWS by enhancing and building up its array of offerings. The company has been selling to the enterprise market for decades and, as a result, has garnered strong relationships with many large global organizations. These efforts and relationships seem to be paying off, as a recent survey of 100 CIOs by Morgan Stanley predicted that Azure would be the largest infrastructure-as-a-service (IaaS) vendor by 2019.

    Enterprise-Grade Product Capabilities

    AWS and Azure both provide comprehensive enterprise cloud services, and they both do it well. The core features of AWS include a large suite of infrastructure and application services that enable running nearly everything in the cloud, from traditional enterprise applications to large web-scale workloads. AWS is the clear winner these days in terms of the number of services it offers; the services are well-connected and provide full cloud capabilities for most enterprise needs.

    Azure is also fast closing the gaps with the enterprise cloud market, including with large-size virtual machines, StorSimple Virtual Array, itsNAS offering and the SQL Data Warehouse. In addition, with its recent announcement of Azure Stack, and via solutions such as Cloudify, Microsoft strengthens hybrid architecture and workload mobility between on-premises and public cloud workloads.

    Other factors that are driving enterprises to adopt Azure include the Azure Security Center (ASC), which provides a centralized view of security policies and configurations from multiple Azure subscriptions; the ability for customers to save time and effort through unified operations tools such as SQL Manager, Visual Studio and other such services; and seamless VM migration to migrate servers between disparate environments.

    Growth Strategies

    Microsoft also plans to invest heavily in cloud growth going forward, with a big push and investment in new features and infrastructure. Microsoft’s Intelligent Cloud unit continues to be the focal point of the company’s growth strategy, as the company claims that nearly 60 percent of Fortune 500 companies use at least three of Microsoft’s cloud offerings.

    Both AWS and Azure, in fact, are investing heavy capital expenditures on worldwide data centers and servers. AWS, for example, has just announced a new Asia Pacific region in Mumbai, India, with two availability zones. And with the introduction of new regions in the U.K., Microsoft has announced 34 Azure regions around the world, with 28 generally available today—more than any other major cloud provider. With certifications such as MCSE and many more, Microsoft has more certifications than any other cloud provider in the industry.

    Both AWS and Azure are poised to continue growing, and both companies have big futures in the cloud market. It’s clear, however, that in the cloud game today, Azure is narrowing the functional gap. Azure gives enterprises the ability to use existing Microsoft software licenses under the Enterprise Agreement (EA), giving enterprises better terms and packages. Microsoft enterprise users are potentially ‘power users,’ and prefer a DIY approach versus pre-packaged and opinionated options. This leaves the market open to more collaboration, such as through the use of Docker Swarm. With this type of approach, users have control over the way they run their apps on various platforms, with open-source orchestration to allow consistent management and control of their applications and services.

    — Sharone Zitzman

  • DevOps: Using Games to Make it Practical

    DevOps: Using Games to Make it Practical

    This blog stems from my experience of being one of the earliest DevOps Foundation trainers of DOI and successfully completing 19 batches of DOI Foundation course in the last year.

    In retrospect of the year starting when TaUB Solutions signed up as a registered education partner (REP) of DOI, my opinion is this has been the best service portfolio offering for our customers and partners.

    There are few things that appeal best when it comes to DOI Foundation course and I can summarize them with the collective feedback I’ve received so far:

    “Challenges the preconceived myths and practices around DevOps with practitioner stories.”

    “Gives a holistic overview of philosophy behind DevOps. Philosophy should precede science and science should precede engineering.”

    “This course maintains the discipline to be truly advisory in nature by illustrating tool chain without recommending vendor-specific tools.”

    “The group exercises during the class and the facilitator practical insights helped us to put the aspects in to our organizational context of delivering products and services.”

    “We have never seen a course such beautifully designed that could be the first basic building block to know ‘Do’s’ and ‘Don’t’s’ of DevOps across application developers, infrastructure operations, project managers, infosec professionals and business leaders.”

