Tag: IT operations

  • How IT Engineers Can Learn DataOps

    How IT Engineers Can Learn DataOps

    To seasoned IT engineers, DataOps may not sound very difficult. After all, if you work in IT, you know all about managing databases, provisioning data storage, moving data around and so on. How hard could DataOps be, really?

    The answer is, “Harder than you might think.” Even if you work frequently with data in the context of ITOps, DataOps probably requires you to learn some new skills.

    Those skills are not impossibly hard to master; any competent IT engineer can learn to do DataOps. But it requires learning some new tricks and—most important—some new ways of thinking about data and how it is processed and managed.

    What is DataOps?

    For the purposes of this article, DataOps refers to data operations in general. It encompasses all the processes an organization must perform to make use of data—from collecting and storing data to managing and transforming it, to analyzing and archiving it, to optimizing the performance of the data that drives applications.

    ITOps and Data

    ITOps engineers certainly interact with data on a regular basis. However, the type of data-related work they do is limited to specific types of tasks, such as the following:

    • Setting up and managing databases.
    • Provisioning data storage infrastructure.
    • Load-balancing and monitoring data transfers over the network.
    • Configuring access control policies for data.
    • Managing data backup and recovery routines.
    • Managing and aggregating log files.

    ITOps might occasionally do other things with data, too; the above is not an exhaustive list. But in general, the work that ITOps does in relation to data falls short of the broader set of tasks that DataOps entails. ITOps does not typically play a major role in work-related data analysis, data transformation, data quality control or data monitoring and optimization.

    Extending IT Skill Sets for DataOps

    We live in a world where data is becoming increasingly more important to running businesses and applications. Making sense of data is critical for making informed business decisions. At the same time, data is critical for powering applications that rely on machine learning and artificial intelligence. More generally, it’s essential for monitoring and managing application environments.

    That is why it is more important than ever for ITOps engineers to extend their work into the realm of DataOps.

    As noted above, although making that jump requires gaining skills that IT engineers don’t typically use in their IT work, it’s not as hard as you might think. Consider the following strategies for helping to extend ITOps skills into DataOps work.

    Think in Terms of Data Performance, Not Just Data Availability

    ITOps engineers are used to making sure that data remains available. They troubleshoot disk failures, network connection failures and other issues that could make data unavailable.

    It’s easy to extend these skills into DataOps if IT engineers focus not just on data availability, but also on data performance more broadly. Instead of thinking just in terms of whether data can be accessed as intended, think about whether data can be accessed quickly enough, whether it meets data quality requirements and if there are any bottlenecks that threaten the ability of data to do its job.

    Systematize Data Operations

    Because managing data is not IT engineers’ main job, it’s easy for them to think of data-related tasks as one-off or ad hoc requirements. They might check databases for corruption only when an issue arises, or wait until a storage system starts running out of space to think about how to optimize it.

    DataOps requires a more systematic and consistent approach to data management. Data performance optimization and management should be performed continuously, as part of the daily work that IT engineers do to support application delivery in general.

    Optimize Infrastructure for Data Operations

    When it comes to planning and setting up infrastructure, IT engineers usually hold the keys to the kingdom. They decide which infrastructure to stand up and how to architect it.

    Traditionally, data operations were not a primary consideration when planning new infrastructure or optimizing existing infrastructure; instead, the focus was on application deployment. But by making data operations a key focus as well, IT engineers can ensure that the infrastructure they control is ideally suited to meet their company’s data operations needs, too.

    Make Data Monitoring a Part of APM

    IT engineers usually own application performance management, or APM. But traditionally, their focus on APM workflows is about optimizing the performance of software, not the data that software depends on.

    Given the inseparability of application performance from data performance today, that approach no longer works. Consequently, IT engineers need to think about data performance management as an integral part of APM. In addition to identifying software and infrastructure problems, their APM tools and workflows should alert them to data quality and performance issues.

    Conclusion

    ITOps and DataOps are distinct disciplines, but they increasingly depend on each other. For that reason, it’s important for IT engineers in many cases to extend their skill sets beyond traditional ITOps and contribute to data operations, too.

