Tag: open source

  • Xen Project Advances Hypervisor Project

    Xen Project Advances Hypervisor Project

    The Xen Project announced this week that the latest version of the open source hypervisor can now take advantage of core scheduling, an experimental technology that enables Xen to group multiple processors together to create a single virtual central processor unit (CPU).

    Lars Kurth, chairperson for the Xen Project advisory board, said this capability also represents an important first step toward developing a more secure form of hyperthreading. Since earlier this year, many IT organizations have turned off hyperthreading because of cybersecurity concerns. However, such decisions have resulted in significant performance penalties for many applications.

    In addition to adding support for core scheduling, version 4.13 of Xen Project Hypervisor adds support for live patching and late uCode loading that makes it possible to install updates at runtime without having to reboot the hypervisor.
    The latest version of Xen also adds support for additional processors, including AMD 2nd Generation EPYC, Hygon Dhyana 18h, Raspberry Pi4 and Intel AVX512-based platforms.

    Finally, version 4.13 of Xen adds support for OP-TEE, which enables all guests to concurrently run trusted Applications on TrustZone, firmware created by ARM to isolate processors on the same system, and improvements to Dom0less, which makes it possible to partition processors running in parallel.

    The Xen Project Group also announced it has created a Functional Safety Working Group, which is committed to making the Xen hypervisor compatible with ASIL-B requirements, a set of compliance requirements defined by the automotive industry. That effort represents a significant challenge because it requires code and development processes to comply with key tenets of ISO 26262, a set of standards for embedding electronics into any road vehicle.

    The Xen Group is also working on developing a secret-free hypervisor, which Kurth said will play a critical role in thwarting side-channel cybersecurity attacks. Cybercriminals can employ side-channel attacks to break encryption algorithms by measuring and analyzing the physical attributes such as the amount of radiation being generated by a processor.

    Kurth said version 4.13 represents a major milestone in the ongoing development of Xen. In the future, Xen will also be able to take advantage of the Rust-vmm project being led by Intel that will make it possible for a processor to run multiple types of hypervisors in a modular fashion.  In addition to providing a more agile way of isolating virtual machines, Rust-vmm will reduce the amount of time required to spin up a virtual machine. Specifically, Intel is trying to make it easier for a processor to be able to run different classes of hypervisors that are optimized for legacy monolithic applications and cloud-native applications based on containers that require a much lighter-weight hypervisor.

    It’s not clear to what degree advances in technologies such as core scheduling will influence the selection of hypervisors and virtual machines. However, from a DevOps perspective, it’s clear core capabilities being added to the next generation of hypervisors will not only improve application performance, but they should also significantly advance best DevSecOps practices.

    — Mike Vizard

  • There’s No Such Thing as an Open Source Business Model

    There’s No Such Thing as an Open Source Business Model

    Open source technology works best when it’s adopted as a series of strategies and tactics that support a core business model—not the other way around.

    With all the talk about open source business models, the title of this article might seem a bit odd—especially when is written by someone whose entire job is to support an ecosystem surrounding an open source software project. Bear with me.

    We all know what comprises a business model. But when we focus a company’s products around open source technologies, we suddenly start acting like there’s something fundamentally different about the business itself. 

    While I agree that open source, as both concept and movement, has made a huge impact on our economy across nearly every industry, it’s my belief that many enterprise technology companies (especially startups) are losing sight of the difference between their business and the open source projects to which they are tied.

    Pressures on an Open Source Oriented Company

    Venture capital-backed startups in search of an open source business model quickly find themselves in a tough situation. Investors want returns, but the open source community expects free software and a healthy community. Other pressures, such as the natural erosion of differentiating features in a commercial version of the software through the community’s own development efforts, add to the stress. 

    Furthermore, the more the open source version of the software is used in the enterprise, the more likely that competition will emerge. The most challenging competition for software vendors is that hyperscale cloud providers can offer fully managed versions of the open source software. These cloud providers pride themselves on being quick to recognize the opportunity to support customer adoption of open source. This is intimidating to founders and investors alike, but attempting to create new “almost” open source licenses isn’t the answer.

    When It’s Done Right

    Instead of thinking of open source as a core component of your business model, define a business model that can stand on its own as a software or services company. Open source works best for a technology company when it’s adopted as a series of strategies and tactics that support an otherwise sound business model—not the other way around.

    I’m not the only person in this space that thinks this way. Earlier this year at the Linux Foundation’s Open Source Leadership Summit, I had the pleasure of seeing GitLab CEO Sid Sijbrandij share details about how the company he co-founded iterated and eventually landed on a business model that takes advantage of open source technology without being completely reliant on it.

    Open source is a shared approach to research and development among a community of individuals or like-minded companies working together to create an asset for anyone’s use. The entire notion of open source is predicated on the creation of a community for the purpose of developing software that can help organizations of many types and interests achieve their desired outcomes. This community—which includes your customers, end users of the open source software and even competitors—is where open source projects are able to create massive amounts of value. The trick for any company building, or helping to build, open source projects that are key to their commercial efforts is to focus on dual tracks:

    1. Support the growth of the community.
    2. Ensure you monetize a reasonable percent of the overall value that is being created.

    GitLab has been very thoughtful about its approach. While the core of GitLab’s product is open sourced, the DevOps lifecycle tool was built with multiple components that create a more valuable experience than any open source technology can deliver on its own.

    The critical challenge for GitLab—and any business, frankly—is revenue generation. Instead of selling itself as an open source vendor, GitLab has wrapped multiple proprietary features around its open core. That, in turn, allows GitLab to package proprietary features and support for that open source core as a more impactful and valuable proposition for enterprises.

    The goal is to create something that is unique and unlikely to be replicated or commoditized by other vendors. GitLab focuses on selling predominantly to executives and, to a lesser extent, it sells a lower cost version of its product to departmental managers. It also offers a free version to individual developers or small developer teams to drive adoption, interest and shared development of its open source core.

    GitLab made the bold decision to make a full-featured version of its Git-repository manager available for free to small teams. As with any software, once it’s adopted more broadly within an organization, new challenges will arise. That’s where a company can come in and offer enterprise-scale licenses, complete with features that solve problems that are unique to that wide adoption.

    That’s a very big difference in the way GitLab thinks about its business model, and it has led to a series of clear decision points about what it should make proprietary and what should be included in open source software. This approach allows them to build a community around open source, affords them ample goodwill, a groundswell of adoption and the benefit of tremendous developer feedback. It’s a perfect example of a company that uses open source for a set of strategic goals that supports a standalone business model. 

    Your Next Move

    It’s critical for some aspect of your business to be proprietary or well-differentiated from open source projects that are readily available. Adding capabilities, integrations, different features and enterprise class support will extend what an open source project can accomplish on its own.

