UNIT-1 Introduction: Introduction, Agile development model, DevOps, ITIL. DevOps process and Continuous Delivery, Release management, Scrum, Kanban, delivery pipeline, bottlenecks, examples. Introduction DevOps is, by definition, a field that spans several disciplines. It is a field that is very practical and hands-on, but at the same time, you must understand both the technical background and the nontechnical cultural aspects. The word "DevOps" is a combination of the words "development" and “operation”. This wordplay already serves to give us a hint of the basic nature of the idea behind DevOps. It is a practice where collaboration between different disciplines of software development is encouraged. DevOps is a culture that implements the technology in order to promote collaboration between the developer team and the operations team to deploy code to production faster in an automated and repeatable way. The DevOps movement has its roots in Agile software development principles. The Agile Manifesto was written in 2001 by a number of individuals wanting to improve the then current status quo of system development and find new ways of working in the software development industry. [Link] The goal of DevOps is to increase an organization’s speed when it comes to delivering applications and services. Many companies have successfully implemented DevOps to enhance their user experience including Amazon, Netflix, etc. It’s the DevOps philosophy that helps Facebook ensure that apps aren’t outdated and that users get the best experience on Facebook. Facebook accomplishes this true code ownership model that makes its developers responsible that includes testing and supporting through production and delivery for each kernel of code. They write and update their true policies like this but Facebook has developed a DevOps culture and has successfully accelerated its development lifecycle. DDowntoaded by Ghouse Bashe (chousebasha2029¢@amall com)Another core goal of DevOps is automation and Continuous Delivery. Simply put, automating repetitive and tedious tasks leaves more time for human interaction, where true value can be created. The Agile wheel of wheels There are several different cycles in Agile development, from the Portfolio level through to the Scrum and Kanban cycles and down to the Continuous Integration cycle. The emphasis on which cadence work happens in is a bit different depending on which Agile framework you are working with. Canberra emphasizes the 24-hour cycle and is popular in operations teams. Scrum cycles can be between two to four weeks and are often used by development teams using the Scrum Agile process. Longer cycles are also common and are called Program Increments, which span several Scrum Sprint cycles, in Scaled Agile Framework. ™P . Portfolio ” ‘> Scrum a U/ en a “Sat! edit/compile/debug DevOps must be able to support all these cycles. This is quite natural given the central theme of DevOps: cooperation between disciplines in an Agile organisation. Here are some examples of when DevOps can benefit Agile cycles: + Deployment systems, maintained by DevOps engineers, make the deliveries at the end of Scrum cycles faster and more efficient. These can take place with a periodicity of two to four weeks. In organizations where deployments are done mostly by hand, the time to deploy can be several days. Organizations that have these inefficient deployment processes will benefit greatly from a DevOps mindset. + The Kanban cycle is 24 hours, and it's therefore obvious that the deployment cycle needs to be much faster than that if we are to succeed with Kanban A well-designed DevOps Continuous Delivery pipeline can deploy code from 2 DDowntoaded by Ghouse Bashe (chousebasha2029¢@amall com)being committed to the code repository to production in the order of minutes, depending on the size of the change. Agile development Agile development is a term that's used to describe iterative software development. Iterative software development shortens the DevOps life cycle by completing work in short increments, usually called sprints. Sprints are typically one to four weeks long. Agile development is often contrasted with traditional or waterfall development, which plans larger projects up front and completes them according to the plan. Delivering production quality code every sprint requires the Agile development team to account for an accelerated pace. All coding, testing, and quality verification must be done each and every sprint. Unless a team is properly set up, the results can fall short of expectations. OO Sey Eee Ny STL) integration, providing ere Seno a eer een an) Tate eee Coote een) eee DEVOPS VS. AGILE Philosophy Focal Point & Purpose Delivery & Deployment Team Size & Skills 20 @ roo120x Sree cet) Ce) eee ac ne ea See Pee ee rent ee Ly Received internally Downloaded by Ghouse Bashe (ghousebasha2028@amalcom)AGILE METHODOLOGY foe Review _Develop_ Design } - Requirements Gathering: Here is where you define the project’s requirements. This phase includes explaining business opportunities and planning the time and effort required for the project. Once you quantify this information, you can evaluate the technical and economic feasibility of your project - Design the Requirements: Once you've identified the project parameters, work with the stakeholders to define the requirements. - Construction/Iteration: After the team defines and designs the requirements, the