    To enhance the overall learning curve of the audience, we put them in to the third day of experiential learning using the Phoenix Project Business simulation. The simulation was divided into four rounds and played with maximum of 12 people per batch. The Team was entrusted to achieve a target of $300,000 within four rounds and take the share value from $21 to $45.

    While the target milestones were clearly laid down at the beginning of game it was difficult for the teams to get hold of the situation due to various unknown parameters. It took them quite sometime to understand the different moving parts of flow, dependencies, business impact of projects, issues and features that came up in every round and make  appropriate choices and decisions.

    The teams experienced significant learning, sharing and collaboration over the four rounds and had loads of fun. One common feedback from the teams was for the game to be mandatory after every two-day DevOps Foundation course.

    The consolidated feedback after playing the DevOps business simulation after the two-day course:

    “It demonstrated that it is not easy to build collaboration, communication and integration. It takes time and there is a lot of patience and team work needed to make this a reality. The DevOps culture had to be nurtured through self-organizing teams with mutual respect, sense of pride and collective ownership to work toward a common goal.”

    “It gave a working knowledge on how ITSM and DevOps are complementing each other [Ex. Change Management and Improved Flow].”

    “The Principles of DevOps, namely the First Way (Improve Flow from left to Right), Second Way (Shorten Feedback Loops) and Third Way (Repetition through Mastery) was visibly evident over the course of four rounds.”

    “The speed of execution improved over the rounds using short feedback loops, continual improvement and applying lessons learned from previous rounds.”

    “It gave a good understanding of how different roles and responsibilities in the organization contribute to the overall success of the project.”

    Finally, the teams made over and above the required target of revenue and stock price. The winning moment was enhanced by the significant learning opportunity and ability to bond with diversified cross functional teams.

    The experience of playing the business simulation reinforced practical understanding of DevOps and also transferred skills that they could implement immediately at their workplace.

    About the Author / Suresh GP

    sureshSuresh GP is the Managing Director of TaUB solutions and Regional leader of BRMI (APAC). He has more than 15 years of experience in IT Service Management, IT Governance, Program Management and Organizational Change Management. He is regular blogger and International speaker at itSMF UK, itSMF Australia, itSMF USA, itSMF Finland and itSMF Norway. He is a Certified DevOps, Agile Service Manager, Business Relationship Management Professional, PMP, CGEIT, ITIL V2 Service Manager, ITIL V3 Expert,  ISO 20000 practitioner. He was awarded the ITSM contributor of the year by itSMF Singapore in 2013.

  • Introducing DevOps Express!

    Introducing DevOps Express!

    The DevOps Institute (DOI) is proud to join industry leaders as a founding member of the DevOps Express. The DevOps Express is a bold initiative between tool providers and others to create a solutions-oriented approach that will make enterprise DevOps adoption easier using popular technologies spanning multiple solution components. Working together, DevOps Express members have committed to improving interoperability within the DevOps stack, and creating a framework for industry partners to develop reference architectures that will be better integrated with better support.

    The 14 founding members of DevOps Express include vendors spanning multiple solution categories in the software delivery process, as well as service organizations providing consulting, training and professional services:

    • CloudBees
    • Sonatype
    • Atlassian
    • BlazeMeter
    • CA Technologies
    • Chef
    • DevOps Institute (DOI)
    • GitHub
    • Infostretch
    • JFrog
    • Puppet
    • Sauce Labs
    • SOASTA
    • SonarSource

    DOI is honored to be a part of this important and innovative program. We believe this initiative represents the industry’s commitment to “walking the DevOps walk” by agreeing to collaborate, align and integrate for the betterment of the market. We are excited that major industry partners are unifying to give enterprises potential starting points for creating a DevOps stack, while also increasing quality and lowering risk. As knowledge, best practices, architectures and models emerge from the work of DevOps Express, DOI will ensure that these are available to the DevOps learning community and embedded into DOI courses, articles and future member benefits.

    The DevOps Express is leaving the station, and DOI is on board! Read the press release for more information about this historic initiative.