    For example, if your product requires enterprises to put in a lot of work to adopt and implement it, it makes perfect sense to develop a strong services division as part of the hook to make your organization critical to the success of its customers. We should all be striving to solve difficult problems that are fairly unique to larger enterprises. 

    Remember: there’s no such thing as an open source business model. The business needs to make sense on its own. Work from the outside in, rather than the inside out.

    — Chip Childers

  • An Overview of Cloud Migration and Open Source

    An Overview of Cloud Migration and Open Source

    Most businesses are moving toward making their business processes more user-friendly, through digitization. This shift of business modernization comes with a heavy price for them in terms of money and in terms of time. It is going to take time and a great amount of investment in new innovative technologies.

    Cloud computing is the biggest trend in digital transformation due to its ability to make business applications and infrastructure easily accessible. In the roadmap toward cloud migration, businesses are looking to save capital investment or expenses (CAPEX) and operational expenses (OPEX). 

    Open source technologies come to rescue for such businesses. Be those who are present at public cloud platforms such as AWS, Azure or Google Cloud, or private data centers. The role and emergence of open source technologies simplified the equation of overall expenditure for all enterprises and organizations of any industry domains. Year by year, more open source projects are coming up and solve major challenges which businesses are facing. Companies such as Red Hat and communities like Linux Foundation have a major role in promoting open source projects at the heart of digital transformation.

    Why Open Source at Cloud?

    • The main reason to adopt open source technologies in the process of cloud migration can be avoiding vendor lock-in in the future. Most public cloud vendors have a similar portfolio of open source supports in their offerings. As open-source projects are not owned by one company and its overall framework is common to all of its consumers, any updates to its core files have an impact on all projects. And businesses can simply move their application environment from one cloud to another without worrying about backend environment that is powered by open-source projects. There can be a seamless integration of applications and services developed or deployed by different businesses and vendors.
    • Open source adoption for cloud will help in interoperability with other enterprise solutions that can be located in different data centers. Though, other data centers should be equipped with the same open source projects. This interoperability enables the reuse of software stacks, libraries and components. Such interoperability can help deploy multi-cloud environment for businesses.

    The Cloud-Native Approach in Cloud

    Application containerization has been adopted by many solutions providers and vendors in the last few years and has become significantly popular. This containerization surge has triggered the use of cloud-native applications. Most of the popular cloud-native projects are hosted in Linux Foundation’s CNCF (Cloud Native Foundation) community which nurtures the development of various open source projects. Some of the popular projects are Kubernetes, Prometheus, Envoy, Helm, rkt, Linkerd, Etcd, Jaeger, etc.

    The cloud-native approach involves the utilization of tools for handling containers, micro-services, service mesh, DevOps and continuous integration (CI) and continuous deployment (CD). Cloud-native tools for CI/CD can be Check, Ansible, puppet, etc., and service mesh can be Istio, Linkerd, etc.

    Most of the enterprises tend to involve open source projects from various umbrella’s to build the Cloud migration strategy. Moving to cloud-native management of application can be a prominent requirement for many enterprises.   

    Open Source Cloud Migration Tools

    There are open source tools and frameworks that help with cloud data migration. These tools require modification in terms of coding to make the migration process that suits your infrastructure. To make coding customizations in these tools you might need investment for skilled resources.

    The above projects help enterprises to move data. Bluethroat is an open source project which can be used for migration of overall infrastructure from data center to data center, data center to the cloud, cloud to data center and cloud to cloud. Currently it is powered with limited features and used specifically for AWS. It offers the following features:

    • Migration of infrastructure to AWS.
    • Agentless.
    • Environment discovery.
    • Automatic network creation and server deployment.
    • Linux server migration.

    Conclusion

    Cloud migration has its own challenges in terms of uptime, security and data loss. Most public clouds are evolved to handle data as well as application workload migrations. There are many benefits to open source projects, as discussed in this article. The main advantages of migrating open source frameworks to the cloud are cutting back on expenses and avoiding bottlenecks.

    — Sagar Nangare

  • HashiCorp Advances Open Source Consul Service Mesh

    HashiCorp Advances Open Source Consul Service Mesh

    HashiCorp this week updated its Consul service mesh to make it easier to manage namespaces across multiple services.

    Previously, DevOps teams would have to manually ensure each namespace assigned to a group of services did not conflict with each other. The release of 1.7 of Consul enables teams to restrict access to services residing in isolated environments on a shared cluster, eliminating the issue.

    In addition, DevOps teams can now delegate administrative privileges for a given namespace to individual teams, which enables them to manage their own services in keeping with best DevOps practices, rather than having to rely on a cybersecurity team to manage that process for them.

    With the rise of microservices based on containers, interest in service meshes to provide a means to discover and manage services is on the rise. However, services span both emerging microservices-based applications and legacy monolithic applications. Rather than adopting a service mesh that only runs on one platform, HashiCorp is opting for an open source service mesh that spans multiple platforms and is easier to deploy and manage than rival offerings such as Istio.

    Amith Nair, vice president of product marketing at HashiCorp, said that approach also makes it easier to deploy a service mesh at scale across multiple clouds and on-premises IT environments. Because Consul is designed to deployed on top of proxy servers such as Envoy or NGNIX, it can be deployed almost anywhere to manage services sprawl across the extended enterprise, noted Nair.

    As far as the adoption of service meshes are concerned, it is still early days. Many organizations are in the process of shifting away from managing applications to focusing on services that span multiple applications. Given all the dependencies that exist between various services, that shift represents a major challenge. A service mesh alleviates some of that challenge by providing a mechanism for both discovering and governing services that are increasingly interdependent.

    That approach also provides the added benefit of allowing teams tasked with governing and auditing IT environments to focus more on higher levels of abstractions versus updates to every line of code on which those services are constructed.

    For now, there are no standards, de facto or otherwise, in terms of service meshes. Many organizations may find themselves adopting multiple frameworks, which may lead to further advances in interoperability specifications such as the Service Mesh Interface between rival platforms.

    Less clear for now is who inside an IT organization will be responsible for acquiring and managing a service mesh. In some organizations it might be a network operations or cybersecurity team. In other organizations, those roles may have already been incorporated within a larger DevOps team.

    Regardless of the approach, the need for some type of service mesh is becoming more apparent. The good news is there is now no shortage of options. However, DevOps teams should note that in terms of overall complexity and amount of compute resources consumed, not all services meshes are the same.

    — Mike Vizard

  • DevOps Chats: Software Architecture for Cloud Native, .NET Core and Open Source

    DevOps Chats: Software Architecture for Cloud Native, .NET Core and Open Source

    In this episode of DevOps Chats we talk with Donald Lutz, principal software architect specializing in systems integration and creating large, scalable cloud applications. Occasionally DevOps Chats is fortunate to spotlight DevOps and cloud native developers doing trailblazing work in contemporary software architectures. Donald fits that bill to a T as an entrepreneur and employee at startups such as Faction, BoldTech Systems and his own company Technetronic Solutions, and established companies including Via West.