    Fortunately, doing so doesn’t require going back to school for a degree in data engineering. In many ways, IT engineers already have the foundational skills for data operations. They simply need to extend their thinking and toolsets to support data operations.

    This sponsored article was written on behalf of Unravel.

    — Chris Riley

  • How Systemic Approaches to ITOps Impact the Business Culture

    How Systemic Approaches to ITOps Impact the Business Culture

    We are at an inflection point in the rise of big data. Enterprise IT infrastructure is producing data at a scale like the world has never seen before. IT operations (ITOps) management has accelerated past the notion of data storage and processing (vis a vis the Hadoop model) and into the world of analytics-as-a-service. We now need systems to drive insights and manage change on-demand. In fact, we need a new operating model for IT in the face of these new effects.

    Can a New System Save Us?

    The key to transforming into a responsive, data-driven enterprise—while avoiding a flood of unnecessary processes and over-staffing—is to adapt automation to intelligently consolidate information flows. At the same time, the dynamic nature of today’s IT environment requires IT teams to become literate in a completely new approach to technology, one that spans all functions of the business. Consequently, risks that previously stayed inside organizational units now leak across domains, influencing decision-making for the entire company. These factors will try to pull the organization in multiple directions at once; only a unified data management system with the intelligence to extract operational insights can drive positive business change.

    Culture Has Got to Change, Too

    Agile processes such as DevOps and AIOps offer mechanisms to control the flow of data and turn it into actionable results. For example, continuous application development and deployment gathers data about functional use, user sentiment, efficiency and various other metrics to inform the overall process and improve the product. Such rapid dev cycles let organizations identify and fix issues more quickly and with fewer resources, ultimately delivering greater business value.

    The resulting streamlined collaboration among IT, development and customer teams improves capabilities but also introduces dependencies that must be managed effectively. It changes the culture to adapt to the system, and thereby, the system of service delivery will fundamentally affect how organizations are structured, built and run. Eventually, there will be increased digitization of every human process, and that means human impact slowly will be replaced by AI impact. This doesn’t mean that machines are coming to take our jobs; instead, it means the modern enterprise IT organization must address a new future. How will it look?

    Retraining and Reskilling Is a Fact of Life: In a world of dynamic IT, requirements are no longer static, and teams need to be prepared. Organizational units must be able to work in different ways with new technology, with new skills that include robotic emotional intelligence, cloud-native literacy and infinite adaptability.

    System operators become stewards of the business because system operations directly impact business outcomes. It won’t be enough for workers to merely deploy, configure and manage IT while isolated from the goals of the company, because those goals are inextricably linked to how objectives are achieved through innovation. Employees will need to develop new skills for functioning in a dynamic system. Training staff in agile methodologies, service-oriented software design and six sigma-style approaches for process improvement will become critical for success.

    Automation Is Everything: Automation by policy won’t be enough; even runbooks will become obsolete. Data and results are always changing, so simple automation will not drive meaningful change. AI can be used to drive automation policies and frameworks, with the potential to reduce errors and integrate disparate systems, which previously required multiple points of oversight.

    The trend toward using AI for data understanding is driving intelligent services into other parts of the business, as well. Rather than just for correlating system and operational data, AI is being adapted to business process optimization. Moving forward, IT operations can begin to run themselves, led by deep data analytics. Alerting and response processes automatically will use their own feedback to update the system’s intelligence, identify emergent trends and take actions to deliver improved operational results.

    Risk Becomes Universal: Increasing connectivity and generalized frameworks (such as DevOps and site reliability engineering) mean that risk is no longer siloed to one department or function. It’s spread everywhere, and cascading effects become commonplace.

    In general, successful engineering outcomes rely on coordinated processes and policies that dictate operational needs, even after deployment. Introducing connectivity between formerly disparate systems can create instability that potentially affects operations in other unintended areas. Thus, broad risks arise if different systems can’t interoperate once unified into a single IT ecosystem. Addressing requirements under a generalized framework helps prevent gaps between application implementations.

    The System Drags the Company Forward: Insights-driven action will transform digital business well in advance of executive priorities. Change will happen before anyone is ready. Indeed, with so much complexity, so many tools and processes and so many competing business demands, IT changes now impact culture in entirely new ways.