  • 5 Leadership Keys to Enterprise Agility

    5 Leadership Keys to Enterprise Agility

    Much like living creatures, organizations that can best adapt to their surroundings are the organizations that are most likely to thrive. For enterprises, that means being able to adapt swiftly to business and market conditions—and at the very least adapt more swiftly than their competitors. For years, building an agile enterprise has been the focus of the C-suite and the boardroom. Yet, regardless of so much attention and despite the potential agile payoff, according to this McKinsey & Company study, relatively few organizations can maintain above average capabilities when it comes to maintaining agility while also maintaining stability in the organization.

    So how does an organization move from being rigid and unresponsive to changing market conditions to be more agile? It all starts at the top, and we’ve detailed some of the steps below. The five keys below are not meant to be all-inclusive, but a starting point for a team, business unit, division or enterprise:

    Leadership must make the commitment to build an agile organization

    When it comes to initiating an agile digital enterprise, building agility by focusing only within IT or development teams just isn’t enough. The commitment needs to come from the top, or any gains toward building a sustainable agile enterprise are going to be short-lived. Because change is difficult, and many people inherently are against any kind of change, sustained executive leadership is essential to push forward.

    Sell the transformation

    Because any kind of substantive organizational change is painful, it’s going to cause a lot of individual and organizational discomfort, conflict and arguments. The rest of the company needs to know why they are putting in the effort, and what the goals and designed payoff will be. To get universal buy-in, this requires sustained leadership and the setting of common goals, the aligning of interests and the accepting of feedback from the teams and incorporating what makes sense as efforts move forward.

    Remove barriers to agility

    Sometimes bureaucratic red tape is the biggest barrier to change. It’s not that all bureaucracy is automatically bad. It’s not. Bureaucracy often is put into place to protect the organization from some type of risk. An example could be something as simple as requiring sign-offs to provision new users to enterprise assets. Of course, this is important to protect the organization from fake user accounts being established, or users getting more privileges than they should be entitled. But something this simple and well-intentioned, when not done right, can create tremendous barriers to moving quickly: A user needs an executive sign-off to be added to a certain resource, but that necessary manager may be on vacation for a couple weeks.

    Not good. But there are always ways to work through these barriers, if only a little effort is put in.

    Rather than wait for a week in such instances, if the organization established an alternative sign-off to approve the new resources, and a notification is automatically sent to the vacationing manager for review later, the proper workflow is maintained without time lost.

    A simple example, for sure, but most enterprises are loaded with such instances. Add a few similar hurdles in a new initiative, and agility gives way to rigidity. Whenever possible, automate away and improve the processes that create friction.

    Deliver value with immediate, tangible wins

    Nothing feels better than setting goals and achieving them. At the beginning of the journey, hitting these goals will create momentum—and the more success, the more momentum. Measure the improvements that can be identified in the new ways of doing things and showcase the results. These results, plus moving more quickly and making peoples’ lives easier in the long run, will help to flip non-believers into believers.

    Continuous improvement

    Of course, by measuring results and showcasing successes failures and disappointments will be uncovered. (No, really, they will!). And when guiding the enterprise through rapidly evolving market conditions, there certainly are going to be efforts that don’t go as planned. Too many organizations tend to recognize their wins and shuffle the losses and missteps under the carpet. It’s important to flip that around and encourage team members to point out what isn’t working so that it can be improved.

  • What DevOps Skills are Organizations Looking for?

    What DevOps Skills are Organizations Looking for?

    DevOps is a cultural, philosophical and organic approach toward automating workflow and getting products to market more efficiently and effectively.

    DevOps engineers are in top demand right now. According to studies by Gartner, 25 percent of top global 2000 organizations will have adopted DevOps as a mainstream strategy by the end of 2016.

    DevOps is both a cultural movement and a philosophy … which can make it difficult to define the specific skill set you need a DevOps team to possess in order to function successfully.

