Development to Operations (DevOps) will have a profound impact on the global IT sector in the near future. Realizing DevOps’ full potential, IT vendors have been agile enough in providing new products and services under the label “DevOps inside”, at an ever- increasing pace. However, with the growth in product choices, conflicting definitions and competing services, customers often encounter confusion, while making complex purchase decisions. They often seem to be unsure about how to deploy DevOps and get the most out of the solution.
While not trying to delve deep into DevOps, the Whitepaper tries to answer the following key questions:
What is DevOps?
What is DevOps trying to achieve?
How will DevOps achieve this?
How best to make use of the new developments?
Its aim is to help the reader:
Understand the DevOps concepts
Understand its current value and restrictions
DevOps has caught fire in the IT world in the last few years.
Not surprising as delivering faster has become a major
imperative especially with the increasingly digital world
and the convergence of internet, cloud, mobile, social and
analytics. Speed has become the new currency for IT
Microservices in cloud-based infrastructureGunnar Menzel
This white paper provides a detailed view of the impact microservices has on infrastructure; and examines how today’s infrastructure should be designed to support microservices.
The Big Three tech trends—mobility, cloud computing and the
Internet of Things—show that the world is truly going digital. As a
result, organizations need to begin operating at the speed of digital, especially if the business is to take advantage of real-time, alwayson connections within a data-rich environment.
Mobility in particular is at the heart of the digital customer
experience, with users increasingly spending more time with their
devices. And the mobile theme of always-on, always-available further increases the need for organizations to embrace truly agile approaches to development, expanding the definition of becoming quicker and more adaptive. Mobility also relies on an ecosystem of applications and systems to deliver desired, compelling customer experiences. It requires that front-end mobile apps as well as other applications in the ecosystem move at lightning speed.
Development to Operations (DevOps) is driving a profound impact on the global IT sector. IT vendors that realize DevOps’ full potential are more agile in providing new products and services under the label “DevOps inside” at an ever increasing pace. With the growing number of product choices, conflicting definitions and competing services, you may often encounter confusion while making complex decisions, delaying time to market. You at times may be unsure about how to deploy DevOps and get the most out of the solutions and tools available. Are you looking to master the DevOps "Fog?"
Learn new and trending innovations through the success of others during this informative session, and about tools and practices in the VMware world that will lead you to competitive advantage.
Micro Focus at a glance - #MFSummit2017Micro Focus
What a remarkable journey it’s been so far. It’s a fast-moving world where, as they say, change is the only constant. Regardless of how they came to be part of the Micro Focus family, all our people and technologies have seen, driven, and lived four decades of change. While on paper our company is about providing innovative technology solutions, it’s actually about people.
ITSM Roles in an Agile and DevOps World, an ITSM Academy WebinarITSM Academy, Inc.
Presenter: Jayne Groll, CEO, DevOps Institute (DOI)
Have you ever wondered how ITSM roles fit into an Agile and DevOps world? In this session, Jayne will answer any and all questions that you may have regarding this connection. She will discuss the opportunities for process owners, process managers and all others involved in ITSM to engage their skills, knowledge and roles in Agile and DevOps programs.
Join Jayne as she elaborates on the following:
The emerging roles within the Agile and DevOps environment
The desired skills needed
The training and certifications required for Agile Service Management and DevOps
How to become a great DevOps Leader, an ITSM Academy WebinarITSM Academy, Inc.
Presenter: Mustafa Kapadia, Service Line Leader, IBM
The ideal DevOps Leader is a tactical or strategic individual who helps design, influence, implement or motivate the cultural transformation proven to be a critical success factor in DevOps adoption. The most successful DevOps leaders understand the human dynamics of cultural change and are equipped with practices, methods, and tools to engage people across the DevOps spectrum. We will explore the role of the DevOps Leader in more detail.
DevOps has caught fire in the IT world in the last few years.
Not surprising as delivering faster has become a major
imperative especially with the increasingly digital world
and the convergence of internet, cloud, mobile, social and
analytics. Speed has become the new currency for IT
Microservices in cloud-based infrastructureGunnar Menzel
This white paper provides a detailed view of the impact microservices has on infrastructure; and examines how today’s infrastructure should be designed to support microservices.
The Big Three tech trends—mobility, cloud computing and the
Internet of Things—show that the world is truly going digital. As a
result, organizations need to begin operating at the speed of digital, especially if the business is to take advantage of real-time, alwayson connections within a data-rich environment.
Mobility in particular is at the heart of the digital customer
experience, with users increasingly spending more time with their
devices. And the mobile theme of always-on, always-available further increases the need for organizations to embrace truly agile approaches to development, expanding the definition of becoming quicker and more adaptive. Mobility also relies on an ecosystem of applications and systems to deliver desired, compelling customer experiences. It requires that front-end mobile apps as well as other applications in the ecosystem move at lightning speed.
Development to Operations (DevOps) is driving a profound impact on the global IT sector. IT vendors that realize DevOps’ full potential are more agile in providing new products and services under the label “DevOps inside” at an ever increasing pace. With the growing number of product choices, conflicting definitions and competing services, you may often encounter confusion while making complex decisions, delaying time to market. You at times may be unsure about how to deploy DevOps and get the most out of the solutions and tools available. Are you looking to master the DevOps "Fog?"
Learn new and trending innovations through the success of others during this informative session, and about tools and practices in the VMware world that will lead you to competitive advantage.
Micro Focus at a glance - #MFSummit2017Micro Focus
What a remarkable journey it’s been so far. It’s a fast-moving world where, as they say, change is the only constant. Regardless of how they came to be part of the Micro Focus family, all our people and technologies have seen, driven, and lived four decades of change. While on paper our company is about providing innovative technology solutions, it’s actually about people.
ITSM Roles in an Agile and DevOps World, an ITSM Academy WebinarITSM Academy, Inc.
Presenter: Jayne Groll, CEO, DevOps Institute (DOI)
Have you ever wondered how ITSM roles fit into an Agile and DevOps world? In this session, Jayne will answer any and all questions that you may have regarding this connection. She will discuss the opportunities for process owners, process managers and all others involved in ITSM to engage their skills, knowledge and roles in Agile and DevOps programs.
Join Jayne as she elaborates on the following:
The emerging roles within the Agile and DevOps environment
The desired skills needed
The training and certifications required for Agile Service Management and DevOps
How to become a great DevOps Leader, an ITSM Academy WebinarITSM Academy, Inc.
Presenter: Mustafa Kapadia, Service Line Leader, IBM
The ideal DevOps Leader is a tactical or strategic individual who helps design, influence, implement or motivate the cultural transformation proven to be a critical success factor in DevOps adoption. The most successful DevOps leaders understand the human dynamics of cultural change and are equipped with practices, methods, and tools to engage people across the DevOps spectrum. We will explore the role of the DevOps Leader in more detail.
This is the presentation that I presented with Ruth Willenborg that provides a review of IBM's DevOps strategy as well as the roadmap for recently developed capabilities and future directions.
Although DevOps practices deliver incredible benefits to organizations looking to improve their software delivery practices, the larger positive impact of DevOps to delivering value is often harder to realize. A set of practices we’ve found to help organizations is something we call the 4 Maps of DevOps.
Fitting nicely in between the 3 ways and 5 ideals, the 4 maps consist of Outcome Mapping, Value Stream Mapping, Dependency Mapping and Capability Mapping. They help you create a powerful roadmap that is outcomes-focused and targeted at the most important problems.
Through this talk, I’ll walk through the benefits these maps produce, how they relate to one another and the problems you can target with them. I’ll go through some real-life examples of using these maps to help organizations.
This talk is for anybody who is struggling to work out where to start or where to go next with their adoption of DevOps.
[IBM Pulse 2014] #1579 DevOps Technical Strategy and RoadmapDaniel Berg
Hey everyone. Here is the presentation that I had the pleasure of presenting the following deck with Maciej Zawadzki and Ruth Willenborg describing IBM's technical strategy and roadmap.
Enjoy!!!