    Business impacts will come from system intelligence rather than manual processes. Efficiency in operations management is derived from the entire system, including the people themselves. What was previously the IT culture is rapidly being replaced with a combination of self-adapting processes and workers who focus more on value than on plumbing.

    Transforming the enterprise from silos into integrated platforms will propel the business forward. The resulting system will also drive cultural change at an accelerated rate, perhaps faster than the worker community is prepared to accept, but informed by real data instead of executive intuition.

    — Bhanu Singh

  • GitLab Expands Scope of DevOps Ambitions

    GitLab Expands Scope of DevOps Ambitions

    GitLab, with the release of its 12.0 update, is extending the reach of its namesake continuous integration/continuous delivery (CI/CD) platform to include both cybersecurity professionals and traditional IT operations staff.

    John Jeremiah, senior product marketing manager at GitLab, said the goal is to provide organizations with a single CI/CD platform that unifies the management of everything from source code to best DevSecOps processes.

    To address that latter requirement, GitLab 12.0 adds a dashboard designed specifically for security personnel along with the ability for cybersecurity teams to approve merge requests and automatically apply patches for vulnerabilities detected. Those capabilities complement existing support for scanning and secrets detection.

    New capabilities embedded in the platform for IT Operations professionals include an operations dashboard and an embedded incident management capability that makes it easier to create a coordinated response to a specific event.

    GitLab 12.0 also adds support for feature flags to better manage the application delivery process, along with a platform-as-a-service (PaaS) environment to provision and maintain the infrastructure needed for developing and launching an application.

    Jeremiah said the new and existing capabilities in GitLab will make it possible for organizations to unify their DevOps tool chains in a way that also enables IT operations teams and cybersecurity professionals to be included in the process.
    At the same time, GitLab is making DevOps more accessible by eliminating many of the silos between various tools that have emerged over the years, including, for example, built-in support for feature flagging versus requiring organizations to acquire and maintain a separate tool, he noted.

    Because those capabilities are embedded in the platform, organizations will be able to make the cultural shift required to adopt DevOps more easily, he added. IT teams don’t always know what other tools they will need as their DevOps skills mature. With all the tools embedded in GitLab readily available, it becomes easier for organizations to expand their DevOps processes as the organization starts to implement more sophisticated processes, Jeremiah said.

    That approach is starting to resonate with the 100,000-plus developers actively using the GitLab platform and more than 2,000 contributors actively contributing code to the underlying open source platform, he added. GitLab in March saw its millionth merge request.

    It’s too early to tell how broadly any CI/CD platform might be able to consolidate the DevOps toolchain. Developers are notorious for adopting new tools as they see fit. Internal IT teams, of course, are not always excited to be asked to support yet another tool. The right level of balance between ultimate flexibility and the need for a standard set of processes that can be implemented across multiple application development teams must be determined by each organization.

    In the meantime, DevOps processes are starting to expand beyond traditional development team to now include IT operations staff and cybersecurity personnel. The challenge now that they’ve been invited to the proverbial DevOps party is making them feel welcome and appreciated.

    — Mike Vizard

  • Moogsoft Advances AIOps Workflow

    Moogsoft Advances AIOps Workflow

    Moogsoft is moving to make it easier to create custom workflows around its AIOps platform while expanding the number of integrations provided to include connectors to New Relic Insights, Microsoft Teams and proxy support for polling integrations with IT platforms Zenoss, Zabbix, vCenter, vSphere, Solarwinds, Spectrum and SevOne.

    Gabe Coelho-Kostolny, senior product management and product marketing leader at Moogsoft, said a Workflow Engine that has been added to version 7.2 of the Moogsoft AIOps platform makes it possible to trigger actions such as notifications, ticket creation and other automated tasks within Moogsoft and external systems. Those actions can be employed within incident management workflows ad other automated remediation tools, he said.

    Moogsoft has also added tools that make it possible to visualize alert clustering algorithms in real time and, if needed, fine-tune them. That capability is intended to provide IT operations teams with more confidence in the recommendations being generated by the AIOps platform, Coelho-Kostolny said.