    Our discussion focuses on creating cloud native applications in startups and large enterprise IT. Donald’s currently working with one of the world’s largest financial institutions to move from legacy applications directly to cloud native apps, bypassing any interim lift-n-shift moves. His work spans many Microsoft technologies, including .NET Core, runtime framework Dapper for RDBMS mapping, Service Fabric and Azure, opensource Kubernetes, Terraform and Puppet (and Enterprise).

    During our discussion, we cover the challenges of architecting and scaling very large cloud native applications, implementing DevOps in less mature software organizations, how established software patterns benefit DevOps and cloud app developers, and the importance of giving back by hosting meetups to share knowledge and mentor others. Donald also gives back as an active leader and mentor of the FIRST Robotics Team 1410 since 2005.

    Join in on our conversation as we explore the complex and sophisticated inter-workings of a cloud native software architect.

    Transcript

    Mitch Ashley: Hi, everyone, this is Mitch Ashley with devopsy.kinsta.cloud, and you’re listening to another DevOps Chat podcast. Today, I’m joined by a very special person, a good friend of mine, Donald Lutz. He’s a principal software architect at many companies. We’ll kinda get into that, but he’s focused on microservices cloud, he also is very involved with Microsoft in his background.

    He’s currently involved in several things, but he’s with his own company, Technetronic Systems, and he’s worked with Faction, ViaWest, he actually was one of the original co-founders of BoldTech Systems with me back a while ago.

    So, our topic today is microservices going cloud native. Donald, welcome to DevOps Chat.

    Donald Lutz: Thank you, Mitch. Thanks for having me on. I really appreciate this.

    Ashley: Oh, it’s a great honor of mine, you’re a good friend. And to that point, why don’t you tell us a little bit about yourself, introduce yourself to our audience, tell us about what you do.

    Lutz: Yeah, I’ve been sort of a principal software architect and a director of software engineering for different companies like Faction, my own company TSI and I’ve really in the past five or six years focused on cloud native and taking—you know, getting microservices and applying that to building cloud native applications. That’s really kind of what my focus has been. And there is a lot of DevOps that goes in there. There’s also a lot of architecture and design, so it’s kind of a combination of all of the above.

    Ashley: Mm-hmm, excellent. Well, just full disclosure, I mentioned before, you and I have known each other a long time. We started working together back in the telecommunications industry and I did a startup called BoldTech Systems, which you were a part of founding and getting going and, you know, you’ve hired me, I’ve hired you. [Laughter] We kinda worked with each other—which, by the way, for folks earlier in their career, that’s a great thing to do. Keep your friends close, because you’ll get to work with them again.

    But you’ve had this consistent pattern in your career where I know you were very Microsoft and .NET focused for a while and then kinda moving into cloud and broader technologies. I mean, you’ve worked on Java and other things, too, it’s not like you just did Microsoft, but tell us a little bit about your philosophy on technology. Are you a fanboy Microsoft or how do you kind of view that with everything else that’s going on in the technology world?

    Lutz: I mean, I could be viewed as a fanboy of Microsoft. I mean, I helped—I’m running now .NET Core, an open source Meetup for Microsoft. I really like where they’ve taken .NET Core. I mean, I would claim, six or seven years ago, Microsoft realized that they needed to stop being so proprietary and get more into open source.

    Ashley: Mm-hmm.

    Lutz: So, they really kind of redid all of .NET, and .NET Core is fundamentally, it allows you to build microservices, traditional apps, too. But, you know, they moved to the open source arena because they knew their future was Azure, it wasn’t really Windows in the traditional sense. You know, 75 plus percent of all their things that were under Azure are Linux that run with another product called Service Fabric and, you know, that to me, is a great technology. I have done Java, I’ve done Go, I’ve done a lot of different things, you know? I have a large Microsoft contingent, but they’re all part of the same thing where everybody’s trying to get to cloud native—what does cloud native look like? Whether you’re Microsoft, Pivotal, VMware—everybody’s trying to figure out how to you get there, you know?

    And a lot of people have taken steps in between, like, some people are trying to run VMware on the cloud, but I’m seeing a big push where I’ve been talking to a lot of people, I’ve been working with a really large financial institution right now, and they’re actually punting on the in between and they’re going completely cloud native using both multi-cloud and in their definition, is Azure an AWS?

    Ashley: Interesting. And I’m aware of who you’re working for. I know we’re not talking about the company name specifically, but give us an idea of the scope and magnitude. Because we’re not talking like, you know, a credit union or a large regional bank.

    Lutz: No, they’re one of the largest financial institutions in the world. So, they are looking—they’re moving everything at the top level of their management, you know, CTO level, they decided that they wanted to do microservices, domain driven design. They wanna go all cloud native. It’s either gonna be running in AWS and Azure. They don’t wanna own any hardware any more, they don’t wanna have any of it. For them, it’s an amazing kinda revolution, because they’ve never gone there, and they’re kinda viewing that they wanna run their company in a technological era kind of like a startup, so they’ve really changed their whole view.

    So, I was kinda surprised that they were that interested in that and the fact that they looked at the cloud and they said, “We need to go cloud native, because we don’t really need in between steps because then again, we have another shift and lift then in five years,” and we only wanna have one shift and lift, so I was really surprised they even thought of that.

    Ashley: Well, it is, and I’m very surprised by that, too. It’s certainly—you know, I don’t talk to every big financial institution in the world, but to make that level of commitment of, we are gonna go cloud native, not like we’re gonna lift and shift what we have and just kinda live with legacy, if you will, and build new things in cloud native, they’re actually taking the major part of their software assets, the systems rely on day to day and they’re shifting that just going to cloud native in one big step—well, several one big steps, apparently. [Laughter]

    Lutz: It’s a lot of big steps, but I mean, it was kinda surprising, because you know, they brought in executives who had been more out in Silicon Valley and not traditional financial people. So, they’ve made a different, and they went and found a bunch of us who have been kind of in the cloud native microservices space and brought us on. They kind of viewed it as, they’re trying to build, like a, sort of the Super Bowl winning football team, that if you get the top players, then you can get this to happen.

    Ashley: Mm-hmm.

    Lutz: That doesn’t mean there still aren’t interesting political battles, since this is a company that’s historically, you know, they still have DB2 and green screens, so, you know—

    Ashley: Sure.

    Lutz:—it’s not like it’s completely, “Oh, yeah, this is awesome!”

    Ashley: Right. [Laughter] It’s not like they started in the Linux area, though—era.

    Lutz: Yeah.