real work begins. Product, design, and developer teams start working on related projects, ultimately deploying a product or service that is not static. - Testing: The quality assurance (QA) team examines and evaluates the product's performance, looking for bugs and other flaws. - Deployment: The team deploys the product in a working environment. - Feedback: Once the product is released, the team receives feedback about the product and handles any issues that may have arisen. Advantages + The agile Development Model provides additional techniques obtainable, so in that case, if there is any kind of Modify request or improvement appears among any level, it could be applied without any budget. + In the Agile Development Model, efficiency could be produced quickly. DDowntoaded by Ghouse Bashe (chousebasha2029@gmall com)The benefit of the Agile Development Model can be conserving of your time as well as money. It encourages teamwork and cross-training and needs minimal resources. It suites in fixed or evolving desires. You can easily control it, and itis flexible for developers. Working software could be delivered constantly, i.e. in Weeks or Months. Regularly or weekly interaction among entrepreneurs and developers promotes software development speed. It primarily concentrates on the deliverable and fewer about paperwork. Customer, developers, and tester continuously interact with each other. Disadvantages + If the client-consultant is definitely not clear what the end result they need after the project, they can simply get the track removed. + There is certainly large people dependency as you can find minimal paperwork is completed. It is not ideal for managing complicated dependencies. Transfer of technology towards the additional new team is usually hard because there is very much less paperwork is completed. It offers a few troubles to testing due to insufficient documentation. Why should we Use Agile Development Model? Many businesses are implementing Agile Development Model to assist boost team efficiency, improve client satisfaction and boost project flexibility. Businesses that have used agile techniques can react to market dynamics and associate with all their projects effectively. Agile training is a perfect way to level-set your business as well as your project group within the foundations of Agile and connected execution techniques. Agile training can clear up a large number of myths and misunderstandings regarding procedures of Agile. It may also support and reveal the fundamentals of Agile ideas and explains the differences between the different execution solutions. + The Organization has verified this model of project administration using its improved client satisfaction rate. The worth for businesses involving this model consists of: Allowing customers to become happier with the final product by making advancements and including potential clients with development options through the method. Encourages open conversation between team members as well as customers. Offering teams using an affordable benefit by simply getting problems and building changes through the entire development method, rather by the end. Lower Cost. Increases the time used in assessments for each analysis is merely on a small section of the entire project. Assures changes could be made faster and through the development method with regular evaluations to assess the item with all the expected results. + The idea maintains every single project transparent with frequent, reliable conferences with the customers and systems that may enable everybody to engage and access the project data as well as to improve. Examples of Agile Development Model * Scrum, + eXtreme Programming (XP), + Feature Driven Development (FDD), DDowntoaded by Ghouse Bashe (housebasha2029@amall com)+ Dynamic Systems Development Method (DSDM), + Adaptive Software Development (ASD), + Crystal, + Lean Software Development (LSD). AGILE DEVELOPMENT CONTINUOUS INTEGRATION Daily Standup Commit Builds Unit Tet» Code Quality wes — e- © — Ez Product. Backlogs —_ Code Cl Server Stage Product as Repository J Code Quality Repository Process User Flow Chart Inputs Metrics Manager Continuous Continuous |UOUS DELIVERY CONTINUOUS TESTING wae 22-0 , Collaboration Test Scripts Test Sulte = Moret iim + continuous ect a Him “Fecaback ae Sere, ——— Prowsion Issue ‘fools sacking Repository Testing INT UAT Manager Metrics DevOps goals and benefits When a team adopts DevOps culture, practices, and tools, they can achieve amazing things: + Accelerate time to market Through increased efficiencies, improved team collaboration, automation tools, and continuous deployment--teams are able to rapidly reduce the time from product inception to market launch. Downloaded by Ghouse Basha (housebasha2029@amal om)+ Adapt to the market and competition A DevOps culture demands teams have a customer-first focus. By marrying agility, team collaboration, and focus on the customer experience, teams can continuously deliver value to their customers and increase their competitiveness in the marketplace. + Maintain system stability and reliability By adopting continuous improvement practices, teams are able to build in increased stability and reliability of the products and services they deploy. These practices help reduce failures and risk. + Improve the mean time to recovery The mean time to recovery metric indicates how long it takes to to recover from a failure