    Finally, Moogsoft is making available an analytics dashboard dubbed Individual Statistics, which enables managers to drill down from the team level to better understand the workload and key performance indicators of each team member.

    Coelho-Kostolny noted there is already a high correlation between organizations that have adopted best DevOps practices and those moving to implement AIOps. The complexity of many DevOps environments is in many cases forcing the AIOps issue because all the alerts being generated creates a level of fatigue among human IT administrators that results in them not being able to keep pace with the overall rate of change, he said. The concern now is no longer so much whether human IT administrators will be replaced by artificial intelligence (AI) as much as it is enabling IT teams to stay on top of all the tasks required. The opportunity now, he said, is to make it easier for organizations that have embraced DevOps to also customize the AIOps platform.

    Of course, AIOps platforms presuppose that IT organizations have access to massive amounts of accurate data about the IT environment. Collecting that data often winds up being a bigger challenge than most organizations appreciate. In general, Coelho-Kostolny said it’s clear AIOps platform adoption is reaching a tipping point in the enterprise. Organizations, however, need to be careful distinguishing between what is truly artificial intelligence and what may be simply a rules-based engine that has been added to an existing IT service management (ITSM) platform, Coelho-Kostolny said.

    Regardless of the AI path chosen, the ongoing shortage of IT expertise with critical skills means organizations will continue to experiment with AI. The real issue is determining to what degree of confidence IT teams will have in those AI platforms. After all, if the assumptions an AI system is relying on to make a recommendation prove faulty, the potential for harm tends to be a lot greater than any mistake a single human IT administrator might ever make on their own.

    — Mike Vizard

  • Pulumi Advances DevOps on AWS

    Pulumi Advances DevOps on AWS

    Pulumi announced the availability of Pulumi Crosswalk for Amazon Web Services (AWS), an open source framework for deploying applications on Amazon Web Services (AWS).

    Company CEO Joe Duffy said Pulumi Crosswalk for AWS provides a software-as-a-service (SaaS) application through which DevOps teams can automate the deployment of applications on AWS infrastructure using software development kits (SDKs) from Pulumi. The SDKs are based on programming tools such as JavaScript, Python, TypeScript and Go, which most developers already know how to use. That approach eliminates the need for DevOps teams to learn how to employ YAML files or to acquire tools such as CloudFormation or Terraform to deploy applications on AWS, he said.

    Pulumi Crosswalk for AWS also embeds the best DevOps processes recommended by AWS directly within its SaaS tools, including patterns for containers and serverless computing frameworks, Duffy noted.

    Pulumi Crosswalk for AWS is available on GitHub. It is designed to be integrated with existing Team and Enterprise Editions of Crosswalk that come with support and training provided by Pulumi.

    In addition to AWS, Pulumi Crosswalk supports other cloud platforms, including Microsoft Azure and Google Cloud Platform (GCP). The company also plans to provide support for private clouds and leverage Kubernetes clusters to automate deployments across hybrid cloud computing environments.

    Duffy noted that despite all the enthusiasm for DevOps, many IT operations teams have been left behind. While much time and effort has been put into unifying backend cloud services, the operational experience in the cloud still revolves around low-level application programming interfaces (APIs) or specialized tools that are challenging for IT operations teams to employ. That situation often creates a backlog of applications for IT operations to deploy. Crosswalk enables IT operations teams to leverage the skills developers have to deploy applications they approve on AWS, he said.

    As cloud computing evolves in the age of DevOps, the relationship between developers and the IT operations team is becoming more nuanced. IT operations teams still need to put guardrails in place, but they can’t afford to be perceived as a bottleneck slowing down the rate at which applications can be deployed in the cloud. The challenge IT operations teams must overcome is finding a way to enable developers to self-service their application deployment requirements as much as possible within a set of policy guidelines defined by the internal IT team. That approach will enable developers and IT operations teams to get out of each other’s way.

    It may be a while before IT operations and developers find the right DevOps balance that best suits their organizations. Individual teams within enterprises tend to define their own best practices based on the expertise available within the team. Ideally, those best practices are then shared and implemented as appropriate across the rest of the enterprise.