    Of course, an excellent way to show fluency in DevOps is by earning a DevOps Institute certificate—for example, DevOps Foundation®.

    That being said, there are some “mission-critical” DevOps skills that organizations are searching for pretty universally right now.

    1. Experience with infrastructure automation tools and fluency in web languages

    Experience with tools such as Ansible, SaltStack, Puppet, Docker, Chef and Windows PowerShell DSC as well as fluency in languages including Ruby, Python, Java and PHP are must-have skills for DevOps pros.

    Organizations are searching for DevOps candidates who are highly proficient in many of these tools and languages and open to increasing their competencies further when given the opportunity to do so.

    2. Expertise in “soft skills”

    DevOps evolved as a way to enhance collaboration across project life cycles and connect front-end and back-end professionals on either side of the software development and operations spectrum.

    When software developers and operations staff (system engineers, systems admins, DBAs, etc.) collaborate effectively, communicate honestly and work as a cohesive team, the software development life cycle (SDLC) is streamlined, risk factors are mitigated, and projects are completed and deployed with a minimum of bugs, quality defects and glitches.

    In addition, it can be useful for organizations to have DevOps specialists on their team who are comfortable in the role of client consultant, able to interact effectively and build positive business relationships with customers while addressing their needs and wants.

    Organizations look for DevOps candidates who are skilled in interpersonal communication, with an arsenal of listening, negotiation, problem-solving and team-building skills at the ready.

    3. Familiarity with CI (continuous integration) tools

    Continuous integration is a DevOps methodology that continually merges source code updates from all developers on a specific software build, notifying the team of any failures in the process.

    This offers a real-time window into the developing software system, allowing immediate and constant engagement of all team members throughout the project lifecycle.

    CI tools DevOps candidates should be familiar with include CruiseControl, CruiseControl.NET, Jenkins, Bamboo, Hudson, ThoughtWorks’ Go, Urbancode’s Anthill Pro, Microsoft’s Team Foundation Server and Jetbrains’ Team City.

    4. Bonus Skills

    Other skills hiring managers are on the lookout for in the DevOps space include:

    • Extensive knowledge of software build cycles
    • Experience deploying code
    • Experience in software architecture
    • Familiarity with application programming
    • Database management
    • System design

    Useful experience and certifications include:

    • Project Management
    • Risk Management
    • Scrum Master

    The good news is that the industry’s need for DevOps team members with diverse and evolving skill sets is in sync with what DevOps candidates want from their workplace. According to the 2014 State of DevOps Report from Puppet Labs, an atmosphere conducive to learning is a primary component of job satisfaction among DevOps engineers.

    About the Author / Robin Borough

    Robin BoroughRobin Borough is President of Omnikron Systems, Inc., which offers IT and management training and IT staffing services. As an advisor to technology professionals and executives for over 25 years, Robin has built a world-class reputation as a “go to” career strategist in the IT industry, one who’s capable of successfully guiding executives and specialists, at any level, through transition. 

  • REP SPOTLIGHT: Glenfis AG

    REP SPOTLIGHT: Glenfis AG

    1. Tell us a little about your organization: Based in Zurich, we offer consulting and training services since almost 20 years. We see ourselves as an independent enabler for the digital transformation, helping our customers getting fit for the digital age. To this end, we use the ‘Glenfis Principle’ – a holistic approach that, alongside theoretical knowledge, attaches particular importance to the mediation of practical skills (competence), which can be used to successfully and lastingly deploy this knowledge in the company or organisation (Implementation).
    2. What other topics do you teach or consult on? Topics include:
      – Cloud & Sourcing
      – Lean, Agile & DevOps
      – Value Chain Service Models
      – Training and Awareness (Cloud, ISO, ITIL, Cobit, Security, Agile, DevOps)
      – Security & Cyber Resilience
      – Change Enablement
    3. What type of interest in DevOps are you seeing in your region? As everywhere the interest of DevOps is rapidly growing, in Switzerland this in not different. For many it’s really to understand in a first step what DevOps is about and why it is relevant for them. In Switzerland we deal a lot with financial institutes with a high level of legacy and regulations, the question is often how to apply DevOps practices in such an environment.
    4. How do you think that DevOps contributes to the business’ value stream? DevOps is all about getting faster and better and this is how it positively influences the value stream. And DevOps does it in a holistic way by looking at the value stream end-to-end, from idealization to $$$.
    5. What topic area in DevOps excites you the most? Dev’s and Ops’ finally talking to each other!
    6. Why should enterprises and individuals consider formal DevOps Training? Before starting any change initiative, it is paramount that everybody gets a common understanding. This is especially true for DevOps, as it includes a wide range of Agile, Lean and ITSM practices. A training or special awareness sessions definitely facilitates this.
  • REP SPOTLIGHT: Xellentro Consulting Services