    Ashley: So, say a little bit about—so, you have a unique perspective of, you’re not the kind of entrepreneur that’s worked in a from scratch startup in the garage every time, repeat, repeat. You’ve done that, but you’ve also worked with a lot of existing organizations. I know ViaWest had been acquired, I think, by Shaw Communications before you joined and they were going through a transition.

    Lutz: Yeah. I went there because they were—I was looking for a place that wanted to move to microservices and they had been acquired by Shaw. I knew their CTO, we chatted, so they hired me as a Director of Software Development, and the goal—they were all .NET, so I moved into .NET Core and we started building microservices, which is the whole idea of, there’s a lot of stuff that comes out of major design and bounded context.

    So, instead of having, you know, your monolithic application that has customers and data center stuff, we started building services like, “Here’s your customer service.” And it all deals with that. We also brought in some other, DevOps people know about more CQRS and event sourcing. So, the whole idea, each service has its own database that it writes its data to. It then issues commands—so, say I created a customer, I say “create customer.” That causes an event called Customer Created that gets stored in an event store, which almost looks like an audit log. You never delete from it, you only add to it.

    So, if you ever have any problems with all these distributed services failing, you can rerun this audit log and get back to where you were in the beginning.

    Ashley: Mm-hmm.

    Lutz: So, it’s kind of a powerful concept. These concepts have been around for a while, but you’re starting to see them being employed at a larger level. Because, you know, the idea of synchronous communication doesn’t work well in cloud native. In fact, you really just want to expose public APIs, and behind the scenes, you want data streaming, you want eventing. You don’t want any asynchronous communication, because it’s not the right approach. You can’t scale, and you’re gonna be dealing with eventual consistency.

    So, you know, once you start dealing with that, once it’s not in one box, you know, eventual consistency is it.

    Ashley: Mm-hmm. Where you’re going to kinda stateless applications, right? Microservices—it’s interesting that the trend is, obviously, is build much smaller things, reuse them, create services out of them. But there’s gonna be many, many more mass quantities of them. It’s not like you’re going from—you’re going from one monolith with a lot of functions and APIs to really small pieces of software that are containerized microservices.

    But what comes with that is now, all of a sudden, you have the problem of managing that, communicating across and synchronizing when it is asynchronous how you communicate, handling troubleshooting, knowing what all those services are. It sounds like what you’ve done is, you’ve reached back into some maybe techniques and technologies or knowledge of past things and bringing that into this microservices Fabric world. Is that true?

    Lutz: It’s true. I mean, I get a lot of Kubernetes and all that, and you know, even though you start doing Kubernetes and a lot of DevOps things, it’s sort of the thing that I find interesting. It’s kinda like, sorta what you on the Phoenix Project, you know, you need to be able to manage all those things and be able to deliver all the time and monitor it and log it. The problem is that that’s not just answered by creating a bunch of scripts, you know what I mean? Like, even though I’ve used Terraform, Puppet, I think there’s a larger scale of solution.

    Microsoft just released a new framework called Dapper, and Dapper is basically dealing with the microservices run time. So, it’s a run time that can sit on top of whether the microservices can go talk to Kubernetes, because you need to be able to handle that run time stuff as well as the development issues that go on. Those things are not two separate things, and I still think that’s the—one of the large DevOps challenges is how do you get everybody on board, you know?

    And at ViaWest, it was pretty sophisticated, because all our DevOps people were software engineers. So, we just wrote software for most of our problems. We either built it ourselves or used various tools. But then I went to a company called Faction where we had a less mature DevOps practice, and we were building multi-cloud storage, so we had a lot of microservices that allowed us to do Isilon, Dell storage, you know? So, we built a fairly sophisticated microservices platform. We didn’t have the DevOps practice, which resulted in some interesting issues, because the organization was not mature. Everything was manual. So, it’s really hard to roll those out, because you roll them out and then you can’t roll them out as well as you’d like to, because nobody’s catching up.

    Ashley: Mm-hmm.

    Lutz: They’re like, “Oh, well, how do we do that?” I’m like, “Eh, yeah, that’s an issue.” There’s no tests going on, you couldn’t do a Chaos Monkey. So, that was—in that case, in that case, it was pretty challenging, you know? And also the whole—I’m thinking a lot lately about security and the fact that you have all these cloud native accounts, but you have, you know, you have these very, you have credentials that give you access to RDS and Amazon, and then those aren’t really secured real well, and there’s Vault and there’s multiple ways to do it. And the whole security thing is, I don’t think, well cooked in a lot of ways. I would claim it’s not. [Laughter]

    Ashley: Well, application security is now become—becoming, maybe both—you know, one of the top topics. It seems like we’re just sort of, we do things differently, and then we have to go back into and go back and address, like, “Okay, well, how are we doing this now?” Because, you know, it’s not about protecting servers and network devices. We’re exposing so much of the tax service as an application through all these microservices, APIs, et cetera. You gotta kinda rethink it.

    And then you’re automating the development environment to do 15, 20, 100 code deploys a day, potentially. Well, that takes automation—that means all those credentials, security keys, certificates, whatever are built into a process that’s all that secure. I think that’s what you’re talking about is, you have to do it, but you have to also go back and re-look at it to say, “Are we doing this securely?”

    Lutz: Right. You have to look at things, “Do I have—is data at rest encrypted? Do I check any kinda hash on it? Is the data in flight encrypted? What are the levels of security? Do I let my JWT token float to one service, to another service, because that could be an attack, too.” Because I went to service one and now I go to service two and I’m using the same JWT token, but maybe the claims on that second service, it shouldn’t be allowed to do those things, because the claims that it used from the first service lock it down better, but in service number two, it allows you suddenly, “Hey, I could go look at different accounts that Mitch has, and well, that’s interesting.”

    So, then you start thinking about, you know, how—there’s a couple good security books about that whole idea of, you know, JWTs are interesting, but the problem is that if they float, if we haven’t figured out the right way to share those, that’s another thing that causes lots of problems.

    Ashley: Mm-hmm. And for me and for our listeners, can you define what a JWT token is?

    Lutz: Yeah, it’s a JSON web token. It’s just—

    Ashley: JSON, right?

    Lutz: Yeah, yeah. It’s just a token that basically you can use with an API. You know, it’s a little—it’s really for APIs. OAuth, you can do both. OAuth is more effective with users, but those are, you’re seeing the industry starting to adopt JWTs between services. So, now people are saying—but the problem is, the concept behind it is a claim. I wanna make a claim that your name is Mitch and you live at this address and you have this phone number. And in this case—oh, by the way, you can look at your Social Security number, but in this case over here, you shouldn’t be able to look at this other person’s Social Security number.

    So, you start making all these claims, and then you have to start getting really smart about how do we define all these claims for these very distributed systems.

    Ashley: Mm-hmm.