    In the meantime, it will be interesting to see how aggressively cloud service providers embrace tools such as those from Pulumi. Cloud service providers have a vested interest in getting as many workloads deployed in their clouds as quickly as possible. They tend to be a little less enthusiastic about anything that makes it easier to move those workloads anytime a DevOps team sees fit.

    — Mike Vizard

  • DevOps: What Do Governments Need to Know?

    DevOps: What Do Governments Need to Know?

    How the government can successfully implement and enforce DevOps practices

    The speed at which technology is being produced it outstripping the pace at which better development tools are being introduced, which makes secure development even more challenging. Unfortunately, the negligence of organizations and authorities is intensifying the issue.

    For this reason, organizations are adopting DevOps. for the betterment of technology. This way technology will be not only safe but also exciting to use.

    The term DevOps is derived from software development (Dev) and information technology operations (Ops), combined to create better results when separate groups work together as one team.

    What Can DevOps Do?

    DevOps has to manage the IT infrastructure as per the necessity of the recommended software code that is dedicated in a composite multi-tenant environment. There is a requirement to have the resources for provisioning, to get the suitable deployment model and also to authorize and monitor the performance.

    When DevOps is discussed, there is a requirement to have constant and incremental adjustments in the code versions so regular testing and deployment are possible. It might not always be feasible for DevOps to do coding from scratch, but they still must understand it.

    DevOps needs to connect several elements of coding and desegregate various segments of SQL data management or messaging tools to release the working software, with operating order and production infrastructure. It could be both the developers who started into operations and the system administrators who started into the coding domain. Either way, there is a cross-connection work function that is seeing a massive upside in the style of software that is produced and used in mission-critical applications.

    How Can DevOps Be Enforced Successfully?

    Now that we have discussed what DevOps do, it’s time to learn the ways in which organizations enforce DevOps successfully.

    Higher Authority

    It is essential that we refer to higher authorities. By getting support from the top authorities, we can easily manage the work of DevOps.

    “DevOps is fundamentally a reorganization.”

    –Adrian Cockroft, lead architect, Netflix

    Altering any management organization, with its deeply rooted techniques of functioning and complicated network of employees and suppliers, is a challenging job. So, solid backing at the beginning is as crucial as having employees. You cannot start a new technique without employee support; in the same way, you cannot begin a new plan without any support from authorities. You need someone from the top to monitor the work and provide feedback.

    Blameless Postmortem

    Adopting DevOps also requires every member of the team be comfortable in their learning. Hence, the blameless postmortem, which eliminates finger-pointing when things go wrong—highly recommended for DevOps beginners. Blameless postmortems are even required by some government offices.

    Blameless postmortems organize a cross-section of those invested in the project to evaluate why certain outcomes occurred. The postmortems include an examination of the situation and ways to resolve them through various procedures or technology variations. They are an excellent method to initiate constant development.

    Increase DevOps Engineers

    Another effective way of expanding DevOps and enforcing it in the government is through hiring DevOps engineers. A DevOps engineer is the individual responsible for all the steps during the process of DevOps, and are responsible for bringing both organizations together to work as a team. There are not enough DevOps engineers today and the workload is much more than they can handle.

    Start Small and Scale Up

    Whenever you start something new, start on a smaller scale. Whether you’re working on a business plan or testing a new recipe, you should always start small and work your way up.

    In the same vein, it is important to start small when implementing DevOps. Rather than go all-in at once, create a group of people who will work together as a team. If the results are good enough, then expand your implementations to a wider audience.

    Eliminate Restrictions

    Last but not least, it is essential to remove all the constraints involved. Eliminate any limitation that may occur during DevOps enforcement. Limitations could vary from generating new constructions or applying code variations to assimilating data foundations. If the constraints are not removed from the beginning, it may cause problems afterward.

    Conclusion

    With the expansion of equipment and expertise, new practices are introduced in the government. If applied properly, these practices could generate pleasant outcomes. DevOps, which brings together two forces for effective results, is one such practice.

    — Zehra Ali

  • With RHEL 8, Red Hat Adds More Automation to IT Ops

    With RHEL 8, Red Hat Adds More Automation to IT Ops

    At the Red Hat Summit 2019 conference, Red Hat today announced the general availability of Red Hat Enterprise Linux (RHEL) 8, which includes among other things a Smart Management add-on designed to make it easier to manage RHEL 8 across hybrid cloud computing environments.