Presenter: John Worthington
Director of Product Marketing, eG Innovations
IT transformation is less about going from one point to another than it is about making the whole greater than the sum of its parts. The historical fragmentation of IT monitoring limits visibility and transparency, often at critical times during a transformation journey. This webinar will outline what IT transformation is all about, what IT monitoring is and why it's important to ITSM and DevOps as well as how you can leverage monitoring as part of an IT transformation program.
Day 1: ICT Strategic Planning, Mr. Soufiane Ben Moussa, CTO, House of Commons...wepc2016
The challenges parliaments face are not simply ones of technology adoption; many are strategic and need to be addressed at a systemic level. To resolve this challenge, there needs to be a stronger focus on articulating, addressing and resolving the strategic barriers.
Digital Agility: The Key to Innovation in the Digital Age (eBook)Todd Erskine
Digital agility is the business conversation about how to adopt DevOps and agile practices to sense, anticipate, and respond to what the market needs. The aim is to exceed customer expectations with agile operations and development. Developing this agility starts with transforming your IT processes, but can also include parallel technology updates and further cultural changes. A successful digital transformation builds a cloud-enabled organization that delivers quality software rapidly and with regularity.
Putting the Pro in Process Design with Donna Knapp - an ITSM Academy WebinarITSM Academy, Inc.
Presenter: Donna Knapp, Curriculum Development Manager, ITSM Academy
Movements such as DevOps and Site Reliability Engineering (SRE) are introducing new ways of working for IT organizations. For these movements to succeed, organizations must continuously improve and in some cases completely reengineer their IT Service Management ( ITSM) processes. This session takes a modern look at process design and improvement and managing the associated culture change. Take away five key lessons learned, and five proven process design tips.
Facebook, Netflix, Flickr, Etsy, LinkedIn, eSurance, Instagram and Salesforce.com; you know their names. As a consumer, you’ve probably used services provided by many of them. These are some of the “born on the web” companies of the last couple of decades that have helped pioneer new, web-based business models - and in the process become dominant players in their markets, or created new markets altogether. Call them the “Cool Kids”.
What you may not know, however, is that these companies are also strong adopters of a DevOps approach when it comes to software development and delivery. In this presentation we take a look at these companies to discern patterns related to how they have applied DevOps in the areas of Culture, Organization, Practices, Automation and Measurements.
Even if your company bears no resemblance at all to the Cool Kids, you can take away some important learnings from them as you look to apply DevOps to your own software initiatives.
This presentation is a result of a joint project executed by IBM strategists Bill Holtshouser and Carl Zetie, both of the Rational division in IBM Software Group, during the first half of 2014.
Why is dev ops essential for fintech developmentnimbleappgenie
Indeed DevOps brings endless opportunities for FinTech organizations to speed up time to market. Most of the FinTech development companies are familiar with Agile development methodologies, but haven’t yet adopted DevOps.
Nimble AppGenie, fintech development teams that are sound with DevOps methodologies. It has become our standard practice to build products faster and efficiently.
The New Role of the architect - central to growing your business in todays di...Gunnar Menzel
In the digital era, the role of the architect is becoming less technical, and is more closely getting aligned to business strategy. Architects are able to help the business envision its future and integrate IT into the business, providing better value for money, faster benefit realization and improved market competitiveness.
This is the presentation that I presented with Ruth Willenborg that provides a review of IBM's DevOps strategy as well as the roadmap for recently developed capabilities and future directions.
Although DevOps practices deliver incredible benefits to organizations looking to improve their software delivery practices, the larger positive impact of DevOps to delivering value is often harder to realize. A set of practices we’ve found to help organizations is something we call the 4 Maps of DevOps.
Fitting nicely in between the 3 ways and 5 ideals, the 4 maps consist of Outcome Mapping, Value Stream Mapping, Dependency Mapping and Capability Mapping. They help you create a powerful roadmap that is outcomes-focused and targeted at the most important problems.
Through this talk, I’ll walk through the benefits these maps produce, how they relate to one another and the problems you can target with them. I’ll go through some real-life examples of using these maps to help organizations.
This talk is for anybody who is struggling to work out where to start or where to go next with their adoption of DevOps.
[IBM Pulse 2014] #1579 DevOps Technical Strategy and RoadmapDaniel Berg
Hey everyone. Here is the presentation that I had the pleasure of presenting the following deck with Maciej Zawadzki and Ruth Willenborg describing IBM's technical strategy and roadmap.
Enjoy!!!
Presenter: John Worthington
Director of Product Marketing, eG Innovations
IT transformation is less about going from one point to another than it is about making the whole greater than the sum of its parts. The historical fragmentation of IT monitoring limits visibility and transparency, often at critical times during a transformation journey. This webinar will outline what IT transformation is all about, what IT monitoring is and why it's important to ITSM and DevOps as well as how you can leverage monitoring as part of an IT transformation program.
Day 1: ICT Strategic Planning, Mr. Soufiane Ben Moussa, CTO, House of Commons...wepc2016
The challenges parliaments face are not simply ones of technology adoption; many are strategic and need to be addressed at a systemic level. To resolve this challenge, there needs to be a stronger focus on articulating, addressing and resolving the strategic barriers.
Digital Agility: The Key to Innovation in the Digital Age (eBook)Todd Erskine
Digital agility is the business conversation about how to adopt DevOps and agile practices to sense, anticipate, and respond to what the market needs. The aim is to exceed customer expectations with agile operations and development. Developing this agility starts with transforming your IT processes, but can also include parallel technology updates and further cultural changes. A successful digital transformation builds a cloud-enabled organization that delivers quality software rapidly and with regularity.
Putting the Pro in Process Design with Donna Knapp - an ITSM Academy WebinarITSM Academy, Inc.
Presenter: Donna Knapp, Curriculum Development Manager, ITSM Academy
Movements such as DevOps and Site Reliability Engineering (SRE) are introducing new ways of working for IT organizations. For these movements to succeed, organizations must continuously improve and in some cases completely reengineer their IT Service Management ( ITSM) processes. This session takes a modern look at process design and improvement and managing the associated culture change. Take away five key lessons learned, and five proven process design tips.
Facebook, Netflix, Flickr, Etsy, LinkedIn, eSurance, Instagram and Salesforce.com; you know their names. As a consumer, you’ve probably used services provided by many of them. These are some of the “born on the web” companies of the last couple of decades that have helped pioneer new, web-based business models - and in the process become dominant players in their markets, or created new markets altogether. Call them the “Cool Kids”.
What you may not know, however, is that these companies are also strong adopters of a DevOps approach when it comes to software development and delivery. In this presentation we take a look at these companies to discern patterns related to how they have applied DevOps in the areas of Culture, Organization, Practices, Automation and Measurements.
Even if your company bears no resemblance at all to the Cool Kids, you can take away some important learnings from them as you look to apply DevOps to your own software initiatives.
This presentation is a result of a joint project executed by IBM strategists Bill Holtshouser and Carl Zetie, both of the Rational division in IBM Software Group, during the first half of 2014.
Why is dev ops essential for fintech developmentnimbleappgenie
Indeed DevOps brings endless opportunities for FinTech organizations to speed up time to market. Most of the FinTech development companies are familiar with Agile development methodologies, but haven’t yet adopted DevOps.
Nimble AppGenie, fintech development teams that are sound with DevOps methodologies. It has become our standard practice to build products faster and efficiently.
The New Role of the architect - central to growing your business in todays di...Gunnar Menzel
In the digital era, the role of the architect is becoming less technical, and is more closely getting aligned to business strategy. Architects are able to help the business envision its future and integrate IT into the business, providing better value for money, faster benefit realization and improved market competitiveness.
Verizon Labs is home to one of the largest Scala-based functional programming teams in North America, and in this talk Timothy Perrett provides an insight into the work of his infrastructure engineering team, in driving adoption of pure-functional programming in a fortune 15 company: from language education and proliferation within the team, to the specific positives and negatives of purely functional programming, when applied at massive scale
Large-scale Infrastructure Automation at VerizonTimothy Perrett
As a company, Verizon networks and infrastructure touch nearly 70% of global internet traffic every single day. The many datacenters that support this - and many other large-scale Verizon services - are our lifeblood. This talk provides a glimpse into the work being done to reimagine the way in which we design and operate the software that runs our internal computing grids, and how we enable a large body of development staff to ship jobs and services to the grid every single day. We’ll cover how Consul and Vault make for invaluable building blocks in modern distributed systems, and highlight the importance of empowering teams through well designed infrastructure systems.
