Tag: IBM Interconnect

  • A Panel Discussion On What DevOps Looks Like In 3 to 5 Years?

    A Panel Discussion On What DevOps Looks Like In 3 to 5 Years?

    With all of the hype around DevOps, I wanted to return to a topic that I was lucky enough to moderate a terrific panel on at IBM InterConnect this past February. The panel was an all star one anchored by Gene Kim, moderated by myself and we were joined by Dan Berg of IBM, Michael Azoff, principal analyst at Ovum and Raghunath Raman of Kaiser Permanente.

    It was a lively discussion as we all had our own opinions on where DevOps may be headed and how this will impact how we do business. Unfortunately this panel was not video taped, so I cannot share it with you here. But I did get a chance to sit down and discuss this topic with three of the four panel members (I was not able to catch up with Gene as he was running right after our panel).

    So I wanted to share my discussions with each of the panelists with you. First is Raghunath Raman of Kaiser Permanente:

    Next up is Michael Azoff from Ovum. Also you may want to check  in a subsequent DevOps Chat I did with Michael a few weeks ago.

    Finally, last but certainly not least is IBM’s Dan Berg who I have had the pleasure of interviewing several times.  Dan’s interview was done a little later at the show, so is less focused on our panel subject. Our discussion on the panel comes in at about 2:58. Here is Dan’s interview:

    So what about the panel? Some of the highlights were that containers and microservices are going to become a major factor in development going forward. They won’t replace hypervisors totally, but they will become the defacto standard for building and deploying apps.

    Several of the panelists said they didn’t know if DevOps would be called out as DevOps anymore, it would just become the way things are done (something I very much agree with). Of course Gene was full of antidotal stories and studies of companies he has spoken with who are adopting DevOps. All in all the 45 minutes was way too short to dig in as much as one would like with four great panelists, but the standing room only crowd certainly got a lot to chew on.

  • IBM BlueMix OpenWhisk Takes Infrastructure Out of the Equation

    IBM BlueMix OpenWhisk Takes Infrastructure Out of the Equation

    Thousands of people descended upon Las Vegas last week for the annual IBM InterConnect conference, where IBM shares its vision with customers and developers and makes big announcements. One of the biggest things Big Blue unveiled was BlueMix OpenWhisk, an event-driven programming service designed for a serverless computing environment.

    OpenWhisk uses an event-driven model, automatically executing code in response to external events such as incoming sensor data or designated triggers. (Event-driven programming is also called serverless programming, because the events themselves more or less become the foundation on which the programming is built.)

    Al Hilwa, program director of Software Development Research for IDC, declared the BlueMix OpenWhisk announcement to be one of the most interesting revelations at the IBM InterConnect conference. “This is IBM’s play in the hot area of serverless back-end computing supporting an event-driven application model like AWS Lambda, Google Cloud Functions and technologies from players like iron.io,” he noted. “This is the new face of PaaS, where developers do not have to worry about infrastructure.”

    I recently wrote that advances in DevOps increasingly seem to marginalize the “Ops” part of the equation, essentially making it obsolete: I noted that what you’re left with essentially is developers with the processes and tools to automate the infrastructure back end. Technologies such as containers and services such as AWS Lambda simplify greatly the process of programmatically generating, modifying and maintaining the underlying infrastructure.

    As I summed up in that article, though, Ops won’t really go away. Advances in DevOps and technologies such as serverless computing simply free operations teams. They can spend less time putting out fires or maintaining mundane configurations and focus more on big-picture issues that improve performance and help the company innovate.

    OpenWhisk is evidence of that future. It has the potential to transform IT and accelerate DevOps even more. Developers can develop and deploy applications faster and more seamlessly without the need to worry about the servers or middleware traditionally required. OpenWhisk will handle the necessary code.

    IBM suggested developers can use OpenWhisk to create microservices-based applications, where each individual task or component is developed and maintained separately. Different teams can operate in parallel on their individual elements.

    OpenWhisk joins other serverless computing platforms including Amazon’s AWS Lambda and Google’s Google Cloud Functions. As Hilwa pointed out, there are also emerging players such as iron.io. The unique value that OpenWhisk brings to the table is that it is integrated with the BlueMix platform, which means developers have immediate access to all of the apps, analysis and services BlueMix has to offer.