    In addition, RHEL 8 includes Application Streams, a set of utilities for updating languages, frameworks and developer tools without impacting the core resources, as well as updating RHEL 7 to RHEL 8 in place.

    RHEL 8 also adds Red Hat Enterprise Linux System Roles, which provides modules to automate complex tasks using the Ansible automation framework along with support for the Red Hat container toolkit and the general availability of the Red Hat Universal Base Image, a userspace image derived from RHEL that makes it easier to build Linux containers certified to run on RHEL.

    Red Hat also revealed that Red Hat Insights, a set of predictive analytics tools, will be included with the RHEL 8 subscription and that RHEL 8 supports both the OpenSSL 1.1.1 and TLS 1.3 cryptographic standards.

    Gunnar Hellekson, director for product management for Red Hat, said Red Hat is focusing on automating as many tasks as possible as part of an effort to make the life of IT operations teams simpler. As part of that effort, Hellekson said Red Hat is moving to lower the barrier to becoming a RHEL administrator by abstracting away many of the complexities historically associated with trying to manage Linux environments using a command line interface (CLI). Much of that focus will manifest themselves via ongoing enhancements to the Compose and Cockpit tools Red Hat provides for deploying and managing instances of RHEL, said Hellekson.

    Red Hat is making it clear it wants to make RHEL much more accessible to a larger number of IT administrators, especially those that historically have favored a more graphical approach to managing operating system environments. At the same time, however, Red Hat is infusing more automation into RHEL 8 as part of an effort to make it easier to manage deployments at scale. That latter capability is crucial for DevOps teams that, for example, need to be able to update a development environment without waiting for an IT operations team to reconfigure and reboot an operating system. Via add-ons to the core RHEL platform, Red Hat is now starting to expand those automation capabilities across both on-premises and public cloud computing environments.

    It’s unclear going forward how many instances of RHEL any one IT administrator might be able to manage on their own. Trying to determine that number might not even be worth the effort because advances in automation are now coming so rapidly that trying to determine that right number of IT administrators per environment is not possible to determine consistently. Instead, IT organizations should just assume that, thanks to automation enabled by machine learning algorithms and predictive analytics, the operating system environment is now flexible enough to scale up and down as needed.

    — Mike Vizard

  • IT Operations: PagerDuty Unveils Hybrid ITSM Platform

    IT Operations: PagerDuty Unveils Hybrid ITSM Platform

    PagerDuty today unveiled a framework intended to make it possible for organizations to bridge multiple styles of IT service management (ITSM) methodologies for IT operations.

    Rachel Obstler, vice president of product for PagerDuty, said PagerDuty Solution for HybridOps provides a comprehensive incident management framework capable of spanning both ITIL and DevOps processes for IT operations.

    PagerDuty Solution for HybridOps combines existing and new product capabilities such as Event Intelligence and Modern Incident Response with machine learning algorithms and bi-directional integrations the company has developed between its incident management software and more than 300 third-party products.

    Those capabilities make it possible to facilitate real-time communications between platforms that tend to be favored by IT shops relying mainly on ITIL processes, such as ServiceNow, and DevOps teams that rely on Slack to communicate with one another, Obstler said.

    IT Operations: PagerDuty Unveils Hybrid ITSM Platform

    Rather than forcing an entire IT organization to transition to single framework for IT operations, PagerDuty Solution for HybridOps allows organizations to selectively apply each model where and when they best see fit, she said.

    The latest version of the ITIL framework goes a long way toward injecting some flexibility into what historically has been viewed as a rigid approach to managing IT. The ITIL framework is still a long way from being as agile as the various forms of DevOps that many organizations have adopted over the last several years to accelerate application development and deployment.

    Obstler said PagerDuty is moving to bridge that divide by leveraging machine learning algorithms to group all the various alerts generated by all the tools in an IT environment. That capability not only reduces the amount of alert fatigue any IT operations group is likely to suffer, but it also makes it easier to identify the root cause of any IT incident, she noted.