2016 Federal User Group Conference - DevOps Product StrategyCollabNet
Presented by Eric Robertson, General Manager of the DevOps Product Line at CollabNet, at the Federal User Group Conference on April 28th, 2016 in Washington DC.
Scrum and Agile Engineering Practices - What every ScrumMaster needs to know
Some Agile teams fail to figure out or implement technical practices that are necessary for long term success. Practices like automated builds, automated tests, automated deployments, continuous integration, and continuous delivery are now considered essential for the success of any software development project. Join us for a tour of software engineering best practices. We'll discuss what these practices are and their impact on scope, schedule, cost, resources and quality. We'll also share some ideas on how to start adopting these practices and how to incrementally introduce them and gradually improve your team's software development process.
Many developers think DevOps is nice and valuable but consider it a SEP (Somebody Else's Problem) - not because they do not care but simply because they do not know enough about Ops to relate it to their daily work. This presentation tries to fill the gap a bit, clarifies some common misunderstandings and explains the typical needs of an Ops admin. Then a set of design principles is shown that address the needs of an admin and help to build applications ready for Ops - because in the end it's all about production! As always lots of the information of this presentation is on the voice track but yet I think that you can find some helpful pointers in this deck.
Bring Down the Wall of Confusion with Chocolate, LEGO and Scrum Simulation GameDana Pylayeva
Slides for a DevOps transformation simulation workshop from Scrum Gathering Prague 2015. An Agile game that engages all 5 senses and helps participants embrace DevOps culture.
IBM UrbanCode Deploy: Automates and manages the deployments of business applications made of many component pieces such as web services, databases, content, CICS and mobile apps. Through automation, costly errors and manual labor are drastically reduced. UrbanCode Deploy also eliminates a common bottleneck between agile development teams and slower operations groups thereby speeding time to market. UrbanCode Deploy excels at driving down cost and reducing risk.
IBM UrbanCode Deploy with Patterns: A leading edge offering that combines all the great capabilities of UrbanCode Deploy with additional capabilities for designing and deploying full-stack environments on cloud and updating configurations for existing cloud environments.
IBM UrbanCode Release: A robust collaborative release management tool that helps you handle the growing number and complexity of releases. You can plan, execute, and track a release through every stage of the delivery lifecycle.
IBM UrbanCode Build: An enterprise continuous integration server used for managing builds, build artifacts and the dependancies inherent with them. UrbanCode Build specializes in reducing errors and speeding handoffs through a managed self-service build infrastructure.
DevOps is an exciting new management framework that combines software development and IT operations. It aims to shorten the systems development life cycle and provide continuous delivery with high software quality. DevOps is rapidly popularity across the IT industry due to the ease with which it can be used in combination with Agile software development.
Original Source: https://www.knowledgetrain.co.uk/it/devops/what-is-devops
In the past few years, we have seen a rapid rise in digitalisation and automation. The importance of DevOps has also grown a lot as businesses run on the path to digital transformation. However, security has been a concern in the DevOps community, but a robust DevSecOps environment can be the solution.
Why DevOps is Key to Digital Transformation Success.pdfEnterprise Insider
DevOps is becoming the new operating model for IT in many enterprise undergoing digital transformations. In order to implement DevOps, most organizations will need to transform their processes, technologies and their existing workforce.
Why is dev ops essential for fintech developmentnimbleappgenie
DevOps is basically a term for modern software engineering practices that focus on delivering software solutions faster and better. Similar to most buzzwords, DevOps is claimed to be important and needed, but not necessarily understood – Why? In this article, I’ve simplified the FinTech DevOps partnership and explained why it is essential for modern FinTech development projects to incorporate DevOps.
Patterns for Success: Lessons Learned When Adopting Enterprise DevOpsCognizant
Enterprises that have successfully embraced DevOps are realizing real benefits. Not every DevOps story, however, is a successful one. Here's how to ensure DevOps earns a great reputation in your organization.
DevOps is a blend of information technology and software development operations that assists businesses in creating and delivering apps quickly. DevOps brings operations and development teams together; therefore, there will be very few errors and redundancies in the software development process.
Why DevOps?
DevOps principles
DevOps concepts
DevOps practices
DevOps people
DevOps controls
DevOps training and further reading
Where do you start with DevOps?
A DETAILED ROADMAP TO BECOMING A DEVOPS ENGINEEROrion eSolutions
If you are looking forward to establishing your career as a DevOps engineer, you are on the right track.
But, before moving forward to how to become a DevOps engineer, let's discuss what DevOps engineering is and how it benefits business enterprises.
PMI Thailand: DevOps / Roles of Project Manager (20-May-2020)Gonzague PATINIER
DevOps seems to be the latest ‘buzzword’ and trend in the IT industry. This is driven by business needs for ever-faster deployment of new functionality and frustrations with the time and effort it takes to get new systems into operations. It is no longer a question of ‘should we adopt DevOps’, but ‘when and how’?
DevOps represents a significant cultural and behavioral change and many organizations fail to address this in their adoption. Gartner defines DevOps as a change in IT culture, focusing on rapid IT service delivery through the adoption of agile, lean practices in the context of a system-oriented approach. These culture changes include organization changes, impacting structure, roles and responsibilities.
What and where is the role of the project manager in organizations that have transitioned towards adopting DevOPs? Join us and let’s discuss DevOps and answer your questions followed by an informative discussion.
An overview of how Successful are Your DevOps ServicesBJIT Ltd
Devops service offers agility and flexibility, but at its foundation, it's all about continuous improvement. Change and improvement are necessary components of DevOps maturity, regardless of where it is now. A methodology for evaluating, updating, and implementing strategy may help teams evolve while also preparing them for future development.
Read more: https://bjitgroup.com/devops-service-provider
Le cloudvupardesexperts 9pov-curationparloicsimon-clubclouddespartenairesClub Alliances
9 points de vue d'experts sur le cloud. Sélection d'articles issus de la veille et de la curation faire par Loic Simon pour le Compte des membres du Club Cloud des Partenaires
DevOps Solutions: Driving Efficiency and Innovation in Modern Developmentbasilmph
The software development landscape is constantly evolving. Businesses are under increasing pressure to deliver high-quality applications faster and more frequently. This is where DevOps Solutions come in – a powerful approach that bridges the gap between development and operations teams, fostering collaboration and streamlining the entire software delivery lifecycle.
Learn how to use Devops from beginner level to advanced techniques which is taught by experienced working professionals. With our Devops Training in Chennai you’ll learn concepts in expert level with practical manner.
DevOps is a one-stop solution for all software engineering. From creating the software to implementing it in real-time, DevOps does all. This creates an infinite demand for excellent DevOps developers in the market. Since the platform is quite fast and effective, it is attracting the attention of many organizations that are looking to develop a software solution for their own business. Thus, here are a few DevOps interview questions that can help you crack an interview.
Top DevOps Trends And Statistics You Need To Know In 2023Mindbowser Inc
Software development and IT teams can work together more efficiently and automatically thanks to a set of tools, procedures, and concepts known as "DevOps." It focuses on techniques like technology automation, team empowerment, and cross-team communication and collaboration.
Article link: https://www.mindbowser.com/devops-trends/
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
PHP Frameworks: I want to break free (IPC Berlin 2024)Ralf Eggert
In this presentation, we examine the challenges and limitations of relying too heavily on PHP frameworks in web development. We discuss the history of PHP and its frameworks to understand how this dependence has evolved. The focus will be on providing concrete tips and strategies to reduce reliance on these frameworks, based on real-world examples and practical considerations. The goal is to equip developers with the skills and knowledge to create more flexible and future-proof web applications. We'll explore the importance of maintaining autonomy in a rapidly changing tech landscape and how to make informed decisions in PHP development.