    IBM will open source the codebase of OpenWhisk itself. That isn’t a surprise, since BlueMix itself is based on open source code and IBM is a major proponent and benefactor of open source projects. The true potential of a tool such as OpenWhisk can be realized more quickly with the community at large helping to evolve it, but IBM can continue to act as consultants and provide deeper services for customers to help them maximize the value of OpenWhisk.

  • Google Hangout: Innovate Like a Startup, Scale for the Enterprise

    Google Hangout: Innovate Like a Startup, Scale for the Enterprise

    It’s what keeps your CEO awake at night – your industry getting disrupted by a competitor you can’t see today. The winners are quick to adapt, fast to innovate. But how do you act like a startup – nimble, energetic and creative – at enterprise scale. DevOps, fused with open technologies, hybrid cloud and design thinking, can close the gap by helping build an enterprise competency for delivering continuous innovation.

    Join us as industry leaders describe how they’re transforming their organizations to win. An innovation culture that addresses multi-speed IT. Blow-your-ears-back improvements in cycle time, cost and quality. Experimentation, feedback loops and A/B testing. And deploying updates to production – tens of times a day. Don’t miss it!

    Date: Wednesday, February 10th, 2016

    Time: 1pm eastern standard time

    HANGOUT LINK:(NO REGISTRATION REQUIRED*) 

    *Google Hangouts are FREE.  To participate in a Google Hangouts LIVE,
    a Gmail or Google  Profile is required.
     

    Your Hostalan_new_head_shot

    Alan Shimel | Editor-in-Chief  | devopsy.kinsta.cloud,, An often-cited personality in the security and technology community and a sought-after speaker at industry and government events, Alan has helped build several successful technology companies by combining a strong business background with a deep knowledge of technology.

    Our Guests


    gene-kim-devopsdotcomGene Kim | Author, Researcher, Speaker, Director, DevOps Enthusiast

    Gene is a multiple-award-winning CTO, researcher and author. He was founder and CTO of Tripwire for 13 years. Gene is a huge fan of IT operations and how it can enable developers to maximize throughput of features from “code complete” to “in production,” without causing chaos and disruption to the IT environment. He is passionate about IT operations, security and compliance, and how IT organizations successfully transform from “good to great.”

    ldiaz

    Angel L. Diaz | Vice President, Cloud Architecture & Technology
    Dr. Angel Diaz is IBM’s VP of Cloud Technology & Architecture. Angel and his team are responsible for the technology, architecture and strategy behind IBM’s Hybrid, open and secure cloud – empowering our clients with a new way to work. When he’s not working to bring greater value to clients through a flexible and interoperable cloud, he’s IBM’s leader for open technology where he is spearheading an industry IT renaissance driven by open source code, community and culture. A master of the art-of-the-possible, Dr. Diaz has been the driving force behind many of the most important Cloud, Data and Mobile open technology industry movements – all focused on enabling innovation that is built on simple, practical solutions.

    Dave Lindquist (2)David Lindquist | IBM Fellow, Vice President of Development, Cloud DevOps Services
    Mr. Lindquist, an IBM Fellow and VP, is responsible for the development of IBM’s Cloud DevOps Services, including: UrbanCode, Bluemix DevOps and our Bluemix Garagre Method. Prior to this role, Dave was the CTO for the IBM Cloud & Smarter Infrastructure Division and the IBM Tivoli Division. In 2007, he was appointed an IBM Fellow, IBM’s highest technical honor for his innovation and industry leadership. He joined the IBM Software Group in the mid 90s, where he has focused on the research and delivery of emerging Internet technologies, including Cloud, SaaS, Web infrastructure, Mobile and Wireless technology. His research has led to 48 patents, recognition as an IBM Master Inventor and election into the IBM Academy of Technology.
  • Google Hangout:  DevOps for Multi-Speed IT

    Google Hangout: DevOps for Multi-Speed IT

    Whether you call it two-speed IT, bi-modal IT or variable-speed IT, it is a reality as teams, projects and divisions within organizations deliver business capabilities. These business capabilities are composed of services and applications that, when orchestrated, deliver business value to users. Lines of business that need these capabilities do not care how these individual services and applications are delivered—they want them to be high-quality, to attain maximum customer and business value, and to be delivered quickly. This panel will consist of experts from IBM and several of our clients. The panelists will discuss how they have adopted DevOps in a two-speed IT model: the challenges faced, successes achieved and lessons learned.