    One of the primary reasons DevOps has been adopted evenly in the enterprise is that IT operations teams are expected to be able to programmatically adapt IT infrastructure to meet the demands of developers. The number of IT operations that have those skills, however, is limited. In theory, IT operations teams without programming skills could rely on automated frameworks to achieve that goal. But that approach requires IT organizations to standardize on a single IT automation framework across compute, storage and networking services. The number of organizations that have been able to bridge all the islands of automation that have been adopted across all the services they deliver are few and far between. Put it altogether and it’s clear that both legacy and modern approaches to ITSM will need to coexist well through the next decade.

    In the meantime, IT leaders might want to consider that old proverb about leading a horse to water. IT leaders can issue all the mandates they want. But when it comes time to accomplish a task, most IT professionals are naturally going to fall back on what they know. The challenge is to create ways to wean the IT operations staff off those legacy processes in a way that doesn’t necessarily result in everything grinding to a halt because nobody knows how to fix an issue that simply wouldn’t otherwise wait.

    — Mike Vizard

  • AIOps: Supporting Reliability at DevOps Speeds

    AIOps: Supporting Reliability at DevOps Speeds

    AIOps looms large as a way to help push the DevOps envelope. How can organizations prepare?

    As organizations journey down the path of DevOps maturation, sustainable IT operations and IT service management remains a challenge for many. Even advanced organizations that have managed to speed up deployment rates and improve software quality struggle to maintain the resilience of the infrastructure that supports those applications. To support DevOps speeds, a growing number of organizations are turning to AIOps—the use of artificial intelligence (AI) and machine learning in IT ops—to speed up analysis of IT problems and better automate incident handling.

    A new study out this week from OpsRamp shows that ops pros are able to reduce mean-time-to-resolution of incidents by as much as 50% through the use of AIOps. The use of AIOps is still infrequent, but analysts say its prevalence will grow quickly. Gartner says about 5% of organizations were using AIOps tools last year, but that by 2023 the deployment rate will shoot up to 23%.

    But as DevOps teams lean on AIOps tools, management will need to harness a new set of skills to get the most out of the types of operational automation AIOps will afford. In the coming years, experts believe AIOps will change the complexion of the IT ops workforce. Fewer people will be needed in the network operations center (NOC) to manually sift through alerts and respond immediately to incidents. More people will be needed to curate data, scrub it and train the algorithms that will do the heavy lifting of event correlation and determining the root cause of problems.

    As organizations and individuals plan out how they’re going to future-proof themselves for the changes in IT ops wrought by AIOps, experts say they should increasingly see the need for the following three roles in IT organizations.

    AIOps Architects

    Expect to see more job postings in the near future looking for AIOps architects and automation path designers, said Will Cappelli, CTO of Moogsoft and the former Gartner analyst who’s known for coining the term AIOps.

    “(AIOps architect is) essentially a software development job involving the construction of meta-algorithms that guide the flow of control of the AIOps systems,” Cappelli said.

    Potentially falling in this umbrella could be roles such as machine learning and AI designers that focus on designing the algorithms themselves, and interaction designers that focus on designing the automated workflows. According to Brendan Caulfield, co-founder of ServerCentral Turing Group, these roles already exist in other business capacities. With AIOps, these design jobs will start to be applied specifically to IT operations as well.

    To prepare, veteran IT ops experts should start thinking about how they can bolster their skills, and management need to recruit and train accordingly.

    “Mathematics and an end-to-end understanding of how modern IT systems behave will be critical,” Cappelli said.

    ITOps Data Scientists

    AI depends upon good, clean data and sound modeling to work effectively.

    “The most sophisticated and expensive AI tools are useless if a company isn’t able to feed them with a high volume of high-quality data, in a format the system can digest,” said Rajesh Kalidindi, CEO of Leva Data.

    This was corroborated by the OpsRamp report released this week that showed maintaining data accuracy is the No. 1 challenge cited by organizations deploying AIOps today. Many organizations will need ITOps specific data scientists to attend to this problem.

    “Building high-volume, high-quality data sets will be increasingly important, and it requires a lot of human effort,” Kalidindi said. “AI has a long way to go before catching up with human reasoning (let alone surpassing it), and it can’t make any progress without people developing data models for AI to work with.”