or breach. To manage software failures, security breaches, and continuous improvement plans, teams should measure and work to improve this metric. IT ITIL (information Technology Infrastructure Library) is a set of guidelines for IT service management. The guidelines cover best practices and tried-and-true processes for everything from incident management to problem management to change management. ITIL is the most widely recognized and accepted framework for IT service management (ITSM) in the world. It lays out a number of ITSM best practices, giving direction to organizations on how to: + Use IT for specific business value + Apply IT to development, transformation, and change wal SENICE Improy, of Irsdoomevonabernectewmon EY studocu Downloaded by Ghouse Basha (housebasha2029@amal om)ITIL defines and documents IT processes and procedures with a large focus on oversight and planning. But, opponents say, it ends up creating silos, which is exactly the opposite of DevOps. The biggest issue with silos, of course, is the lack of transparency among teams, resulting in: + Lack of efficiency + Gaps in security + Repetitive or unnecessary expenses and costs The latest version, ITIL 4, which debuted in 2019, continues to provide the guidance needed for organizations to address new service management challenges —but its most notable changes were around guidance on using different technology in the era of digital transformation, cloud, and DevOps. ITIL has also renewed its focus on the customer experience. Businesses today continue to use ITIL as a high-level guide to support service management improvement initiatives. ITIL 4 puts a strong focus on customer experience and value, and helps ensure any improvement efforts align with the organization's goals and visions. DevOps process and Continuous Delivery Continuous delivery is a software development practice where code changes are automatically prepared for a release to production. A pillar of modern application development, continuous delivery expands upon continuous integration by deploying all code changes to a testing environment and/or a production environment after the build stage. When properly implemented, developers will always have a deployment-ready build artifact that has passed through a standardized test process, Continuous delivery lets developers automate testing beyond just unit tests so they can verify application updates across multiple dimensions before deploying, to customers. These tests may include UI testing, load testing, integration testing, API reliability testing, etc. This helps developers more thoroughly validate updates and pre-emptively discover issues. With the cloud, it is easy and cost-effective to automate the creation and replication of multiple environments for testing, which was previously difficult to do on-premises. Continuous Delivery Benefits ‘Automate the Software Improve Developer ‘Find and Address Bugs Quicker Dever Updates Faster Release Process Productivity Yourteamcanscoverand —_Coreruousdebery hes your Continous deliverylet yourtam These practceshelo your team be ssbugseaiercofe tay team deter updates teaser automatically bl test and mmrepoductve yen grow largo grblom ater fast and one Fagurly. Whan epaecodecrangesforracase developers tort manualausand withers requet and conus delivery Fnpementd Twprotutionse uaryaursotwate enough bahavos tat help’ eorprenerave testing. orteus propel, youll akeyshove iveyismeroetfientansraped eduethorumberof mrarsand — delveryletsyoummere cody deploymentead bul arttect bupsdenoyedto castors peformaddtienaltypesoftess thathaspasastrouoh 2 DDownoaded by Ghouse Bashe (housebasha2029¢@amall com)Release Management Release management is the process of overseeing the planning, scheduling, and controlling of software builds throughout each stage of development and across various environments. Release management typically included the testing and deployment of software releases as well. Release management has had an important role in the software development lifecycle since before it was known as release management. Deciding when and how to release updates was its own unique problem even when software saw physical disc releases with updates occurring as seldom as every few years. Now that most software has moved from hard and fast release dates to the software as a service (SaaS) business model, release management has become a constant process that works alongside development. This is especially true for businesses that have converted to utilizing continuous delivery pipelines that see new releases occurring at blistering rates. DevOps now plays a large role in many of the duties that were originally considered to be under the purview of release management roles; however, DevOps has not resulted in the obsolescence of release management. Advantages of Release Management for DevOps With the transition to DevOps practices, deployment duties have shifted onto the shoulders of the DevOps teams. This doesn’t remove the need for release management; instead, it modifies the data points that matter most to the new role release management performs. Release management acts as a method for filling the data gap in DevOps. The planning of implementation and rollback safety nets is part of the DevOps world, but release management still needs to keep tabs on applications, its components, and the promotion schedule as part of change orders. The key to managing software