    REP SPOTLIGHT: Xellentro Consulting Services

    DevOps Institute: Tell us a little about your organization.

    Xellentro: Xellentro Consulting Services LLP is an emerging global provider of project, program and portfolio management, IT service management consulting and training services. Established in 2012, with headquarters in Bangalore, India, Xellentro works closely with its clients in tackling their most difficult organizational development challenges. Xellentro is a specialist organization that works with its clients to identify improvement areas and uses experienced consultants to enhance their business and development processes.

    While the realm of management consulting is vast and a number of firms provide a range of advisory services—starting from niche areas to general management domains—what differentiates us is our practitioner’s approach where we don’t limit ourselves only to advisory and rather prefer to stay on till envisaged benefits are realized and final outcomes are delivered. We bring in huge experience across industry verticals.

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

    Xellentro: ITIL Foundation, Intermediate, Practitioner, Expert, Scrum Master and Product Owner, PRINCE2, PRINCE2 Agile, MSP, MoP, PMP, Lean Six Sigma

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

    Xellentro: There is interest mainly from corporates.

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

    Xellentro: This will be a good extension to the ITSM and with Agile being used everywhere, DevOps will have a great value.

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

    Xellentro: The concept of having both Development and Operations working together is very important to finally deliver value to business.

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

    Xellentro: To really understand the culture change and not focus on only the tools/automation part of it.

  • How DevOps Can Help Improve Security

    How DevOps Can Help Improve Security

    Automation and standardization along with development-inspired reviews can address the three top risks to IT security.

    The term “DevOps” these days tends to evoke images of automation and push-button application deployments whenever app dev wants. It’s anarchy, it’s chaos, and it’s a frightening notion to those for whom stability and security of the core business network is their top priority. After all, folks in the DevOps camp routinely cheer on a “Chaos Monkey,” whose sole purpose is to break things in the production network. On the surface, that hardly seems conducive to stability or security.

    So, it might be surprising to discover that the seemingly laissez faire approach to building and delivering apps with DevOps is actually one of the best ways to combat significant risks to IT security.

    Not kidding.

    top 3 risks it security spiceworks surveyFirst, let’s consider the survey, conducted by SpiceWorks, in which IT pros were asked to rank a set of threats in order of risk to IT security.

    According to the report, the respondents ranked the following threats as their organization’s biggest three risks to IT security as human error, lack of process and external threats.

    All three of which DevOps can positively impact, without negatively impacting stability or reliability of the core, business network. Let’s examine how, shall we?

    Human Error

    We’ve all fat-fingered configurations and code before. Usually we catch them, but once in a while they sneak into production and wreak havoc on security. A number of “big names” have been caught in this situation, where a simple typo introduced a security risk. Often these occur because we’re so familiar with what we’re typing that we see what we expect to see, rather than what we actually typed. We’ve entered that command a hundred times, after all; we know what it’s supposed to look like and we aren’t as careful as we (likely) should be because it’s Friday and it’s almost 5 o’clock. Whatever the reason, we’ve done it, and it’s the repetitious nature of the beast that actually ends up biting us in the proverbial derriere.