    Lutz: Which, historically, distributed systems were everybody—oh, if you had the root password, you’re golden. We’ll just use that and everything will connect to it.

    Ashley: Yeah, interesting. It’s really interesting, not being that close to it but following what’s happening with it. I think it’s based on, like, RFC 7519, so it’s based on a spec. It’s about how claims essentially get bedded into what we traditionally think of as a data interface specification between services and applications. Anyway, we’re not a JSON JWT podcast, but interesting sideline.

    I wanna get back to talking about microservices in cloud native. So, as you’ve worked with existing applications, and even at Faction with something that maybe didn’t start out in a DevOps world, what do you see as some of the kinda approaches that make sense and maybe things that you or others have tried that turned out not to be the best path or dead ends that you’ve corrected from and now here’s how you do things?

    Lutz: The first problem I see is, you make nanoservices. So, instead of—you know, you make a microservice that tracks time, and it’s so small that it’s not very effective. There’s a software architecture discipline called the main driven design, which is about when you build an application and a service, there’s a domain that it covers, whether it’s a customer or a product, and it needs to be the right size. And if it’s the right size, it’s what’s called bounded context. Because the whole idea is, you want that service just to answer that bounded context, which is based off the idea of a single responsibility principle. If it does more than one thing, you have a problem.

    So, kinda getting people to understand that is complicated at a business level, because you know, business people historically want to throw everything in whatever they’re building. Like, “Oh, can’t we just, why do we need to have such a small bounded context? Can’t we, like, throw all the addresses and products in here?” I’m like—no, because we need to keep those separated, because we’re trying to, each microservice has to have a very distinct separation of concerns, because if you don’t have that separation of concerns, you end up with a monolith, which is what we’re trying to avoid.

    Ashley: Yes, end up back into the spill over again of domains into, this microservice has too many things in it and now one thing’s affecting another, versus let it be a single purpose in our service.

    Lutz: You know, and that’s why we actually saw that this large, large financial institution has adopted domain driven design and they’re actually building domain models for all their applications and everything. So, there will be demand models behind them.

    So, it’s just not the microservice, they actually can say, “Oh, by the way, this is what this financial instrument looks like, and it actually maps to our true domain model and then will map to a true microservice.”

    Ashley: Mm-hmm, okay, so domain driven design, nanoservices, or kind of focused functional microservices that don’t kinda spill over.

    Lutz: There’s another thing, too, you need is what historically—Chris Richardson has a book called Microservice Patterns, and it’s the idea of what’s called a microservice chassis. So, once you start building microservices, you either need to make a framework or use a pre-existing framework, whether it’s Spring Boot or some stuff in .NET Core so that when you write the microservices, all the logging is done the same, all the separation and concerns are handled so you deal with all those non-functional requirements so you don’t spend any time developing it.

    Ashley: Mm-hmm.

    Lutz: But then once you do that, then you have to start saying, “Well, how does this play in the run time world of Kubernetes?” Which gets into something you said earlier—we need to sort of connect the framework with the run time stuff, so that’s kind of a problem you see in Pivotal, Microsoft. They’re all looking at how do we get these really interesting software engineering frameworks that then wrap into run time things that are equivalent, so we end up with, you know, “Oh, they’re the same thing, they’re isomorphic.” They’re not different, they just look different because we view them as different domains.

    Ashley: Mm-hmm. Interesting. Well, we have a couple minutes left. I wanted to just take a little bit of a left turn—not quite a squirrel moment, but a little bit of a left turn. I’ve been doing some podcasts here recently with folks, usually developers, DevOps engineers, Ops folks who are talking at the Spinnaker Summit Conference, speaking on Kubernetes and Spinnaker Open Source.

    So, we’ve had a great opportunity to have other developers, real hands on technical folks on the podcast. And one of the things that I always encourage folks is, even in the open source community, you contribute not just by writing code, it’s by sharing your knowledge, applying these tools and software and sharing the knowledge and networking and building community with others. That’s vital to having, you know, vibrant software is having a vibrant community about it. And I know you’re very active in your own developer circles and communities in creating those. Tell a little bit about what you’re involved in now and why you do it.

    Lutz: I like doing it to share. I mean, I would say about four years ago, there was a gentleman running a group, there’s a group worldwide called ISO, the International Association of Software Architects. And he was trying to get the group growing locally in the Rocky Mountain region—you know, Denver, Wyoming, that kinda area. He hadn’t gotten very far, so I got kind of involved, and we’ve actually grown it over the 4 years that we have 2,000 members and we get about 60 to 100 members coming every meeting, and it’s truly talking about architecture. It could be the Kubernetes architecture, it could be domain driven design. Last month, I talked about how to build microservices that are stateful. Surprisingly, there’s a company called Cloud State. Microsoft and ACCA, they figured out how to build stateful microservices. We won’t get into that.

    Ashley: They didn’t bring pitchforks and, you know—

    Lutz: They didn’t bring pitchforks. It works pretty well.

    Ashley:—torches? [Laughter]

    Lutz: But we get different people. We got the guy who’s the original guy at FedEx who created all their stuff that looked like Kubernetes in the ‘60s come talk. We’ve had people from Slack. We get a lot of people to come talk. I’ve talked at the Carnegie Mellon architecture conference, I can’t remember what it’s called. I talk at a lot of Microsoft groups. I run a Meetup for Microsoft. They have a few .NET groups that are dying, so I pitched to them—why don’t we turn that into a .NET Core and open source group?

    Ashley: Mm-hmm.

    Lutz: And so, I’ve been running that. I’ve grown it—that’s almost to 1,000 members now. It was actually only 200. So, in the three or four months, I’ve actually grown it. I like creating communities of technical people, because when you do that, you actually can solve interesting problems. You also get to hear other people’s experiences.

    I can give you an example—one of the guys who get involved with ISO, I was talking in Colorado Springs at an event, I can’t remember where. And I was outside the event and this guy, Tyler, came up to me and started talking to me and I discovered he was really technical. And he said, “What are you doing?” I said, “Oh, I’m talking about microservices and that.” And he says, “Why don’t I come in?”

    And we actually—he became the person who asked me the most questions during the event and then he became one of the four members to help us run the Denver Software Architects Group.

    Ashley: Mm-hmm. Interesting.

    Lutz: And we became really good friends and it was like, you know, just talking to somebody outside an event I was gonna speak at.

    Ashley: Very interesting. Well, you know, I think it’s also, all of the things you said, I totally agree with. It’s also a way for someone who wants to know about a topic, maybe, and I like how you’re kinda keeping the groups fresh on what’s happening and new in Microsoft and other worlds of software. It’s a place for folks to go and learn about it and hear what other people—even if you’re very engaged in a new technology already, it’s, what are other people doing and what have they learned from it? What can you share, what can they share with you, and vice versa. So, it’s a healthy thing to do.