    Augmented Intelligence Analysts

    According to Caulfield, algorithm training and support by domain experts in operations will become increasingly important at most organizations.

    “No matter how ‘smart’ an algorithm is, or how well its designed, there will be exceptions that are unique to a business that will need oversight and tuning,” he said.

    Kalidindi concurred that human intervention will be needed for a long time to augment and validate the insights and actions driven by AIOps, noting that this will lead to the rise of a new role for ops analysts.

    “Especially in the early days of machine learning, humans are needed to judge whether an algorithm is leading to the right judgment,” he said. “For example, if we were to apply AI to analyzing the problems the IT Help Desk encounters, a human would be needed to judge whether the algorithm made an appropriate recommendation. If not, IT and data science needs to work with the human’s recommendation to better train the AI model on how to handle that problem in the future.”

    One thing that most experts agree about is that the rise of AIOps will not diminish the need for IT pros. In fact, they say that domain expertise will be more important than ever. However, it will need to be bolstered by additional knowledge of data science, how AI works, and systems architecture.

    “They need to retool themselves from admin-oriented activities to scripting/reporting-oriented tasks, and they need to be more application aware than ever before as infrastructure becomes a commodity,” said Ravi Raghavenderrao, vice president of service delivery at NetEnrich, of IT ops professionals in an AI-enabled future.

    To those who have adjusted to DevOps transformations, this should all sound very familiar.

    — Ericka Chickowski

  • VMware Doubles Down on IT Automation

    VMware Doubles Down on IT Automation

    VMware this week moved to inject application and operating system monitoring capabilities into the VMware vRealize cloud management platform to make it easier to employ dashboards to map the relationships between applications and the underlying IT infrastructure they run on.

    In addition, VMware enhanced its capacity optimization tools to enable IT teams to run “what if” scenarios based on the amount of IT infrastructure available both on-premises and in the cloud. The company also embedded integrated compliance and automated drift remediation capabilities into VMware vSphere.

    Finally, VMware added support for VMware NSX Data Center network virtualization software to the VMware vRealize Automation platform, and instances of Kubernetes clusters can now be seen by VMware vRealize Network Insight tools.

    Taruna Gandhi, director of product marketing for the VMware Cloud Management business unit, said these efforts are part of a continuing initiative to drive intent-based computing that leverages automation across a software-defined data center (SDDC).

    VMware views application and operating system monitoring capabilities as being critical tools for making informed decisions about those intents, said Gandhi. However, these tools are not intended to replace the need for classes of management technologies such as application performance management (APM) platforms, she said. Instead, VMware envisions using dashboards to more efficiently troubleshoot issues based on metrics gathered by Telegraf agents embedded in VMware vRealize. In effect, IT teams will be able to identify anomalies faster versus wasting time in “war rooms” trying to prove the innocence of any element of an IT stack.

    VMware is pursuing a dual strategy where DevOps and automation are concerned. The VMware vRealize framework can be invoked either through application programming interfaces (APIs) or a graphical user interface (GUI), which tends to appeal more to traditional VMware administrators who don’t have extensive programming skills but still need to respond to rapidly changing IT operation environments.

    Thanks to automation, operational costs are falling considerably, according to VMware. A report from Forrester Consulting commissioned by VMware found organizations that have adopted vRealize have seen a 30% productivity improvement and a 93% reduction in unplanned work. That same report also noted that, thanks to capacity optimization, VMware customers have also seen a 20% reduction in hardware cost savings, a 10% reduction in storage costs, and a 50% reduction in database software licensing costs.

    In most cases, VMware is employing machine learning algorithms to automate IT operations whenever possible within its cloud management suite. But Gandhi said VMware is hesitant to embrace the term “AIOps” until it becomes clearer how employing machine learning algorithms represents a new class of IT management tools rather than an ongoing set of enhancements to existing management frameworks.

    Whatever the outcome, it’s apparent that algorithms are here to stay. How much they will be employed to advance adoption of best DevOps practices across the enterprise, however, remains to be seen.

    — Mike Vizard