    Codifying those commands into scripts or, even better, into templates means once it’s right, it’s right. The inescapable reality that we will fat-finger something eventually is reduced to virtually nil because we aren’t typing it in over and over and over, each time with less and less attention. The reliance on codification, on templates and APIs and scripts as a means to automate tasks, is not just about speed but also repeatability. And accurate repeatability at that. That’s the kind of assurance you need to prevent “human error” from exposing apps—and the business—to a wide range of risks.

    To reduce risk from human error via DevOps you can:

    1. Use templates to standardize common service configurations;
    2. Automate common tasks to avoid simple typographical errors; and
    3. Read twice, execute once.

    Lack of Process

    This is probably my favorite risk (and not just because it lets me talk up Six Sigma and some really hairy mathematical equations) because it encompasses such a broad category of problems. First, there’s the fact that there’s almost no review of the scripts that folks already use to configure, change, shut down and start up services across the production network. Don’t let anyone tell you they don’t use scripts to eliminate the yak shaving that exists in networking and infrastructure, too. They do. But they aren’t necessarily reviewed, they are certainly aren’t versioned like the code artifacts they are, and they rarely are reused. Everyone has their “own” favorite language and scripts, and they are the Frank Sinatra of IT: They do it their own way. (Yes, I know you’re probably too young to get that reference, but until your musical icons have a better one, that’s the one I’m using because my generation didn’t have a better one, either.)

    The other problem is simply there’s no governed process. It’s tribal knowledge. Bob does X and then Alice pushes Y and someone from Team Rocket* pushes button to make it go live. What can happen—and sometimes does—is one step is simply overlooked. It isn’t that there is no process, it’s that there’s no real standardization and no overarching governing process. There’s no one coordinating between Bob and Alice and Team Rocket to ensure the process goes smoothly. The thing is that the app might go live and actually work in production minus a few services, but if those services are related to security in any way (such as locking down a port), then your lackadaisical approach to the deployment process just put the business at risk.

    To reduce risk from lack of process:

    1. Define the deployment process, clearly. Understand prerequisites and dependencies and eliminate redundancies or unnecessary steps.
    2. Move toward the use of orchestration as the ultimate executor of the deployment process, employing manual steps only when necessary.
    3. Review and manage any scripts used to assist in the process.

    External Threats

    At first glance this one seems to be the least likely candidate for being addressed with DevOps. Given that malware and multi-layered DDoS attacks are the most existential threats to business today, that’s understandable. There are entire classes of vulnerabilities that only can be detected manually, by developers or experts reviewing the code. There’s DevOps in that, but it doesn’t really extend to production, where risks becomes reality when it’s exploited.

    More extensive testing, and development of web app security policies during development that can then be deployed in production is one way that DevOps can reduce risk. Adopting a DevOps approach to developing those policies—and treating them like code, too—provides a faster, likely more thorough policy that does a better job overall of preventing the existential threats from being all-too-real nightmares.

    To reduce the risk of threats becoming reality:

    1. Shift web app security policy development and testing left, into the app dev life cycle.
    2. Treat web app security policies like code. Review and standardize.
    3. Test often, even in production. Automate using technology such as dynamic application security testing (DAST) and when possible, integrate results into dev life cycle for faster remediation that reduces risk earlier.

    There is no technology, methodology or approach to IT security that will completely eliminate risk short of a complete power outage. Given that’s not a viable option, the best approach is one that reduces risk to acceptable levels (where acceptable is defined by your business’s tolerance, regulatory requirements and how much your MBO is based on not being hacked this quarter). DevOps and security are a good fit, as the former can help standardize, codify, automate and expand security practices across production and dev/test.

    So get out there, and put some DevOps in your security. And while you’re at it, put security in your DevOps.

    * Yes, that’s a Pokémon reference. I figured I needed something more modern after tossing Frank Sinatra in there. If you got both, give yourself +5 geek points.