This talk is aimed at encouraging a more independent approach to using PHP frameworks, moving towards a more flexible and future-proof approach to PHP development.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
Search and Society: Reimagining Information Access for Radical FuturesBhaskar Mitra
The field of Information retrieval (IR) is currently undergoing a transformative shift, at least partly due to the emerging applications of generative AI to information access. In this talk, we will deliberate on the sociotechnical implications of generative AI for information access. We will argue that there is both a critical necessity and an exciting opportunity for the IR community to re-center our research agendas on societal needs while dismantling the artificial separation between the work on fairness, accountability, transparency, and ethics in IR and the rest of IR research. Instead of adopting a reactionary strategy of trying to mitigate potential social harms from emerging technologies, the community should aim to proactively set the research agenda for the kinds of systems we should build inspired by diverse explicitly stated sociotechnical imaginaries. The sociotechnical imaginaries that underpin the design and development of information access technologies needs to be explicitly articulated, and we need to develop theories of change in context of these diverse perspectives. Our guiding future imaginaries must be informed by other academic fields, such as democratic theory and critical theory, and should be co-developed with social science scholars, legal scholars, civil rights and social justice activists, and artists, among others.
4. 1 DevOps Introduction
The speed of application development and application change is increasing and with
it, the demand of “Rolls Royce like” quality. Companies look to build new capabilities
with high expectations being placed on the IT department. Although the IT industry
has taken huge leaps in technology innovation, the quality of application development
projects has been lagging. Many IT projects run inefficiently, missing implementation
deadlines and causing outages during or after implementation and therefore, costing
significantly more than anticipated.
DevOps is the new development that addresses such inefficiencies. It connects
development, quality assurance, and technical operations personnel in a way that the
entire ‘build-release-run-repeat’1
process operates as a factory, having clear roles and
responsibilities and well-defined inputs and outputs2
.
In Gartner’s latest Hype Cycle for application services, 2015;3
DevOps is positioned
right in the Peak of Inflated Expectations:
The aim of DevOps is to revolutionize the transition, de-risk IT deployments, eliminate
the excuse “but-it-works-on-my-system”, and break the silos between developers,
testers, release managers, and system operators. The products and tools developed
in this area focus on maximizing predictability, visibility, and flexibility, while
maintaining stability and integrity.
DevOps, in itself, is not a new concept. A development-to-operations lifecycle
has existed for quite some time. The latest developments include the ambition to
industrialize, automate, and connect the entire process covering infrastructure,
application, as well as business changes. The prime focus is on outage reduction and
quality improvement.
Marketing and Customer
Management Consulting
Application Modernization Services
Knowledge Services
Multisourcing Service Integrator
As of July 2015
Plateau of
Productivity
Trough of
Disillusionment
Peak of
Inflated
Expectations
Innovation
Trigger
Time
Plateau will be reached in:
Less than 2 years 2 to 5 years 5 to 10 years More than 10 years
Obsolete
before plateau
Slope of Enlightenment
Cloud Computing
Business Analytics Services
Application Testing Services
Big Data
IT/OT Convergence
Machine Learning
Predictive Analytics
DevOps
Agile Project Management
Enterprise-Class
Agile Development
Crowdtesting
Adaptable Automation
(Smart-Machine-Enabled Services)
Business Process as a Service (BPaaS)
Prescriptive Analytics
Outsources and SIs as CSBs
Microservices
Digital Business Consulting Services
Vetted Crowsourced Community
Unvetted Crowsourced Community
Crowdsourcing of Microwork
Big Data and ERP
Application Services Communities
Information Valuation and Infonomics
Cognitive-Enabled Services
(Smart-Machine-Enabled Services)
Intelligent-Process Autonomic Services
(Smart-Machine-Enabled Services)
Application Portfolio Management
Expectations
Disruptive Technology and Trends
DevOps
Figure 1: Hype Cycle for Application Services, 2015
DevOps is now
at its inception
point - enabling
Business to drive
real value.
Gartner July 2015
4 DevOps - The Future of Application Lifecycle Automation
5. 1.1 The DevOps Market
DevOps has fundamentally changed the way an IT organization works and how it
gets things done. Since its inception in 2009, DevOps (coined as the “new Cloud”
by market) has been adopted at a rapid pace, evolving from a niche concept to an
integral part of enterprise IT strategy. This fast pace in adoption was mainly due to
the immediate value realization that DevOps helps business to build better-quality
products and services quickly and with greater reliability.
Over the next 5
years, the DevOps
market looks very
positive, with
many sources
forecasting double-
digit growth and
a higher adoption
rate
Figure 2: Gartner’s DevOps market predictions
Revenue ($M)
DevOps Ready
Growth
CAGR = compound annual growth rate
Note: DevOps is a composite market, comprising software tools that are the part of other major markets within Gartner Market Share
and Forecast documents.
Source: Gartner (February 2015)
DevOps Enabled
Growth
DevOps Capable
Growth
Growth
2013 2014 2015 2016 2017 2018 2019
2000
1,800
1,600
1,400
1,200
1,000
800
600
400
200
0
70%
60%
50%
40%
30%
20%
10%
0%
Gartner predicts that the DevOps market is set to grow from $1.9bn in 2014 to $2.1bn in 2015,
showing a very healthy growth of ~11%.
Ready
Enabled
Capable
36.2%
15.3%
10.2%
Revenue Five-Year CAGR
In addition to the research by Cloud providers, major product and tool vendors,
DevOps market movement has been catalyzed by increased Cloud adoption,
emergence of concepts like containerization, Platform-as-a-Service, micro-service
architecture, service virtualization, and a strong contribution from the open-source
community with several cost-optimized DevOps enabling tools. The early adopters
or the “DevOps Unicorns” like Netflix, Amazon, Google, Etsy, and Snapchat have
continuously innovated and showcased successful DevOps model variants like
NoOps, ChatOps, and SmartOps.
In a recent study, Rackspace4
interviewed 700 IT decision makers and found 55% of
the organizations had already implemented or adopted DevOps and are looking for
enhancements. Further 31% of them plan to use DevOps in the next 2 years. This
adoption is among the largest in the side of technology for the initial implementation
of tools.
Today, the DevOps trend not only goes beyond technology implementation
and management but also focuses on a positive organizational change brought
across its processes, cultural shift, and security and compliance aspects of the
DevOps platform.
Over the next 5 years, the DevOps market looks very positive, with many sources
forecasting double-digit growth and a higher adoption rate as larger enterprises begin
to understand the benefits DevOps can bring in terms of cost reduction and agility.
5
the way we see itInfrastructure Services
6. 1.2 DevOps Overview
In simple terms, DevOps refers to an umbrella concept that encompasses people,
processes, and technologies required to connect development to execution.
“Connect” in this context means ensuring that the development changes are tested
and deployed in a way that is efficient and does not interrupt ongoing operations.
An important goal of DevOps is to reduce change-related outages. A number
of factors give rise to outages. Complex releases, change and configuration
management, higher change cycles, siloed setups, and narrow thinking are the key
contribution factors.
DevOps as a concept (or Gartner5
refers to it as a “philosophy”) is trying to address
four main challenges which affect costs of development and impact on run (live
services or operations):
As mentioned earlier, DevOps is not a new concept, but the efforts to harmonize
several aspects of the entire Development-to-Operation process mark the beginning
of a new era. Gartner6
refers to DevOps as, “… (an) IT service delivery approach
rooted in agile philosophy with an emphasis on business outcomes, not business
orthodoxy.”
Development
User
Acceptance
Test
Seamless Environment
Build
Continuous Integration On-Demand Scalability Quality & Compliance
Operational
Acceptance
Test
Live
Functional
Test
Non-
Functional
Test
Unit Test
Figure 3: Development-to-Operations Lifecycle
Addressedby
Development-to-Operations
Challenges
1. Complex pre-production /
production build and run
2. Inefficient and complex error
prevention and diagnosis
3. Siloed setup and narrow
thinking – Wall of confusion
4. Increase in rate of change
versus stability
1. Change culture
2. One Development-to-
Operations Lifecycle
3. Common Tooling
DevOps “solutions”
Figure 4: Development-to-Operation Challenges and DevOps "solutions"
Figure 3 implies
a pure waterfall
approach.
DevOps “works”
with multiple
approaches:
parallel software
development
lifecycles (rapid,
agile, etc.)
6 DevOps - The Future of Application Lifecycle Automation
7. Many vendors and market analysts emphasize on ‘agility’, which connects
development with operations to address the above-mentioned issues.