    Date: Wednesday, February 3rd, 2016

    Time: 4pm eastern standard time

    HANGOUT LINK:(NO REGISTRATION REQUIRED*) 

    *Google Hangouts are FREE.  To participate in a Google Hangouts LIVE,
    a Gmail or Google  Profile is required.
     

    Your Hostalan_new_head_shot

    Alan Shimel | Editor-in-Chief  | devopsy.kinsta.cloud,, An often-cited personality in the security and technology community and a sought-after speaker at industry and government events, Alan has helped build several successful technology companies by combining a strong business background with a deep knowledge of technology.

    Our Guests

    Carmen-DeArdo-sqCarmen DeArdo, Technology Director | Nationwide Insurance

    An ardent advocate of DevOps and a leading speaker in the DevOps and technology related events, Carmen is responsible for driving continuous delivery utilizing DevOps, Lean and Agile techniques across Mobile, Distributed and Mainframe and other technologies.

     

     

     

    Brad_Schick-_Outdoor_4x6-1Brad Schick, CTO/VP of Engineering | Skytap
    As Chief Technology Officer, Brad Schick leads Skytap’s overall architecture, technical direction, and IP strategy. Brad also ensures Skytap’s technology aligns with the company’s vision and key partnerships. As Vice President of Engineering, Brad runs Skytap’s engineering, quality assurance, and operations teams. Brad is a software industry veteran with proven team and corporate leadership skills. Most recently, Brad was founder at Wegos, Inc., an innovative gaming start-up. Prior to Wegos, he was the Vice President of Engineering at Vizrea, which was acquired by Microsoft in 2007. Earlier in his career, Brad worked at Microsoft Corporation, where he led development teams on Windows and Internet Explorer. Brad has also been an instructor at the University of Washington and has a passion for hands-on problem solving and programming at all levels. Brad holds a B.S.E. in Mechanical Engineering from Tufts University and was recently the winner of the Startup Technology Star award presented by Puget Sound Business Journal.

    sanjeev-sharmaSanjeev Sharma, IBM Distinguished Engineer| IBM
    Sanjeev is an IBM Distinguished Engineer, and the CTO for DevOps Technical Sales and Adoption at IBM, leading the DevOps practice across IBM. Over the past three years Sanjeev has become the client facing Technical Sales SME and Solution Architect for DevOps and is recognized as a Thought Leader for DevOps within IBM, with IBM’s customers and across the broader DevOps solution space. Sanjeev is responsible for leading the worldwide technical sales community for DevOps offerings across IBM’sa portfolio of tools and services. Sanjeev speaks regularly at conferences around the world, including IBM InterConnectr, IBM Innovate, IBM Pulse. IBM Impact and IBM Connect.
  • IBM’s Watson sits at the crossroads between DevOps and Big Data

    IBM’s Watson sits at the crossroads between DevOps and Big Data

    While attending IBM InterConnect in late February I had an opportunity to sit in on a press conference. The focus of the press conference was primarily around IBM’s efforts related to hybrid cloud solutions, but the thing that caught my attention was a little tidbit mentioned almost in passing about an innovative way students at the University of Texas Austin had applied the power of the Watson supercomputer.

    Robert LeBlanc, senior VP of IBM Cloud, and a handful of other executives shared IBM’s vision for hybrid cloud and big data analytics with the media. The press conference ranged from data sprawl, to data visibility, to security and performance. The group talked about a focus on developers and the importance of open standards and more.

    Then there was the bit about Watson and the University of Texas. For those who may not know, Watson is a cognitive computing system. It is a supercomputer with an artificial intelligence component that enables is to analyze massive volumes of data, understand complex queries posed in natural language, and respond with evidence-based answers. It learns as it goes.

    Watson University Competition

    IBM has enlisted the support of companies and organizations around the world to help develop new applications for Watson and push the envelope of its capabilities. One of the programs that helps drive innovation with Watson is the Watson University Competition.

    Students participating in IBM’s Watson University Competition were directed to identify and solve an industry-specific challenge using Watson. Students had to work as a team to identify and input relevant data into Watson in order to train the supercomputer to answer questions related to the issue being solved. The students must then develop an app and supporting business plan targeting their chosen industry.