  • WaveMaker Extends Lead in Enterprise Rapid Application Development with Out-of-the-Box RAD-based App Security

    Expanded Security Functionality Lets Developers Focus on Developing Great Apps, With Assurance of Protection Against Network Breaches

    MOUNTAIN VIEW, CA – July 14, 2016 – WaveMaker, Inc., a leading enterprise Rapid Application Development Platform software company, today announced two major enhancements to its enterprise-class Rapid App Development platform. Built with a strong foundation in application security, the WaveMaker platform now supports Single-Sign On for WaveMaker-built and deployed applications using Central Authentication Server (CAS), which permits users to access multiple applications by providing credentials such as UserID and password only once. WaveMaker also announced today that it meets the standards addressing the top ten list of web application vulnerabilities published by the Open Web Application Security Project (OWASP).

    Enterprises are increasingly challenged by the need to deliver new web applications rapidly while ensuring compliance with enterprise IT security teams. In response, WaveMaker built application security natively into the initial release of its RAD platform, and subsequently strengthened its security with enterprise-class, RAD-based application security. And now, WaveMaker’s announcement of CAS-based Single Sign-On furthers the company’s commitment to provide the highest level of application security while simplifying application access for users.

    For its part in pinpointing major network vulnerabilities, OWASP has become a critical, yet often overlooked, asset to application developers. The OWASP Top 10 represents a broad consensus of the most critical web application security flaws – gaps in security that are often easy for malicious actors to detect and exploit. By certifying compliance with the OWASP Top 10 list, WaveMaker assures developers that the applications they create with WaveMaker will comply with the directives of OWASP.

    “In the heat of the battle to expedite new apps to market, ‘rapid’ has become the mantra of many developers, both professional and non-professional,” said Didier Tournier, Product Marketing Manager, Gemalto. “But developers can’t afford the risk of sacrificing security for speed. From the beginning, WaveMaker’s RAD platform has encompassed security, not as a bolt-on, but as part of an integrated whole. We’re confident that our developers using WaveMaker can focus on creating great apps, and won’t have to obsess over the latest security risks.”

    Unlike other vendors of RAD platforms, WaveMaker’s focus on security extends beyond the application and to the APIs (Application Programming Interfaces) that allow multiple applications to link and interoperate. WaveMaker is the only RAD platform that allows developers to build native microservices-based applications, and today’s release introduces token-based authentication for APIs, allowing API keys to be generated rapidly for consumption by other applications.

    “Security was once an afterthought in application design, but those days are long past,” said Vijay Pullur, CEO of WaveMaker.   “Still, vestiges of those days remain, as the primary objective of application design, in the eyes of most developers, is to ensure that the application performs continuously and under heavy demand. But security cannot be exempted from that objective. That’s why WaveMaker believes that security must be a cornerstone of good application design, and a major component in ensuring software quality before an app goes live.”

    For more information on RAD application development or professional services from WaveMaker, visit http://www.wavemaker.com/get-started

    About WaveMaker

    WaveMaker’s software platform revolutionizes how enterprises build, deliver and manage modern custom applications, improving business agility and fostering innovation. WaveMaker leverages the latest trends and technologies in Rapid App Development (RAD) such as multi-device auto-responsive interfaces and componentized app assembly, Docker for app-optimized container deployment on private infrastructures, and APIs and Microservices Architecture (MSA) for scalable integration. WaveMaker, Inc., a Pramati Technologies company, is headquartered in Mountain View, CA with offices in Hyderabad, India. For more information, visit www.wavemaker.com, or like us on Facebook, follow us on Twitter, or connect with us on LinkedIn.

    ###

    Editorial Contact

    Michael Porter

    10Fold

    wavemaker@10Fold.com

    415-800-5373

     

  • Using MongoDB for a Product Catalog Application

    Using MongoDB for a Product Catalog Application

    In today’s era of data-driven business, enterprises are continuously adopting new technologies to gain a competitive advantage. Distributed and cloud databases is one such technology. These databases are fundamentally different from relational databases, offering scalability, availability and flexible data models that are beyond the capabilities of traditional relational databases.