Agility is a critical element to:
• Reduce complexity
• Aid error diagnosis
• Remove the siloed setup
• Eliminate the narrow mindedness
• Deal with the rate of application change
To some, DevOps is a panacea for all ills; for others, it is a marketing gimmick, similar
to the “Emperor’s new clothes7
”. However, the truth lies somewhere in the middle.
Traditionally, we have been focusing too much on the process of delivering the actual
solution, designed to create a change. However, to deliver the intended change, we
need to focus on tools, processes, and people, while ensuring the stability of our
service delivery.
DevOps makes an attempt to reduce inefficiencies by addressing the impact of
development changes (new or existing) on three factors: tools, processes, and
people. However, the DevOps concept has not attained full maturity. Gartner8
outlines
three key challenges for organizations planning to adopt DevOps:
1. The lack of a standard definition for DevOps has created confusion for
infrastructure and operations (I&O) leaders, trying to adopt this philosophy
2. There is no standard or simple approach regarding the adoption of DevOps by an
enterprise I&O leader, causing confusion about how and where to start
3. Each DevOps implementation is unique and every customer requires a
customized approach
Activities are underway to address the lack of a standard definition (first challenge).
The Open Group has announced a new Forum IT4IT9
during its London Conference
in October 2014, which attempts to standardize a DevOps related framework. The
remaining two challenges will be subsequently addressed in the near future.
Three key
implementation
challenges:
1. Lack of standard
definition
2. Lack of a
standard
approach
regarding
DevOps’
adoption
3. Customization
required for each
implementation
7
the way we see itInfrastructure Services
8. 2. DevOps Challenges
During coding and testing functional and non-functional areas, the IT department
needs to ensure that the changes are accurately implemented and that the new
capabilities comply with business requirements. Development cannot be carried out
in a live environment. Hence, new and separate environments (pre-production and
on-production environments) are needed to allow developers to write new or change
an existing code (or change application configurations for COTSa
products). This also
enables testing of both functional and non-functional aspects of the end product.
Four main challenges are typicallyb
prevalent in this scenario:
2.1 Complex Pre-production/On-production Build and Run
For sophisticated application landscapes with complex integration setups, creating,
setting-up, and deploying a new environment is costly and prone to errors.
Generally servers, storage, network, and application environments are built and
configured in a semi-automatic fashion. At best, different teams are responsible
for deploying new servers and applications. Considering the huge cycle time from
requisition to receipt of a new environment, the entire process seems to be fraught
with inefficiencies. At times, in the absence of dedicated teams, a single resource
manages the entire show, which adds to the inefficiency. Moreover, managing the
consistency of the environment configuration introduces complexity, and the risk of
failures adds to probabilities of lower quality of deliverables. At times, in light of cost
considerations, some of the key functional teams like security and compliance may
not participate during the environment build. This may impact the live deployment
of code.
2.2 Error Prevention and Diagnosis
As a result of the complex challenges (mentioned above) moving/promoting code to
the live environment involves risks and may give rise to outages. With higher manual
intervention, the risks of errors and outages multiply. Many a time, such errors aren’t
caught instantly and may have an impact on other processes, for instance, testing
of an application change. In this case, the tester would most probably assume that
the error is due to the change and would request the developer to fix the issue. The
developer would typically use a development environment to write and “unit test”
his change. Now, as his environment differs slightly from the test environment no
error is reported, i.e. ‘it works for me.’ Root cause analysis in this case will ultimately
result in valuable resources being spent on diagnosis of why the change works in
development environment but not in the test environment.
2.3 Wall of Confusion
Developers, on one hand, are incentivized to maximize ‘change’ — writing new
code or enhancing the existing one , while on the other, operations personnel are
encouraged to minimize change (in order to maintain KPIsc
and SLAsd
). Further, both
groups operate in diverse organizations within a firm and may have different budgets.
Typically, developers work within a project delivery organization (assisted by project),
whereas operations staff work within support organization (assisted by technology).
Location of both the resources in physically different areas adds to the problem.
Developers often perceive operations staff as ‘innovation blockers’, while operations
staff see developers as those who don’t understand the importance of stability. Both
the groups are critical for the long-term sustainability of the business, to decrease
DevOps
Challenges:
1. Complex pre-
production/
on-production
build and run
2. Error prevention
and diagnosis
a. COTS = Commercial off the Shelf
b. Typically means that these are most common
causes
8 DevOps - The Future of Application Lifecycle Automation
9. outages and minimize expenditure. To achieve this, a close collaboration among both
the groups is crucial.
2.4 Rate of Change versus Stability
Different applications cause different rates of change versus stability. Gartner’s ‘Pace-
Layered Application Strategy’ outlines a way to categorize applications into:
1. Systems of Record (typically ERP-type applications)
2. Systems of Differentiation (typically business-specific applications, often COTS
applications with customization)
3. Systems of Innovation (typically new web-based, agile development focused
applications)
+
+–
–
Change
Governance
Systems of
Innovation
Systems of
Differentiation
Systems of
Record
DevOps
Traditional
Source: Gartner (September 2014)
Figure 5: Gartner’s: ‘Pace Layers for DevOps’
DevOps
Challenges:
1. Wall of
confusion
2. Rate of change
versus Stability
c. KPI=Key Performance Indicator
d. SLA=Service Level Agreements
9
the way we see itInfrastructure Services
10. 3. DevOps Impact
The IT Process Institute’s Visible Ops Handbook10
reports that 80% of unplanned
outages are due to ill-planned changes made by administrators (“operations staff”) or
developers. A recent Gartner study projected11
that Through 2015, 80% of outages
impacting mission-critical services will be caused by people and process issues,
and more than 50% of those outages will be caused by change/configuration/release
integration and hand-off issues.
According to IDC’s “DevOps and the Cost of Downtime: Fortune 1000 Best Practice
Metrics Quantified”12
:
• The average hourly cost of an infrastructure failure is $100,000
• The average hourly cost of a critical application failure is $500,000 – $1M
• The average number of deployments per month is expected to double in 2 years
• Unplanned application downtime costs the Fortune 1000 from $1.25 billion to $2.5
billion every year.
Calculating the costs associated with these outages is not straight forward, as costs
include tangible/direct costs, such as lost transaction revenue, lost wages, lost
inventory, remedial labor costs, marketing costs, bank fees, and legal penalties from
not delivering on service-level agreements; and intangible/indirect costs, including
lost business opportunities, loss of employees and/or employee morale, decrease
in stock value, loss of customer/partner goodwill, brand damage, driving business
to competitors or even bad publicity/press. Taking into consideration any of the
above causes, the cost to the organization is in millions of dollars. Furthermore, the
increased number of manual changes and deployment relates directly to the average
downtime range, thus increasing the associated cost too.
The goal of DevOps is not to eliminate errors/downtime, rather automate manual
tasks and create repeatable processes with greater transparency, traceability, thus
zeroing down on the level of manual intervention and helping organizations attain a
stable and reliable IT infrastructure, ensuring uninterrupted business continuity with a
level of acceptable risks. By this process, Devops help organizations attain a stable
and reliable IT infrastructure. Therefore, one of the drivers of increasing interest in
DevOps practices and tools is the significant reduction of unplanned downtime and
the cost associated with it.
A recent Puppet Labs study — 2015 State of DevOps — states that high-performing
IT organizations experience 60 times fewer failures and recover (Mean-time-to-
Recover) from failure 168 times faster than their lower-performing peers.
DevOps, if applied correctly to an organization, will play a significant role in improving
IT stability and has a direct impact on business.
80% of all
production
outages are
change related.
This is where
DevOps can drive
real value.
DevOps
can increase
deployment
frequency by
factor 30 and lead
times by factor
8000!
10 DevOps - The Future of Application Lifecycle Automation
11. 4. DevOps Value
DevOps has 4 main value propositions
Figure 6: DevOps Value
To enable near-
instant change
deployment
To increase end-
user satisfaction
To increase
Innovation cycles
Upto 80%
outages are
change-related
Reduced OutagesIncreased Agility Increased Quality Improved Innovation
DevOps can drive
agility, quality,
innovation whilst
reducing outages
in production
Agility and outage-reduction are the two main drivers that clients target when
implementing DevOps capabilities. However, increased quality and innovation cycles
are another set of key benefits clients might want to consider when applying DevOps.