    Lutz: Yeah, I really enjoy it. I find it more enjoyable—it’s up there with this robotics stuff FIRST I do in terms of raw enjoyment, because it’s so, you’re plugged into so many people where, when you know, when I’m doing consulting or helping build a startup or all of the above, it’s enjoyable. But it has—this has more of a kind of like, not selfless, but it has more of a giving back vibe that I like a lot.

    Ashley: Mm-hmm. Very good. Well, hey, we’ve run out of time. You and I could talk for 12 hours and, you know, up ‘til 3 a.m. in the morning. There’s so much fun things that you’ve done. I really appreciate you being on the podcast.

    Lutz: Well, thank you for having me on. I really appreciate it. I really enjoyed it.

    Ashley: Well, good. Me, too. You’ve listened to another DevOps Chat. I’m very pleased to have my guest, Donald Lutz, on with us today. Donald is a principal software architect, he focuses on microservices, cloud, cloud native, generally Microsoft technologies, but a lot of other things and he’s with Technetronic Systems. He’s also been with Faction, ViaWest, BoldTech Systems, a number of different companies, so he has a lot of software background. And again, our topic today was microservices in cloud native.

    Thank you, also, to your, our listeners, for joining us. This is Mitch Ashley and you’ve listened to another DevOps Chat. Thanks, and be careful out there.

    — Mitchell Ashley

  • The Foundational Era of Open Source

    The Foundational Era of Open Source

    Contrary to popular belief, software is not eating the world. Open source software is eating the world. This was very apparent at the Linux Foundation’s KubeCon + CloudNativeCon event recently in San Diego. Driving this phenomenon is what I call the Foundational era of Open Source.

    This Foundational era of Open Source has replaced what I call the Big Brother era that came before it. The Big Brother era itself replaced what I call the Cathedral and Bazaar era of open source.

    The Cathedral and Bazaar Era

    I first became involved in open source software in the mid-90s. I might have dabbled and used open source software before that as I searched for free tools using WAIS and Gopher. But I really became aware when I founded TriStar Web, an early hosting company. Back then, web server software came in basically three flavors: 1. Netscape Web Server, from the people who brought us the Netscape browser (it was my choice); 2. Microsoft’s Internet Information Server (ISS), which was that era’s version of the Evil Empire; and 3. Apache (I don’t even think there was an Apache Foundation yet), the open source web server that was taking the web by storm. Besides being free, it was a lot more flexible and capable than the other two.

    During this time there was, of course, another open source software vying for dominance in the market. Something called Linux developed by a guy named Linus Torvalds was taking on all of the giants that had their own flavors of Unix, while Bill Gates’ Windows was fighting it out against IBM’s OS/2, which he also developed.

    Yes, those were heady days for open source software. I call those days the Cathedral and Bazaar days of open source. The Cathedral and Bazaar, of course, refers to the collected essays and then the book of the same name by Eric S Raymond. It, more than anything else, laid out for me the power of open source software and the tensions between the worlds of open source “free as in beer, free as in freedom” versus closed source software.

    Let’s be clear, the open source software world would not exist but for the lessons learned, battles fought and wins and losses of this era.

    Anarchy, Chaos or Freedom?

    In those days you had people such as Dr. Richard Stallman advocating for free, open software that you could use, distribute and modify as you wish. There were intellectual debates over the pros and cons of various open source licenses (Apache, GPL, etc). Most of all, it was very difficult to bring open source software into the enterprise. No support, no training, no SLAs … how was the enterprise to use open source?

    Nevertheless, open source prevailed—sometimes on sheer quality, other times on the love of developers who relished in the freedom of open source. It became a force in the tech world. Companies such as Red Hat, Suse and Canonical capitalized on Linux. Other companies tinkered and experimented with models to try and become commercially successful with other open source tools. By and large, it was a rough go, but some did succeed.

    In my own case in InfoSec, we had great open source tools including Snort, Nmap and Nessus. The folks at Tenable did stop developing an open source version of Nessus, but they still offered a free version of it. Yes, it was a great time in open source—or so I thought.

    The Big Brother Era of Open Source

    Sometime in the early 2000s, we passed into what I call the Big Brother era of open source. This was characterized by almost every open source project having a managing or controlling commercial entity dictating its direction and code. While this didn’t happen with Linux, it became the de facto standard.

    Companies were spun up by the founders of an open source project and while the project itself remained open, it was owned lock, stock and barrel by the commercial entity. The company would sell training and support and in some cases open core versions of the software with “freemium” modules available for a price. Eventually, SaaS-based, hosted versions of the open source software would be another business model companies used to monetize open source.

    Issues regarding who owned the code, who contributed to these projects and where the community fit in often caused conflicts. But by and large, the open source communities counted on the benevolence of the Big Brother to make sure the open source versions of the software remained viable.

    In retrospect, though, this era stifled contribution by other entities: Who would want to contribute code to an open source project for the benefit of the controlling entity? Many companies forked their project so they could control their own versions, resulting in the Balkanization of many of these projects, with the community being the big loser.

    The Foundational Era of Open Source

    Between 2012 and 2015, though, we passed into a new, modern era of open source software that I call the Foundational era of open source. Open source projects were given to community-owned, non-profit foundations to manage and nourish—organizations such as the Linux Foundation, the folks behind Cloud Native Computing Foundation and the Continuous Delivery Foundation; Cloud Foundry Foundation; The Apache Foundation; and the Eclipse Foundation (one of the early entrants, even if IBM did come to dominate it) took over the stewardship of many open source projects.

    This has ushered in a truly golden age of open source software that has seen open source become the dominant form of software in the world. The Foundational era of open source has flourished for several reasons. For one, now multiple commercial entities can contribute code without worrying that it is for the exclusive benefit of just one company. What’s more, these foundations have a mix of vendors, practitioners and large enterprise users that really do allow for the democratization of open source at levels not seen before. Also, there is a process of incubation to graduation that these projects are put through that help them evolve and grow.

    Not to be underestimated is the new generation of developers who have grown up with open source and only want to work in open software. They are putting their influence into practice. Instead of sneaking open source in the back door, they are knocking down the front door with it.

    There are other reasons, but the result is that open source today is now in use at well over 90% of enterprises and it is by far the dominant form of software. It is leading the way in the move to the cloud and in business transformation, and it is literally changing the world.

    Long live open source.

    — Alan Shimel

  • Logz.io Adds Monitoring Service Based on ELK and Grafana

    Logz.io Adds Monitoring Service Based on ELK and Grafana

    Logz.io today at the AWS re:Invent 2019 conference launched Cloud Observability Platform, a monitoring and security cloud service based on ELK—open source Elasticsearch, a search engine; Logstash, a data processing pipeline; and Kibana, a set of visualization tools—and Grafana, an analytics and monitoring platform.