    MongoDB is one of the leading next-generation scale-out databases. It is a document-oriented database that provides dynamic schemas, making the integration of data in certain types of applications easier and faster. MongoDB also provides easy scaling through auto-sharding, tunable consistency for reads and built-in replication.

    In this blog, I will describe an application, product catalog management, that distinctly benefits from features MongoDB offers.

    Most e-commerce enterprises need a product catalog with the ability to store varied types of objects with different sets of attributes. These kinds of data collections are quite compatible with MongoDB, which can offer dynamic queries on a constantly changing dataset.  However, it is important to understand the major requirements of industry verticals such as retail, media and entertainment, insurance, health care and e-commerce that are addressed by MongoDB before designing an optimal data model and for your own product catalog.

    For example, Ebay offers several use cases in which MongoDB has been implemented successfully and has delivered much value for its product catalog:

    • Product Availability – Being a JSON document store, not only can MongoDB help in complex querying of a product catalog in real time but it also can keep track of placed orders to accurately calculate the available quantity for popular products. The data is important from customer service point of view, as it keeps them aware of available choices at the time of order placement and prevents order cancellations later due to non fulfillment.
    • Dynamic Pricing – Product prices change quite frequently in the online world. E-commerce enterprises need to keep pace with these fluctuations and dynamically adjust product prices to retain their existing customer base. MongoDB helps tremendously through its ability to update data on live sites without shutting down/restarting any systems. On top of that, ability to run geospatial queries using geospatial index allows the sites to show converted pricing and taxes based on the location of their customers. The example below shows how to find all theatres within 10 miles of a location using a geospatial query.

    db.theatres.find({ location:
    { $geoWithin:
    { $centerSphere: [ [ <longitude> , <latitude> ], 10 / 3963.2 ] } } })

    • Shipping Estimation – Today’s customers enjoy the convenience of shopping online at home but also demand the flexibility to control the delivery of their products. Some customers will pay extra money for expedited delivery while others are content with waiting longer to pay no shipping costs. The ability to provide correct shipping costs and time estimates is a critical functionality for e-commerce applications. Again, MongoDB comes to rescue with its geospatial queries to calculate correct shipping estimates based on the locations of the user and the inventory.
    • Personalized experience – E-commerce enterprises want their customers to enjoy the online shopping experience by understanding their needs as well as their social profile. This allows them to provide every single user with a personalized version of the site, which can be based on their past order history and their interaction with the company via stores, customer service and social media. Not only that, e-commerce enterprises run applications that recommend new products based on customers’ indicated preferences. MongoDB is being used by online retailers such as Otto to consume data from multiple sources and build customized catalog experiences for individual e-commerce customers.
    • Sales/Discounts – To engage their customers at the next level, e-commerce enterprises have built capabilities to develop customized discount offerings. This can be done via “flash sales” that allow customers to buy their coveted products at lower prices within the constraints of quantity, time and minimum spend. MongoDB has been the with technology of choice here as well (for example GILT Groupe) because it can keep track of time-bound and volume-bound parameters in real time to make such deals successful.

    ecommerceIt can be argued that e-commerce industry and dynamic product catalogs have been in existence for a long time. So, how is MongoDB changing the landscape? The answer lies in the rapidly evolving landscape of customer buying patterns. Today, a wait of an extra minute often means losing customers and revenue to the next best online competitor. Always-on applications are a norm and scalable infrastructure is a must-have requirement. Hence, MongoDB is helping enterprises to meet their changing business needs.

    However, product catalog applications generally require consolidating data from disparate sources and present a uniform view to customers. This also makes the underlying database, MongoDB, prone to logical and human errors. Hence, a highly available data protection infrastructure that can guarantee minimal data loss (low recovery point objective and recovery time objective) is required to keep online retail engines running. Further, certain catalog portions could be updated more frequently such as perishable goods; hence, those databases need to be backed up every hour versus the slow-moving goods.

    The data protection system should provide enough flexibility to set backup policies per the business requirements (granularity, etc.).