To a large extent, most of these drivers can directly be related and translated into cost
savings. Reducing outages will have an impact on cost avoidance; increased quality
will have an impact on end-user satisfaction and therefore, clients may be able to
increase their profits.
4.1 Increased Agility
Speed to market or better-maximized agility through a constant and fully integrated
deployment capability is one key aspect here. Moving from a release cycle from every
quarter to deploying changes on a minute-by-minute basis is a real aspiration. For
many clients this is a massive leap, for some this is a reality.
4.2 Increased Quality
Puppet Labs’ survey13
suggests that high-performing organizations are deploying
code 30 times more frequently, with 50% fewer failures than their lower-performing
counterparts. Increased quality is one of the key benefits of DevOps. It will, however,
increase quality only when the organization reaches a certain level of maturity. As
outlined in the Capgemini Maturity Model (detailed below) we differentiate 5 levels of
maturity: Basic, Emerging, Co-ordinated, Enhanced, and Top Level.
4.3 Improve Innovation
Experiencing fewer outages and deploying code with increased quality will lead to
more time spent thinking about further improvements or new ways of working. It will
enable the organization to drive more value, rather than having to dedicate time fixing
issues caused by changes deployed.
4.4 Reduced Outages
As outlined before, outage-reduction is a big area of value. By applying a DevOps
approach, companies will be able to avoid loss of sales and other outage related
implications by improving ways of working, automation, and continuous deployment.
11
the way we see itInfrastructure Services
12. 5. DevOps Concept
DevOps tries to address the aforementioned challenges through higher automation,
increased visibility, and tighter control of the pre-production and on-production
environments and deployment/promotion of code through diverse environments.
It also tries to reduce the “wall of confusion” between development and operations
personnel by harmonizing the development and operations tools (allowing feedback
from operations to development) as well as re-aligning objectives and incentives.
5.1 Change Culture
Ensuring that each individual is part of the entire solution lifecycle covering
development and operations is one key DevOps concept — to break the ‘wall
of confusion’. Its main aim is to create an appraisal methodology that can
jointly measure and reward performance. All key parties that are involved in the
“development-to-operations-service” supply chain must share same/similar
objectives and targets, and each person’s performance must be assessed against
their impact within the context of the entire solution lifecycle.
Individuals should be assessed according to the overall change development and
deployment as well as the resulting process stability. Thus, both the work groups
should be measured using a supply chain rather than a siloed approach.
DevOps is not only tooling; it encompasses people, processes, and tools, with
‘people’ being the critical element of the equation. In order to effectively use the tools
across the process or lifecycle, people should be encouraged to abide by a number
of guiding principles to drive a common mindset:
LiveDevelopment Test Development LiveTest
Change = Yes pls No, no change pls Change Welcome
Transform
Figure 7: Cultural Change
A key to
successful
implementation:
address the
cultural change
12 DevOps - The Future of Application Lifecycle Automation
13. In short, strive towards excellence.
Fostering, driving, and encouraging each individual to follow these principles is
important to drive a common objective. However, to reach a common consensus,
every individual needs to comprehensively try and understand the role of
other resources.
5.2 Development-to-Operations Lifecycle
The entire development-to-operations lifecycle must be seen and operated as
one coherent end-to-end process, rather than numerous multiple and diverse
steps. Individual methodologies can be applied for individual steps, such as
agile or waterfall, as long as these can be connected together to form one end-
to-end process.
Stakeholders Principles Mindsets
1. Partner with customers Focus on business value
2. Work towards a shared vision Advocate for your constituency
3. Deliver incremental value Take pride in workmanship
4. Invest in quality Deliver on your commitments
5. Empower team members Keep a solution perspective
6. Set clear accountability Foster a team of peers
7. Learn from experiences Practice good citizenship
8. Foster open communications Improve continually
9. Stay agile (expect and adapt to change) Understand qualities of service
Figure 8: Stakeholder Principles and Mindset
Figure 9: People Ecosystem
Operations
Support
Operations
Technology Architects
Customer
Users
Project
Sponsor
Solution
Architects
Technology Focus
Business Focus
User
Experience
Product
Management
Release/
Operations
Program
ManagementDevelopment
Architecture
Test
Team
The ideal
resources
ecosystem
13
the way we see itInfrastructure Services
14. ‘Connect’ is a key aspect here. For organizations located across diverse
geographies, change is global. Application development is being increasingly
carried out in remote locations. Unit code as well as non-functional testing, interface
and user acceptance testing, and end-user training are also executed in diverse
locations. However, a commonly agreed development-to-operations lifecycle
is deployed.
A feedback loop runs from the live environment to the start of the cycle. Constant
improvement to DevOps is an important facet of the lifecycle, and this requires:
• Bug reporting – Providing an easy means to capture (through social media for
external sites), triage, track, or add to developers’ backlogs
• Feature suggestions – Allowing users to provide their feedback on a service which
may come through tools such as UserVoice, which can then be integrated with
the lifecycle
• Availability, performance, and usage monitoring – Allowing feedback on
operational aspects to provide insights (or maybe report defects) into
future developments
• Instrumentation – Allowing more specific measures to be captured which are
meant to be used as insights into future developments
Part of the process definition is a clear understanding of:
1. Principles and Purposes (see 3.2.1)
2. Environment Reference Model (see 3.2.2)
3. Environment Key Characteristics (see 3.2.3)
5.2.1 Principles and Purposes
To deploy a common development-to-operations lifecycle, one requires a clear
definition of the key process principles and purposes. The development-to-
operations lifecycle:
• Is necessary to build, test, and deliver the changes to existing applications or the
implementation of new applications
• Plays a crucial role to manage the large volume of changes associated with a
multi-platform environment
• Provides traceability of change processes from requirements to release without
any disruption
Development
User
Acceptance
Test
Seamless Environment
Build
Continuous Integration On-Demand Scalability Quality & Compliance
Operational
Acceptance
Test
Live
Functional
Test
Non-
Functional
Test
Unit Test
Figure 10: Development-to-Operations Lifecycle
DevOps suggests
implementing
a continuous
deployment cycle
and not one that
ends at live
14 DevOps - The Future of Application Lifecycle Automation
15. • Provides a single version of truth, as end-to-end traceability ensures that the
operations team implementing the application change has a solid understanding
of the requirements
• Enables a strong foundation to understand the requirements
• Ensures adequate validation during the integration or acceptance-testing phase of
the release
5.2.2 Environment Reference Model
Subsequent to understanding the DevOps lifecycle principles, it is crucial to define
the use of various environments needed to support the different steps. To achieve
this, the characteristics and type of data, SLAs, and the amount of change and
release management must be clearly outlined:
Environment Purpose Characteristics Type of Data SLAs Change
Release Management
Workshop
Environment
Temporary
environment used
for presentation,
pilots, etc
Sometimes
called sandpit
environment. Built
and maintained by
the project team
Non-live only No (unless
explicitly defined/
agreed)
None
Performance
Testing
Environment
Test environment
to simulate load
testing to prove
performance
characteristics
Temporary
only; Built and
maintained by the
project team
Full live “like” data No (unless
explicitly defined/
agreed)
None
Development
Environment
Environment to
develop software
applications;
ideally one
environment per
application
Usually
permanent, either
created by project
or by central
service, testing
only at code level
Only subset of live
“like” data
No (unless
provided as a pre-
defined service)
None
Functional Test
Environment
Test environment
to perform
business related
testing
Temporary
environment,
created by the
project and
functional testing
teams
Only subset of live
like data
No (unless
provided as a pre-
defined service)
None
User Acceptance
Test Environment
Test environment
to perform end-
to-end functional
testing
Temporary
environment,
created by the
project and
functional testing
teams
Only subset of live
“like” data
No (unless
provided as a pre-
defined service)
None
Figure 11: Environment Reference Model
15
the way we see itInfrastructure Services
16. Although these environments are not exhaustive, they constitute a list of possible
environments and should be seen as a reference model. Once the DevOps
implementation approach is in place, a decision to choose the right type of
development and testing environments should be taken following a thorough
analysis of the business operations. After choosing the type of environments, the IT
department has to decide upon the data residency. Data may reside either on local
servers or in a private or public Cloud environment. Each environment is expected to
have the following characteristics:
Environment Purpose Characteristics Type of Data SLAs Change
Release Management
Training
Environment
Training
environment to
perform end-to-
end functional
training
Temporary
environment,
created by project
teams to perform
end-user training
Only subset of live
“like” data No Yes
System
Integration Testing
Environment
Test environment
to test interfaces
and data-related
aspects
Temporary
environment,
created by project
teams to perform
system-related
interface testing
Only subset of live
“like” data No Yes
Operational
Testing
Environment
Test environment
to test all non-
functional related
aspects
Permanent
environment,
created to
simulate the live
environment
Only subset of live
“like” data No Yes
Support
Environment
Environment
to replicate
live issues and
develop/trial
fixes from either
the frontend or
backend
Permanent
environment,
created to
simulate the live
environment
Only subset of live
data No Yes
16 DevOps - The Future of Application Lifecycle Automation
17. Title Statement Motivation Implications
1 Complete Each environment must be complete
with all components, even if it is
not subject to testing. ‘Complete’
here implies the level of separation
of infrastructure and networking
components with an appreciable
level of security. It also implies
working with same privileges, a
live environment would offer. This
would ensure that a piece of code
produces output in a similar fashion,
whether in a development or live
environment, despite a firewall
between the two
To ensure accurate test results,
it is important to include
the dedicated and shared
components in a single pre-
production environment
When dedicated applications
use shared components
such as databases, etc.,
it is important to perform
complete application specific
tests followed with regression
tests, using the shared
component. This should be
done from a perspective of
performance and availability
2 Up-To-Date It is essential to maintain all the
environments and their components
up-to-date. Changes in the live
environment must be routed back to
the master and from there pushed,
to the different environments
‘Up-to-date’ for a live
environment is performed for
an exact simulation of the live
environment. This involves
binary codes as well as system
configuration.