    Company CEO Tomer Levy said it’s become apparent that developers have a strong preference for open source tools for managing cloud-native applications. As such, the adoption of ELK has increased substantially. With the increasing maturity of Grafana, it’s also becoming clear that organizations want to meld the open source analytics and monitoring tool with previous investments in ELK tools, he said.

    However, not many IT organizations have a lot of ELK and Grafana expertise. To fill that gap, Logz.io is launching a managed cloud service based on Logz.io Log Management, an instance of ELK that the company has enhanced with machine learning algorithms and data analytics capabilities to enable DevOps teams to discover and resolve issues faster.

    That core platform is being extended via Logz.io Infrastructure Monitoring, a beta release of a monitoring platform based on Grafana, and a security information and event management (SIEM) platform dubbed Cloud SIEM, based on an ELK stack that includes built-in threat detection tools.

    In addition, Levy said Logz.io plans to add support for Jaeger, an open source distributed tracing tool being developed under the auspices of the Cloud Native Computing Foundation (CNCF).

    Levy said it’s apparent to all that observability is a core tenet of DevOps, which he said is why there are already a half-million developers making use of ELK software. The challenge organizations are finding is that monitoring modern IT environments based on cloud-native applications is cumbersome and time-consuming. Logz.io is addressing that issue by providing an enterprise-grade instance of an open source monitoring platform that comes with hundreds of built-in connectors, which enables DevOps teams to employ a monitoring platform without having to be worried about becoming locked in to a specific vendor because they can switch over to open source code anytime they like, Levy noted.

    Developers tend to favor open source tools because they don’t have to wait on purchasing approval to employ them. However, enterprise IT organizations tend to favor platforms that are supported by a commercial vendor. Logz.io is trying to address that issue by providing support for an open source platform that will make enterprise IT organizations comfortable enough to give up relying on a proprietary monitoring platform. Thus far, Logz.io has more than 700 customers, which the company expects to expand now that it has an instance of its platform that can be consumed as a cloud service.

    It’s too early to say to what degree an open source platform might usurp proprietary platforms in the enterprise. Change tends to come slowly to enterprise IT organizations. However, as organizations embrace next-generation applications based on microservices and containers, enterprise IT organizations are clearly evaluating their monitoring platform options going forward.

    — Mike Vizard

  • And the Builders Shall Inherit the Earth: The Democratization of IT

    And the Builders Shall Inherit the Earth: The Democratization of IT

    The democratization of IT is happening, and vendors need to recognize that if they want to survive

    Just back home from KubeCon/CloudNativeCon in San Diego, which can only be called a force of nature. I was joined there by more than 12,000 other folks to discuss, listen and learn about all things cloud-native and open. Once again, I was blown away by the passion of and buzz generated by this community. What is driving it? I think I figured it out: The developers and builders shall inherit the earth. It is the democratization of IT.

    What I mean is that a fundamental shift has taken place in the IT world. Developers, architects and builders are in such high demand and are now the alpha predators of the food chain. They are the ones demanding and deciding what tools they use, how they build and what infrastructure they use.

    Smart vendors are recognizing this and penetrating large organizations by giving these builders the tools they absolutely will love working with. In many cases, these tools are free and open to use in non-enterprise versions. The vendors also have DevRel teams and marketing that cater to these builders and developers, rather than traditional marketing and sales.

    The fundamental shift is that for the nearly 30 years I have been in IT, the mantra has been to talk to the “decision-makers”—the CTO, CIO, and VPs who approved and paid for purchases in IT. Entire marketing strategies and sales were built on this. Lead generation campaigns focused on reaching executives, while salespeople vied for position by taking these people to dinner or golf and shmoozing them. Content was created that spoke to the executive class. Very few folks tried to focus on the practitioner; after all, they didn’t make the decisions; they didn’t hold the purse strings.

    That way of doing business has all changed. Yes, there are some dinosaurs out there who don’t hear the meteor speeding down just yet. But by and large, companies that are thriving in this new era of open solutions, open core and free software are doing so by following a new way: They cater to the developer/builder class. They listen to what this group wants and provide it to them. After that, they make sure tools evolve to meet the needs and wants of the builders. They have figured out that when they deliver delight, these people will tell their organizations that these are the tools they want to use.

    I heard Shlomi Ben Haim, co-founder and CEO of JFrog, call this the “democratization of IT.” This, along with DevOps and the cloud, are the megatrends driving transformation. But I also spoke to dozens of other vendors at the show. Maybe they didn’t call it that, but they instinctually recognize it.

    The world wants software-based everything. The people who are building the infrastructure, writing the code, testing, deploying and securing this software are demanding that it be open, free and cloud-native. They want to use it for a while before they will invest in the paid, enterprise versions and functionality. But once they do, their organizations buy in.

    The buying cycle starts off with the use of free software—maybe an employee whips out a credit card for a small monthly fee to purchase the SaaS version. But it ends with an enterprise purchase.

    The democratization of IT is going to work its way through our entire ecosystem. Content is going to be catered not to the executive suite, but to the practitioner. Lead generation programs aren’t going to focus on CXOs, but on people who will actually use the product. Sales strategy and tactics will reflect this as, too. More dev relations, less golf.

    Another driving force of this market is the new generation of people who are building and deploying. They don’t have an allegiance to the whales of yesteryear. They are fresh and willing to try new things if it gives them the functionality they want. Don’t give me that millennial, “OK, Boomer” crap, either.

    These folks work hard, and they are passionate about what they are building. They want open. They are used to having free tools and they are the new boss.  Maybe not the same as the old boss, but they are not fickle and want to choose the tools they work with. They will not be dictated to by a generation of folks who built during a different time with a different way of doing things. Successful vendor organizations need to realize that and work with these people.

    Of course, executives still set budgets and have to sign off on larger or more expensive purchases. They will need to be satisfied. But increasingly, it is not going to be the vendor who does that. They will rely on their builders and their developers to choose their tools and products. If you are a vendor and are not operating this way, look up to the sky because you just may see a large fireball coming your way.

    I, for one, think this is a good thing. It is time for the democratization of IT. Let the builders inherit the earth.

    — Alan Shimel

  • WhiteSource Acquires Renovate to Automate Dependency Updates

    WhiteSource Acquires Renovate to Automate Dependency Updates

    WhiteSource has acquired Renovate, a provider of an open source automated dependency update platform that the company plans to make available for free.

    Rhys Arkins, co-founder of Renovate who is now director of product for WhiteSource, said that as software projects become more complicated, there’s an increased need for a mechanism to identify and track dependencies and automatically update them as changes and updates are made.