    The UT Austin team won the competition with an app called CallScout. The purpose of the app is to help Texas residents find information about social services and programs in their local area. Many Texas residents depend on state resources for housing, healthcare, transportation and other vital functions, but wading through government websites and other information is confusing and makes it difficult for residents to find the information they need. The CallScout app integratesl hours of service, route and map information and other relevant data, and it can automatically deliver push notifications when important details change.

    “This is more than a school project for us – it’s about creating a sustainable business that addresses one of the key challenges we all face as Texas residents,” said Bri Connelly, team leader and undergraduate Computer Science student at the University of Texas at Austin. “The opportunity to directly impact citizens of our home state was a huge driving force in our work.”

    Watson depends on DevOps

    Watson is a powerful platform for analyzing and understanding information. More than any technology or platform that has preceded it, though, Watson also depends on constant evolution. IBM has embraced DevOps principles for developing and maintaining Watson out of necessity. Watson simply wouldn’t be possible and wouldn’t be able to keep up with the pace of ingesting and adapting to information using legacy development models.

    The IBM Watson team manages the rapid pace of change using DevOps principles, which are an extension of Agile development methods. Carl Kraenzel, an IBM distinguished engineer and director of the IBM Watson managed services group, explained that effectively maintaining Watson means adopting continuous delivery and continuous availability. “If you don’t approach it the right way, change is a cost driver. It will add cost instead of adding value. DevOps helps us achieve continuous delivery, and DevOps helps us deliver continuous value.”

    IBM is a resilient company. It doesn’t have the same dominant role in the tech industry that it once had, but it didn’t just sulk off into the sunset. IBM has adapted and evolved. IBM InterConnect was an excellent demonstration of the innovation and vision driving IBM right now—positioning IBM to play a significant role in the new cloud, mobile, DevOps future. Watson, and the work done by the UT Austin team and other students are perfect examples of what’s possible when DevOps principles and cutting edge technology are applied to help resolve the issues that face mankind.

  • Reverse Executive Sponsorship: Gaining grassroots DevOps momentum

    Reverse Executive Sponsorship: Gaining grassroots DevOps momentum

    As IT practitioners investigate the possibilities around DevOps and Agile transformations, one of the things they’re likely to hear over and over again is that these type of organizational tectonic shifts require executive sponsorship to truly succeed. But in the real world, garnering that support is hardly as easy as just picking up a phone and asking. Last week at IBM InterConnect in a panel featuring a number large enterprises, DevOps practitioners talked about the challenges of building DevOps momentum when the executives don’t initially buy into the prospect.

    “We’ve done this in three different organizations, and I’ve never had executive support—not until I’m considered ‘safe,’ and then they give it,” said Chris Nowak, senior vice president of DevOps for Bank of America. “We’ve done it grass roots every single time. You have to build your own legitimacy.”

    John Karnes at Silverpop shared a similar experience. Prior to the marketing firm’s acquisition by IBM, his team started its DevOps journey.

    “We had to build our own excitement our own momentum around what we were doing,” explained Karnes, who is director of production operations and performance engineering for Silverpop.

    As Nowack put it, DevOps people are internal salespeople and the product is faster delivery and more capacity for innovation. He believes that in order to sell the executives, technology departments need to collect metrics early and often.

    “You want to be able to prove what you’re doing, so from the beginning if you can baseline, get some metrics out there,” he says, explaining that his team was eventually able to show as much as ten-times operational speed as a result of its DevOps patterns.

    Karnes said that one of the keys to gaining momentum was communicating and playing up milestones throughout the organization. Being in the marketing world, one of biggest metrics for the business was uptime. Before its transformation, Silverpop was running three to four releases a year with about 8 hours of downtime each. Nowadays, that’s down to about 20 minutes of downtime per year. Through internal campaigning, he was able to show along the way what a difference DevOps was making for the business.

    “As we started getting releases more consistent, with fewer errors and faster, we’d have an internal email distribution list that we’d send out all of our release notifications to and I’d say ‘Hey we set a new record!’” he explained. “After about a year or so, we’d have executives come in and say, ‘Hey, how’s this release going to go? Are we going to break a new record?’”

    In addition, Valerie Scott, manager of application management services for HM Health Solutions added that gaining sponsorship required learning the language that appealed to executives.

    “”We were going through a transition in our company and we had new executives coming in and the old staff was used to us communicating with them at the technical level. I was getting nowhere and it was very frustrating,” she said. “Then I learned the word ‘investment.’”