Proper change and
configuration management is
vital to be up-to-date
3 Management Each environment must be owned
and managed by a single person
to ensure that the environment is
complete and up-to-date
Ownership is important to
ensure consistency during
the project lifecycle. Usually
live support team takes the
ownership of pre-production
or new services. However, in
case of new projects, ownership
might be taken by a different
entity
All environments must be
owned and managed by
a single person – usually
the change manager, who
ensures quality and integrity of
the development environment.
4 Support Each environment must be
supported by adequate support
resources
It is important to ensure accurate
testing and fast identification
and isolation of bugs or errors.
To ensure adequate system
enhancements for live services,
the pre-production environment
is usually backed by live support.
While identifying errors and
raising queries, the pace of
responses should be maintained
at an optimum rate, before the
test cycle starts.
Allocate adequate resources
during the project conception
stage.
5 Independence Each environment must be
independent, isolated from other
environments, and complete with all
resources
This is important to ensure
that no other pre-production
environment is affected during
implementation of changes
Ensure independence while
determining the components
to be included in an
environment
Figure 12: Environment Key Characteristics
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18. Common Tooling
This is a prime aspect that garners a lot of attention. A single tool or a combination of
tools that allows for a simple or fully automatic request should be deployed. It should
be able to create, operate, and destroy any type of pre-production or on-production
environments. It should include infrastructure related, middleware and application-
related components. The aim should be to accelerate the transition through
environments in an efficient and cost-effective manner. The result would be more
testing in an early testing phase, leading to higher quality. A number of IaaS tools, as
well as middleware and applications-based process tools are available today. While
Docker, Puppet, Chef, and ControlTier are examples of existing tools; VMWare’s
Codestream is a new entrant. Traditional enterprise vendors provide a host of
toolsets. For instance, Microsoft offers Team Foundation Server/Visual Studio Online
along with Microsoft System Centre and Azure. They sync with tools like Docker and
Chef and also integrate with social media through UserVoice, Azuqua, etc.
These tools allow developers and operational staff to request, create, operate, and
destroy pre-production or on-production environments in an industrialized manner.
Gartner, during April 2014, published a quick overview of the “Cool Vendors in
DevOps”5
. However, as mentioned above, there is no one tool that does it all;
instead a ‘toolset’ approach needs to be employed. The toolset should cover the
entire development-to-operations lifecycle, from infrastructure to business. It should
empower the resources to execute the work allocated to them in an efficient manner.
Development
Applications
Middleware
Infrastructure
Testing
Applications
Middleware
Infrastructure
Live Operation
Applications
Middleware
Infrastructure
One End-to-End Process
Figure 13: Common Tooling Approach
There is no
single DevOps
tool: Use, apply,
and connect the
right tools using
an end-to-end
process
18 DevOps - The Future of Application Lifecycle Automation
19. 6. DevOps Implementation
As outlined in 1.1, the adoption of DevOps is hampered by a number of key aspects14
:
1. The lack of a standard definition for DevOps has created confusion for
infrastructure and operations (I&O) leaders, trying to adopt this philosophy8
2. There is no standardized or simplified approach regarding the adoption of
DevOps by an enterprise I&O leader, causing confusion about how and where
to start8
3. Each DevOps implementation is unique, and every customer requires a
customized approach8
In practice, tools, methods, and technologies are seldom deployed on green-field
sites and having implemented DevOps for more than a decade now, we believe that
the key to successful implementation is to:
• Define a clear target
• Establish a clear transformation plan
• Actively manage the plan execution
DevOps implementation should not be merely perceived as deploying a new tool
like CodeStream or Docker. It should be viewed from a bigger perspective and
should be planned and executed in an efficient manner. Poorly planned DevOps
implementation may result in significantly higher costs.
DevOps implementation starts with creating a business case, mapping a way
for code migration between environments (considering people, processes, and
technology), and placing focus on the target. Understanding the ‘As-is’ scenario,
mapping the ‘To-be’ scenario, and estimating the benefits of moving to the ‘To-
be’ scenario are critical for success. DevOps implementation should be backed
by a strong business case. Every environment does not benefit from full or partial
DevOps deployment. For instance, environments with little change requirements
may not benefit from DevOps implementation at all. In our experience, many DevOps
projects have failed due to the absence of a strong business rationale or a poorly
planned start.
6.1 Define a clear target
DevOps claims to reduce impact of changes to reduce cost and minimize impact
to the live services. As applicable to every change project, the decision to change
culture or processes and to deploy the right tools must be backed by a strong
business case. Many businesses struggle to take the right decisions at this stage.
To estimate the benefits of DevOps implementation within their environment, they
should analyze the existing situation — the existing tools, processes, resources, and
their skills.
Then, as the “snowflake” point in Gartner’s paper8
, each client context is different
and what works for one might not work for the next.
Capgemini is working on a generic DevOps Implementation Framework (DIF) that will
formulate the “artifacts” needed to define the target and create a business case.
Three steps
for a successful
DevOps
implementation:
1. Define a target
2. Establish a plan
3. Manage plan
execution
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20. 6.2 Establish a clear transformation plan
Once a business case is created and approved, a detailed plan of actions is needed
to manage the implementation of the changes needed to achieve the anticipated
outcomes set out in the business case. Typically, three actions need to be followed:
4. Change the culture
5. Establish one Development-to-Operations Lifecycle
6. Deploy common tooling
The choice of activities that need to be executed for a solution depends on the actual
context and needs to be established during the “define a clear target” step.
6.3 Actively manage the plan execution
In addition to careful formulation of the plan, it is important to carry out an
efficient execution.
6.4 DevOps Maturity Model (DMM)
DevOps cannot be achieved by executing a single project. Organizations need to
implement tools and processes as a coordinated program and evolve the cultural
aspect over a period of time. The progress must be tracked by identifying the stage
the organizations have reached and then creating a road map to achieve the desired.
Capgemini’s DevOps maturity model (DMM) is a framework that enables businesses
to identify the current maturity level and actions required to be taken to reach the
next level. DMM gauges the maturity level using the core three dimensions of people,
process and tools. This model can also be used as a guide for improvement across a
project, division, or an entire organization.
Capgemini DMM helps stakeholders to understand and derive an implementation
plan and can be used a reference to outline the current DevOps maturity in an
organization.