    That requirement is becoming especially acute with the rise of microservices-based applications, which substantially increase the number of dependencies that exist within and between applications, added Arkins. Microservices make it possible for DevOps teams to build and deploy applications faster, but the dependencies between the microservices often result in an application environment that becomes too complex to manage. Most recently, Renovate added support for Helm Charts used to package applications in Kubernetes environments, on which many microservices are now being deployed.

    In addition, WhiteSource plans to add support for Cocoapods, a dependency manager for Swift and Objective-C Cocoa projects.

    Prior to the acquisition, WhiteSource was reselling the Renovate platform, which has more than 150 contributors. Now that WhiteSource owns the Renovate platform, including a hosted GitHub application and self-hosted GitHub and GitLab applications, the company has decided to make it available for free under the WhiteSource Renovate brand name.

    In the future, The WhiteSource Renovate app will add support for Bitbucket Cloud and Azure DevOps, thereby expanding the sources of dependency data that can be employed to make updates less risky and time-consuming, said Arkins. In effect, WhiteSource wants its automated dependency platform to become a natural extension of any continuous integration/continuous delivery (CI/CD) platform, he added.

    Arkins said that when it comes to managing dependencies, the biggest challenge is getting developers to identify them. In the absence of a platform for managing that process, developers will either not declare dependencies at all or, more commonly, not provide the right version number for a specific release of software on which their application is dependent. The more automated that process becomes, the less likely it is DevOps teams will find applications breaking because of a dependency that they were unaware of or lost track of at some point during the project.

    With the rise of DevOps, many organizations are now employing a more structured approach to dependencies. However, Arkins noted, many organizations are unaware that an open source platform is available that automatically updates all dependencies.

    WhiteSource is best known for helping organizations discover vulnerabilities in open source code. With the acquisition of Renovate, the company is furthering its ambitions to become a provider of software composition analysis tools.

    It remains to be seen just how many organizations will incorporate an automated dependency update platform into their DevOps processes. While many organizations have embraced DevOps, the level of maturity in terms of DevOps sophistication is uneven. The more software projects an organization launches, however, the more likely it becomes apparent there is a need for a better way to manage software dependencies.

    — Mike Vizard

  • Using Open Source for Better DevOps Outcomes

    Using Open Source for Better DevOps Outcomes

    Many insurers have jumped on the DevOps bandwagon in order to improve the efficiency and effectiveness of their systems and systems implementations. Very few insurers, however, spend much time thinking about the open source software community as a way to improve their DevOps approach–and the skills of their developers–and in that regard they’re missing a golden opportunity. In fact, insurers often restrict their developers from updating or contributing to open source libraries because they don’t realize the potential benefits available to them by participating more actively in the open source community.

    A 2016 survey by 451 Group indicated that the more companies used open source solutions in their DevOps portfolios, the more effective the DevOps function was. More specifically, the study reported that among companies with at least 60% of their DevOps portfolio as open source, a full 54% had reached the “fully deployed” DevOps state, with all of their development occurring via DevOps models.

    By comparison, only 30% of the surveyed companies that used less than 60% of open source tools in their DevOps portfolios had reached this state of DevOps adoption. Clearly there’s a link between open source use and DevOps success. Given these results, insurers should focus on the benefits of supporting and encouraging their DevOps groups to embrace the open source community.

    It’s a dated but still persistent view: Participating and contributing to the open source community means developers are giving away their time by creating and contributing intellectual property (IP) that may benefit others outside the organization. However, the truth of the matter is participating DevOps engineers, developers, analysts, etc. are often fixing bugs and making improvements to code libraries other than their own but that can have value for their own DevOps efforts.

    The very definition of open source –software for which the original source code is made freely available and may be redistributed or modified–makes it fertile ground for skills and solutions improvement. Additionally, that process of analyzing and repairing code represents some serious skills development. It’s the kind of development skills that can be difficult to obtain by just working on in-house applications and platforms–which are often proprietary and dated–lacking modern coding techniques.

    Since open source literally means a developer and/or organization has the ability to make the code fit their needs however they see fit–they control their own version of the product that may diverge from the original open source project–the opportunity for DevOps solutions improvement is substantial. Moreover, any DevOps related IP a developer creates and contributes is not lost and is certainly not stolen–the IP can be used directly by the developer and that developer can continue to benefit from the IP of other developers on a gratis basis.

    Utilizing DevOps solutions from the open source community can be both time and cost effective and can be a positive boon to organizations. While some insurers may not knowingly allow open source code in core systems or applications, its use in a DevOps ecosystem is another matter. That’s especially true since DevOps is a newer and less mature IT function that requires new tool, process and solutions development. Leveraging open source solutions can expedite that process. In fact, many of the key DevOps tools used today either are or started as open source solutions for DevOps problems. One would be hard pressed to find a DevOps development stack–from building/developing to monitoring–that didn’t use at least one open source tool as part of the stack.

    Often the fear or apprehension to using open source libraries (for DevOps or anything else) is that anyone could have written it, thus its quality is or could be sub-par. While in some cases this can be true, the same holds true for closed source proprietary software, as many insurers could attest. Simply put, open source tools and libraries are worked on by developers of the exact same caliber–if not the exact same people–who work on closed source proprietary tools and libraries. The only difference is there are often less people involved with proprietary solutions development. And since there are relatively few proprietary DevOps solutions in the marketplace to choose from, open source should be considered a viable channel for DevOps solutions.

    Even if there were more choices for proprietary DevOps solutions, the financial savings involved in combining open source solutions with DevOps can be significant. Importantly, open source solutions for DevOps are particularly useful when the right solution for a problem has yet to emerge, almost a given in a maturing DevOps ecosystem. Rather than rushing out to buy something that promises to fix the problem–or writing something themselves–DevOps developers can find open source solutions and use those to experiment, test and otherwise isolate and identify the true nature of and solution to a DevOps challenge.

    Another reason DevOps groups should avail themselves of open source techniques and tools is the fact that the tools and techniques available for DevOps–proprietary off the shelf and built inhouse–are still not quite there yet. The tools available are almost always missing something, resulting in developers at many organizations spending most of their time–and the organization’s money–trying to develop fully functional solutions from the ground up.

    More often than not, the resulting tool or solution is never as complete or well-built as the open source tool or solution that already exists. Most organizations would be better served tasking their developers with scouring open source libraries, identifying the “best fit” DevOps tools and then spending the time required creating the updates and improvements to the tools that have already been mostly built, saving time and money.

    Finally, there are lots of DevOps staff out there who participate in the open source community–in their spare time anyway, or have done so while working on previous projects. That means hiring DevOps staff with open source experience is a shortcut to potential open source techniques and tools. These are people that can hit the ground running by bringing their open source experiences to bear while they’re getting up to speed on the proprietary work they may be assigned. Considering these benefits, it’s past time for DevOps groups at insurers to dive into the open source waters.

    — Tanner Gibson