releases in a way that keeps pace with DevOps deployment schedules is through automated management tools Different Types of Release Management + ITIL Release Management ITIL is a specific type of process for IT operations. For release management, you schedule and maintain the integrity of new deployments, from planning to release. The IT operations team receives code from the software developers and decides how or when to deliver the service. This is done while maintaining uptime for existing services. With ITIL, every team operates differently, so the release management approach is customizable. + DevOps Release Management DevOps has a prominent role in many of the duties once under release management roles but doesn’t diminish the importance of release management. In fact, release management acts as a method for filling the data gap in DevOps, being a constant process that works alongside development. Since DevOps 9 Downloaded by Ghouse Bashe (housebasha2029¢@amall com)streamlines the flow between delivery and operations, release management keeps tabs on apps and their components. Agile Release Management In agile release management, also known as agile release planning, you don’t focus ‘on major releases. Instead, you break staged releases down into several iterations or sprints. You can have several sprints running simultaneously, depending on their complexity or your team structure. A sprint ends with a new product increment, but that doesn’t necessarily mean a product release happens. You'll only release the big ones. SCRUM Scrum is a framework used by teams to manage work and solve problems collaboratively in short cycles. Scrum implements the principles of Agile as a concrete set of artifacts, practices, and roles The entire lifecycle is completed in fixed time periods called sprints. A sprint is typically one-to-four weeks long. + Scrum roles There are three key roles in Scrum: the product owner, the Scrum master, and the Scrum team. = Y £&e fe = >rodvet Backlog ‘Sprint Backiog Potentaly Shippable The iterative Scrum lifecycle + Product owner The product owner is responsible for what the team builds, and why they build it. The product owner is responsible for keeping the backlog of work up to date and in priority order. + Scrum master The Scrum master ensures that the Scrum process is followed by the team. Scrum masters are continually on the lookout for how the team can improve, while also resolving impediments and other blocking issues that arise during the sprint. Scrum masters are part coach, part team member, and part cheerleader. 10 Downloaded by Ghouse Bashe (housebasha2029¢@amall com)+ Scrum team, ‘The members of the Scrum team actually build the product. The team owns the engineering of the product, and the quality that goes with it. Product backlog The product backlog is a prioritized list of work the team can deliver. The product owner is responsible for adding, changing, and reprioritizing the backlog as needed. The items at the top of the backlog should always be ready for the team to execute on. Plan the sprint In sprint planning, the team chooses backlog items to work on in the upcoming sprint. The team chooses backlog items based on priority and what they believe they can complete in the sprint. The sprint backlog is the list of items the team plans to deliver in the sprint. Often, each item on the sprint backlog is broken down into tasks. Once all members agree the sprint backlog is achievable, the sprint starts. Execute the sprint Once the sprint starts, the team executes on the sprint backlog. Scrum does not specify how the team should execute. The team decides how to manage its own work. Scrum defines a practice called a daily Scrum, often called the daily standup. The daily Scrum is a daily meeting limited to fifteen minutes. Team members often stand during the meeting to ensure it stays brief. Each team member briefly reports their progress since yesterday, the plans for today, and anything impeding their progress. To aid the daily Scrum, teams often review two artifacts: + Task board The task board lists each backlog item the team is working on, broken down into the tasks required to complete it. Tasks are placed in To do, In progress, and Done columns based on their status. The board provides a visual way to track the progress of each backlog item. + Sprint burndown chart The sprint burndown is a graph that plots the daily total of remaining work, typically shown in hours. The burndown chart provides a visual way of showing whether the team is on track to complete all the work by the end of the sprint. Sprint review and sprint retrospective At the end of the sprint, the team performs two practices: + Sprintreview The team demonstrates what they've accomplished to stakeholders. They demo the software and show its value. + Sprint retrospective The team takes time to reflect on what went well and which areas need improvement. The outcome of the retrospective are actions for the next sprint. a Downloaded by Ghouse Bashe (housebasha2029¢@amall com)Increment The product of a sprint is called the increment or potentially shippable increment. Regardless of the term, a sprint's output should be of shippable quality, even if it's part of something bigger and can't ship by itself. It should meet all the quality criteria set by the team and product owner. Repeat, learn, improve The entire cycle is repeated for the next sprint. Sprint planning