    Meanwhile, Curtis Yanko, architecture manager for the DevOps Center of Excellence at Cigna explained that sometimes employees can be some of the best champions for DevOps to executives up the food chain.

    “We can talk about how much of our portfolio spend is being wasted and how much is being reclaimed into productivity versus rework or idle time—those are great conversations but I made  a promise to my senior leadership,” he said. “We do an annual internal survey with how happy you are at your job and I said ‘I am guaranteeing we will watch this going up.’”

    As he put it, individual people who once had seemingly unlovable positions—such as managing the ETL—were all of a sudden excited to be working at Cigna.

    “People like that go out and champion for me,” he said.

  • DevOps is Agile for the Rest of the Company

    DevOps is Agile for the Rest of the Company

    IBM held its InterConnect 2015 conference last week in Las Vegas. The event covered on a range of topics including hybrid cloud, mobile apps, and DevOps. One session I attended focused on Agile development and the parallels to DevOps were apparent.

    The session I attended at the Mandalay Bay Hotel was titled “How a Major Telco Improved Cycle Time and Business Results by Leveraging Agile”. Elliot Olschwang and Claudio Cozzi—both IBM employees—talked about helping a specific customer reach its goals by introducing Agile development principles. What struck me throughout the presentation were the many ways that the concepts the two talked about implementing at a developer level for this customer are very similar to the concepts companies must embrace on an organizational level to make the transition to DevOps.

    Rosalind Radcliffe actually deserves credit for pointing out the similarities to me. When I spoke to her a few weeks ago she told me that DevOps is just the Agile principle taken to the full enterprise. It provides a more comprehensive end-to-end perspective that enables enterprise-scale transformation.

    Agile development was an evolution from the Waterfall method. The Waterfall methods treats project analysis, design, coding and testing as separate and distinct phases that have to occur in order. There are many inherent problems with Waterfall, such as the fact that you don’t actually develop code until half way through the project. Testing would often be cut in the interest of time, and even if testing is done it’s actually too late. Any issues identified in testing mean you have to go back at least to the coding phase again—possibly back to design or even analysis.

    Agile removed the linear dependencies of Waterfall to enable development to occur more effectively and efficiently. Aside from imposing a more efficient workflow in general, Agile improves quality because testing occurs earlier in the process and more frequently throughout the process. Subsequently the risk to the project is reduced because there is continuous feedback that enables developers to adjust on the fly rather than having to go back to the proverbial drawing board at the end of the project lifecycle.

    DevOps is just a natural extension of Agile. It takes the guiding principles and best practices that Agile brought to developers and applies them on a much broader scale across the organization. As I pointed out in a previous article from IBM InterConnect, “Removing some of the friction between different groups and enabling the organization to function more effectively is one of the primary benefits of DevOps.”

    Part of DevOps is to streamline by automating those things that can be automated. Allowing tools to perform tasks so that other resources—namely the human beings—can provide greater value by performing less mundane work.

    The other part of DevOps, though, is a culture shift. It’s a change in the ruling philosophy of the organization that erases traditional barriers between departments and processes and enables everyone to function more efficiently without unnecessary overhead or “red tape”.

    That second part is where the principles of Agile development come into play. Implementing continuous monitoring for continuous feedback that leads to continuous improvement rather than staying mired in a linear flow that creates hurdles and roadblocks and results in resources sitting idle waiting for other teams to complete a task before the next task can begin.

    DevOps is hot now, but eventually it will mature and evolve into something else just like Agile has. It will be interesting to see in a few years how organizations that have embraced DevOps begin to take it to a whole new level.

  • IBM InterConnect: HM Health Solutions shows how continuous delivery helps cure healthcare IT headaches

    IBM InterConnect: HM Health Solutions shows how continuous delivery helps cure healthcare IT headaches

    As a spin off business unit of health insurer Highmark, HM Health Solutions is tasked with helping not only that insurer but also other third-party insurers across the industry to optimize systems that run core functions like benefits design, member enrollment, claims processing and customer service. And according to key members who opened up about the organization’s on-going DevOps transformation at IBM InterConnect this week, continuous delivery will increasingly play a role in HM Health’s ability to do that.

    Utilizing IBM Urbancode, the business has been able to improve the application delivery process by giving application teams more control over how they stand up new environments, better visibility into builds and deployment , and much speedier configuration management. As a result, not only are they able to deploy more quickly, they’re keeping their developers happier and better engaged, with a higher rate of productivity.