Capgemini DMM has five levels of maturity: starting at Level 1 stage with siloed team,
manual and ad-hoc processes to Level 5 stage of highly matured “One Team” with
fully automated, dynamic process.
Today
Users
Process
I (IS/TI)
Tomorrow
Users
Process
I (IS/TI)
Target
Users
Process
I (IS/TI)
The Starting
point
Overall Client’s Business Objectives, Sector wide drivers,
External drivers. IT Strategy
Business,
developers,
testers,
Operations
...Using the
process(es) to
develop, test,
train......
..On application,
middleware and
infrastructure
Issues, Risks, Challenges and constraints
The element that constrains
the As-Is to move to the
interim and the To-Be
The programs of change
that are needed to move
the As-Is to the To-Be
A view on the
target future
State
...across all
stakeholders....
....covering
end-to-end
process and...
...technology
landscape
Figure 14: DevOps Implementation Framework (DIF)
To successfully
deploy DevOps a
plan that covers
people, process
and tools is
needed
20 DevOps - The Future of Application Lifecycle Automation
21. The maturity model covers 5 Levels from Basic to Top, and 3 focus areas; people,
process and tools.
6.5 Level 1: Basic
At the Basic level, the following characteristics are apparent:
People: Separate strategy, design, development, testing, and live operations teams.
Complete lack of terms of references. No joint sessions, get-togethers. Teams focus
on their own direct targets and objectives only. No joint or shared objectives and no
overall reward system. People only feel accountable for their immediate area — no
common or overarching ownership
Process: Separate and disconnected processes are in place, which are ah-hoc,
reactive and chaotic. No common end-to-end process framework, no common sign
off criteria, or any joint solution design characteristics that support appropriate “–
ilities” (availability, stability, flexibility)
Tools: No automation tools, majority of activities are manual, ad-hoc, and
unplanned. No integration between hardware provisioning, operating system
installation/configuration and middleware/application related provisioning/installation.
No sharing of joint configuration information with all information being stored and
retained in different repositories
6.5 Level 2: Emerging
At the Emerging level the following characteristics are apparent:
People: Limited changes to basic — still very siloed and separate teams with no
single team/person taking end-to-end responsibility. Developers mainly focus on
functional requirements with very limited focus on non-functional requirements.
However there is the emergence of some shared/joint touch points, where some
developers and operational staff engage
Traditional Silo’ed Organisation | separate, ah-hoc and chaotic processes | separate
tools with many manual activities | typically very long release duration and high outages
Level 1: Basic
Emergence of joint teams | starting to establish connected processes | some
automation & isolated tools | medium release duration & reduced outages
Level 2: Emerging
Joint and shared objectives | dev2ops connected lifecycle | limited manual
processes | low release duration & significantly reduced outages
Level 3 : Co-ordinated
Co-authoring of solutions | one lifecycle | no manual processes +
end2end managed environments
Level 4 : Enhanced
One Team | dynamic process | near instant deployment of
changes | fully automatic | no dev related outages
Level 5 : Top Level
Figure 15: Capgemini’s DevOps Maturity Model (DMM)
Seldom can
Devops be
implemented in
one go - a step-
by-step approach
is needed
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22. Process: Limited changes to basic — there are some attempts to establish better
managed processes, however these are restricted to specific environments only, i.e.
covering development or UAT (user acceptance testing) only
Tools: Some minor changes to Basic, mainly targeted at developing automatic
scripts covering hardware and operating system related aspects. As per Basic, these
are mainly targeted at the development environments. Most other environments such
as testing, training, SIT (system integration testing) are being manually installed.
6.5 Level 3: Co-ordinated
At the Co-ordinated level, the following characteristics are apparent:
People: Mainly siloed organizations, however lead architect/lead designer(s) increase
their scope to also include operational aspects. Joint sessions are held to increase
wider visibility for instance, key operational staffs are actively engaged in the design
and build phase. Developers are also measured on operational characteristics
Process: Still mostly separate processes covering the entire solution lifecycle,
however there are some joint process points where development and operational
aspects are jointly covered. Better understanding of the entire environment setup
and characteristics
Tools: most of the development environment setup is being created automatically.
Only application related components are manually installed
6.5 Level 4: Enhanced
At the Enhanced level the following characteristics are apparent:
People: Joint teams that cover the entire solution lifecycle. Lead architect owns the
entire solution, including functional and non-functional requirements covering design,
build, test, and run
Process: Single overall process covering the entire solution lifecycle from design,
build, test to run. Clear visibility of all projects/changes that are at different stages,
and all compliance levels (functional and non-functional). Clear view of the entire
environment setup and characteristics
Tools: most of the development environments, setup, testing and live are being
created automatically. This now covers servers, operating system, as well as most
middleware and application related components
6.5 Level 5: Top Level
At the Top level, the following characteristics are apparent:
People: One team, co-located and extensive collaboration and knowledge sharing
Process: Single, overall process covering the entire solution lifecycle from strategy,
planning to design and build, test to run
Tools: All environment setups created automatically from a single repository. This
covers all aspects: servers, operating system, operating system as well as all
middleware and application related components. No manual processes in place
22 DevOps - The Future of Application Lifecycle Automation
23. 7. Summary
For Capgemini DevOps is a way of collaborating and industrializing using highly
automated approaches to deploy solutions that evolve as fast as your business
needs it. By adopting DevOps an organization can dramatically improve the value
delivered by its business. The team centric DevOps ethos tears down traditional
silos to tightly integrate business, development and operations to drive agility and
service delivery excellence across the entire lifecycle
DevOps is an ‘old’ approach understood and discussed by a relatively small number
of professionals. To master it, companies must apply a much more holistic approach.
With the advent of new technologies and growing demand for faster processes and
better quality, DevOps has acquired new dimensions. Organizations across the
globe have been implementing a full or partial DevOps solution. However, the road
to DevOps is not straight. DevOps is a complex concept with no clear definition or
list of products. It lacks a common vocabulary and capabilities required for DevOps
implementation differ from one environment to the other.
To overcome the challenges we suggest:
1. Define a clear target
2. Establish a clear transformation plan
3. Actively manage the plan execution
To get maximum benefit from the DevOps implementation, we recommend focus on
three key areas - change of culture, connection of processes, and common tooling.
This is crucial to reduce development-to-operations costs and minimize change
related outages.
8. Appendix A: References
1. Capgemini, Technovision 2016, https://www.capgemini.com/blog/cto-blog/2015/11/technovision-2016-build-release-run-repeat
2. Capgemini, TechnoVision 2015, http://www.capgemini.com/blog/cto-blog/2014/11/welcome-to-technovision-2015
3. Gartner, Hype Cycle for Application Services 2015, July 2015, Betsy Burton, Philip Allega
4. Rackspace, DevOps Automation Report, October 2014, https://www.rackspace.co.uk/sites/default/files/devops-automation-report.pdf
5. Gartner, Cool Vendors in DevOps, 16th April 2014, G00262716, by Ronni J. Colville, Jim Duggan, Jonah Kowall, Colin Fletcher
6. Gartner, The Virtualisation Scenario: Servers & Beyond, Philip Dawson, 2013
7. http://en.wikipedia.org/wiki/The_Emperor’s_New_Clothes
8. Gartner, Seven Steps to Start Your DevOps Initiative, 16 September 2014, G00270249, Ronni J. Colville
9. IT4IT OpenGroup Forum, http://www.opengroup.org/IT4IT
10. The Visible Ops handbook, http://www.itpi.org/the-visible-ops-handbook-review.htm
11. Gartner, G00208328, Ronni J. Colville, George Spafford, 27th October 2010, http://img2.insight.com/graphics/no/info2/insight_art6.pdf
12. IDC, Stephen Elliot, http://info.appdynamics.com/rs/appdynamics/images/DevOps-metrics-Fortune1K.pdf
13. Puppet Labs, DevOps Report, https://puppetlabs.com/2015-devops-report
14. The Agile Admin, http://theagileadmin.com/what-is-devops/
For Capgemini
DevOps is a way
of collaborating
and industrializing
using highly
automated
approaches to
deploy solutions
that evolve as fast
as your business
needs it.
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