    “We save time and a good amount of it,” says Jim Neumyer, senior application developer for HM Health Solutions. “The (app) teams have the ability to look at their builds, configure their builds how they want to do it, strip down the builds with our standard templates and go very quickly from an SCM check-in to deploying in very few steps.”

    As he explained, the teams are able to stand up their own environments, they’re no longer hampered by lengthy approval processes. Streamlining of approvals was perhaps the biggest time saver, Christina Felts, team manager of open solutions engineering, explained that one team said they experienced a savings of an hour of deploy time per app—something that can add up on release nights dealing with dozens of applications.

    “One of our app teams was able to setup a new environment in less than one day, which previously we couldn’t do. So it could take a couple days before they got everything set up in that new environment,” Felts. “And it also eliminated the need for them to work with my team and put in a request and have to wait up to a couple days turnaround to get configurations done.”

    Additionally, Neumyer says they can also easily roll-back when necessary. Perhaps even more impactful, though, has been the visibility piece in overall enablement of developers, Neumyer said.

    “So the teams can check everything.  If they have an issue, if they don’t know what’s going on in their environment they can go out there and look.  It takes me out of the mix,” he said. “They can see it very clearly and easily and try it again.  And most of the issues can be resolved on their own.  And we can automate things a lot easier.”

    HM Health Solutions says this is only the start of their DevOps journey—as things stand, it’s still a waterfall development shop moving toward Agile—but the early successes have garnered more buy-in from across the organization. Neumyer recommended to colleagues in the audience to follow the baby-steps approach that has worked for his organization when it comes to getting started with continuous delivery.

    “The biggest takeaway for me is to take small bites,” he says. “Don’t shove the ice cream cone in your mouth all at one time.  When you take small bites you’re able to tweak things very quickly.”

  • Streamlining no matter how many speeds your IT operates at

    Streamlining no matter how many speeds your IT operates at

    IBM InterConnect 2015 took over the Mandalay Bay and MGM Grand conference centers this week with an estimated audience of more than 20,000 attendees. The event is filled with DevOps evangelists, hybrid cloud experts, and IBM customers converging to share information in presentations and panel discussions.

    On Monday I had an opportunity to attend one such panel discussion titled Mobile to Mainframe Experts: DevOps Best Practices for Systems of Engagement and Systems of Record. Yeah, the title doesn’t exactly “pop” but I didn’t let that dissuade me. The panel included a number of respected names in DevOps such as Carmen DeArdo from Nationwide Insurance, and Rosalind Radcliffe and Sanjeev Sharma from IBM.

    In spite of the title of the panel discussion most of the conversation revolved around the concept of two-speed IT. In any organization—no matter how streamlined—there are going to be different processes or teams that function at different speeds. Applying the Pareto Principle, even if the organization figured out a way to operate more efficiently there would still be 20 percent doing 80 percent of the work and 80 percent doing the other 20. It would just be a matter of degree.

    The problem is that if the speeds are too different problems arise. First, it’s just a waste of resources to have skilled workers sitting idle waiting for a different group or process to catch up. Second, those workers will often get antsy and go rogue—writing code and introducing features that weren’t part of the initial requirements and aren’t part of the planned testing. Now you’re just adding chaos that disrupts the workflow even further.

    According to the esteemed panel the goal is to find ways for those processes and teams to function at their own pace without it impeding the overall efficiency —hence two-speed IT. Rather than trying to force a square peg into a round hole, or getting frustrated that the square peg can’t just be round in the first place, you have to find ways to maximize efficiency with the teams and processes you have.

    Carmen DeArdo from Nationwide Insurance applies another term as well: variable-speed DevOps. In essence two-speed IT frames the challenge, and variable-speed DevOps is the set of processes and tools organizations can utilize to address the challenge. Removing some of the friction between different groups and enabling the organization to function more effectively is one of the primary benefits of DevOps.

    When I spoke to Rosalind a couple weeks ago she stressed repeatedly that the foundation of effective DevOps is breaking down silos and finding common ground. That doesn’t mean all the teams have to be restructured under one organizational unit, or even that everyone has to adopt the exact same tools and processes. It means figuring out how they’re different and how they’re alike, and determining ways to make the most effective use of the common ground where their similarities overlap. It provides a starting point to get the ball rolling, and then things can mature and evolve from there.

    In the session at IBM InterConnect Rosalind agreed that variable-speed DevOps is a great approach, but cautioned attendees regarding how it’s used. She told the audience that variable-speed IT should be driven by business needs, not by tools or processes. In other words, you have to stay focused on the business requirements and the need to achieve business goals and then find ways to do that. You can’t try to shrink or adapt the business requirements and goals to fit the processes and tools you already have.

    DevOps tools and processes can—and in most cases should—speed processes and teams up. One of the hallmarks of DevOps is speed. Even as organizations embrace DevOps and introduce more automation, there will still be different teams and processes functioning at different speeds—and a need to implement variable-speed DevOps to enable those different speeds to exist in harmony.

  • Donnie Berkholz on IoT and the Modern Developer

    Donnie Berkholz on IoT and the Modern Developer

    It’s been nearly four years since Marc Andreessen wrote his famous column Why software is eating the world. It’s proven to be incredibly prescient. While software and the Internet has removed many market frictions from many businesses, software is now just starting to “eat” the physical world as adoption of the so-called Internet of Things accelerates.

    Before his talk, IoT and the Modern Developer, at IBM InterConnect, we caught up with RedMonk senior analyst Donnie Berkholz to discuss how software is in fact now eating the physical world and how the Internet of Things is now more accessible than ever before, and like the description of Berkholz’s talk says, “We live in a world of glue code, where open building blocks are available to Developers to snap together the pieces of the next big thing.”

     

    devopsy.kinsta.cloud: Thanks for taking the time Donnie. Can you tell us a bit about your talk, IoT and the Modern Developer?

    Berkholz: The idea is that IoT has been really hard to work with for a long time because a lot of it has required working with the Arduino tool set, for example, which is a lot of C++ and a lot of developers these days aren’t very interested in working in low level languages anymore. A lot of them want to work in Python or maybe Go or Node, or some form of JavaScript. The challenge for a lot of these embedded devices has been that they’re just really inaccessible to the way people want to write software these days both from a perspective of languages, but also toolsets. For instance, the library support just is not great.

    It all kind of ties together into the same idea of IoT hadn’t taken off for a long time. Not from a developer perspective. Independent developers weren’t doing a lot of playing with, largely because it was a pain in the ass to work with. Whereas more recently we’ve seen stuff coming out like the Raspberry Pi, and the BeagleBone. The Espruino is a really good example and as is the Tessel of this new generation of IoT that is easy to work with and is super affordable, and you’re working with it, in most cases, in Node. Every one of those more current boards supports running Node on the embedded board itself which is a huge change.

    The old point of view used to be having JavaScript on the server and there was a central server that was dealing with all this stuff. But the new perspective is that all these embedded boards are powerful enough that you can actually run JavaScript on every single one. There’s never a point at which you have to interface down to some low level language that you’re not interested in working on.

    That’s basically the point of the talk and it obviously goes into a lot more detail with lots and lots of examples of what’s happening, how the trends have changed over time.

     

    devopsy.kinsta.cloud: That is very interesting, do you know of real-world examples?

    Berkholz: One that I particularly enjoyed is the Internet of toilets. There’s a good company called Hagleitner. They are doing smart restrooms. Big data with washrooms is how they frame it. They’ve Raspberry Pis sitting in these washrooms running, it was at an F50 conference, they’re running SQL Anywhere and integrating with the HANA Cloud platform. And they’ve all the kinds of instrumented paper towel dispensers and that sort of thing so that they can get on-demand maintenance instead of just basically pulling-based maintenance. Obviously it’s the way we want to write software. It’s the same way. It would be great if we could do that in the real world.

     

    devopsy.kinsta.cloud: Where do you think IoT is heading in the next years ahead?

    Berkholz: We’ve run a show called IoT at Scale. We ran one last fall. We’re going to run another one early summer in Europe. The last one was in Palo Alto and the basic premise is that the IoT that’s real today, the IoT that’s easily commercializable today is industrial IoT. With enterprises, all you have to do is show that there’s ROI there. You have to show that if they invest in this instrumentation, they’re going to save money. They’re going to lower risks.

    Whereas with consumer IoT, it’s basically a guessing game. You’re gambling every time you do and sometimes you win, but a lot of times you lose. And so the talk runs through all kinds of examples of what’s going on with industrial IoT and in retail, in construction, in smart buildings, in connected cars, fleets of trucks, all sorts of different things like this. In every one of those cases, it’s a commercial business that’s making money right now and keeping companies alive.

     

    devopsy.kinsta.cloud: That is great to see. Going back 13 years or so at InformationWeek, we actually had a beat called Telematics and it was about covering all of that. It was mostly transportation, but it was so far ahead of the time that we couldn’t find real use cases so we shut it down.

    Berkholz: Exactly. That’s the thing that we’ve been waiting for is all the vendors have been suggesting use cases for years and they think wouldn’t it be cool if somebody did this? That would be awesome, right? But they could never come up with any customers and I think that’s the big change is a lot of these examples are actually customers that have developed their own solutions using vendor products as part of them. GE is a reasonable example. They built their own software stack for IoT and they hit a billion dollars in revenue last year. If that’s not a proof point, I don’t know what is.

     

    devopsy.kinsta.cloud: That’s a great proof point. How do you see this affecting the work load of operations and developer teams? Are they going to have to manage an IT layer of physical devices?

    Berkholz: Yes. It’s definitely going to require extending the DevOps ideas of collaboration to field teams as well, to utility workers and that sort of thing that are out there actually maintaining smart meters. The equivalent of your rackers and stackers in the data center are these field techs who may not be well educated in the technology at all, but still have to understand enough to maintain the hardware on premise and to manage to do software updates. I think that’s one of the critical aspects and certainly one that probably resonates with you from a security perspective is all these embedded devices get sold and then either they’re never updated even though they’re connected or they’re updatable.

     

    devopsy.kinsta.cloud: That’s exactly right. A lot of it feels like it’s 1999 and the Web all over again.

    Berkholz: Yes, exactly. The Internet was not architected with the idea of hackers in mind. We should learn from that lesson as we’re building up the IoT and as we’re creating and experimenting with protocols so that we can make sure we architect in security from the ground up instead of doing the same thing all over again.

     

    devopsy.kinsta.cloud: What are the challenges in working with IoT management teams and building efficient Ops in this environment?

    Berkholz: Yes, I think it’s going to be a very different model. We’re going to have to take a step back in a lot of these cases because on the tech side of things we’re moving forward into more and more technological methods of collaboration, using more and more virtual, using tools like Slack or HipChat or others and relying on that to work together whereas a lot of these people are not at all comfortable with that. In many cases, they may not even use email. I live in Minnesota which is not exactly a software hub, as you, and I’m sure you know many people who may not own computers.

    I think a lot of it is going to have to rely on having field teams out there with much smarter devices themselves that are a step up from the deployed IoT stuff. Like the ruggedized laptops and PDAs that they’re carrying around. So there’s going to have to be a lot of intelligence on there that can cope with what’s happening out in the field and on the back end it’s obviously going to require very scalable and intelligent software to figure out what’s going on out there in the field.

    Techs need to know if alerts require action be taken, or if everything is all good. Because if I can’t figure out if I have to take action until later, that’s going to cost the company money to send somebody back there in person.

     

    devopsy.kinsta.cloud: That brings up a great point. Mistakes here could be potentially expensive, potentially much more expensive than software mistakes because you’re talking about physical devices. Errors in planning or design can be monumental.

    Berkholz: It absolutely increases the risk profile. It’s the same thing that software on things like space shuttles, satellites, airplanes have had to cope with for years and years and years. That’s why in a lot of cases they have to use specialized software development techniques and languages, like Ada is a particularly popular one, to basically prove that they’re going to be reliable, to prove that the architecture is solid, which interestingly is the same kind of approaches that Amazon is taking with building its cloud. I don’t know if you’ve looked into what they’re doing with TLA+?

    They’re proving that their architecture works from a mathematical perspective. I think that’s the same approach that’s going to have to happen with IoT is we’re going to have to do a lot better job of building automated testing and of being able to rapidly roll back and roll forward and of using much more strongly protected languages and testing tools.

     

    devopsy.kinsta.cloud: What things should developers who are looking at IoT for the first time now, as a potential platform to develop upon, be looking at or self-teaching themselves?

    Berkholz: I think for now, for the time being, the answer is the way we start a conversation which is picking up cheap embedded devices like BeagleBoards or Raspberry Pis and putting Node on them and playing with Node.

    That seems, to me, to be the place to be with the Internet of Things right now. Come up with a project that sounds interesting and do it.