selects the next items on the product backlog and the cycle repeats. While the team executes the sprint, the product owner ensures the items at the top of the backlog are ready to execute in the following sprint. This shorter, iterative cycle provides the team with lots of opportunities to learn and improve. A traditional project often has a long lifecycle, say 6-12 months. While a team can learn froma traditional project, the opportunities are far less than a team who executes in two-week sprints, for example. This iterative cycle is, in many ways, the essence of Agile. Scrum is very popular because it provides just enough framework to guide teams while giving them flexibility in how they execute. Its concepts are simple and easy to learn. Teams can get started quickly and learn as they go. All of this makes Scrum a great choice for teams just starting to implement Agile principles. Kanban Kanban is a Japanese term that means signboard or billboard. An industrial engineer named Taiichi Ohno developed Kanban at Toyota Motor Corporation to improve manufacturing efficiency. Although Kanban was created for manufacturing, software development shares many of the same goals, such as increasing flow and throughput. Software development teams can improve their efficiency and deliver value to users faster by using Kanban guiding principles and methods. Kanban is a popular framework used to implement agile and DevOps software development. It requires real-time communication of capacity and full transparency of work. Work items are represented visually on a kanban board, allowing team members to see the state of every piece of work at any time. Kanban delivers four pivotal practices: * Visualize work: We visualize all work and look for triggers such as cards turning red when the work they represent is blocked or has been dormant for more than two days. + Limit work in progress: We agree on and enforce (soft) work-in-progress limits to encourage reduced batch sizes and manage queue lengths. + Focus on flow: We pull not push work, which helps us to defer commitment until we meet our definition of done (DoD) and we have the capacity to commit to the next activity. 2 Downloaded by Ghouse Bashe (housebasha2029¢@amall com)Visualize Work <@> s Activity Limit Work In Progress boo Dep “5 Dep © BACKLOG | ANALYZE | BUILD | VALIDATE Dod a < Focus on Flow Continuous 1 Improvement Cycle time [Es Lead time * Continuous improvement: It is important to measure work from when it enters. our backlog, how long it takes to get through the process (lead time), and how efficient we are working (cycle/lead time). This enables us to continuously inspect and improve how we work and track progress. Pen ELE aN aCe Runs Excellent Project Management Ec SSSa PaWork is done within time-boxed sprints, generally of 2-4 weeks. The goals to produce a potentially Shippable product after each sprint. Product is released on a particular cadence, which is determined by the ABE Sprints"Tenath. So a team may release after 3 sprints, or every 6 weeks. There's a heavy focus on cross- functionality. Teams have no ecified roles; everyone is a iarketer.” * within the Scrum process. There are no fixed-length sprints. Instead teams pull tasks from a rized backlog of things that feed tobe done, ° Releases occur continuously, or ‘whenever there is a shippable product created. ‘Team members can specialize and pull tasks related to their area of expertise, but too much cialization will reduce a team's effectiveness, There is an emphasis on continually improving processes, but no standardized regular meetings or rituals. KANBAN 14 DDowntoaded by Ghouse Bashe (housebasha2029¢@amal com)Delivery Pipeline A DevOps pipeline is a set of automated processes and tools that allows developers and operations professionals to collaborate on building and deploying, code to a production environment. The Continuous Delivery Pipeline (CDP) represents the workflows, activities, and automation needed to shepherd a new piece of functionality from ideation to an on-demand release of value to the end user. The pipeline consists of four aspects: Continuous Exploration (CE), Continuous Integration (Cl), Continuous Deployment (CD), and Release on Demand + Continuous Exploration (CE) focuses on creating alignment on what needs to be built. In CE, design thinking is used to ensure the enterprise understands the market problem / customer need and the solution required to meet that need. It starts with an idea or a hypothesis of something that will provide value to customers, typically in response to customer feedback or market research. Ideas are then analyzed and further researched, leading to the understanding and convergence of what is needed as either a Minimum Viable Product (MVP) or Minimum Marketable Feature (MMF). These feed the solution space of exploring how existing architectures and solutions can, or should, be modified. Finally, convergence occurs by understanding which Capabilities and Features, if implemented, are likely to meet customer and market needs. Collectively, these are defined and prioritized in the Program Backlog. + Continuous Integration (CI) focuses on taking features from the Program backlog and implementing them. In CI, the application of design thinking tools in the problem space focuses on refinement of features (e.g., designing a user story map), which may motivate more research and the use of solution space tools (such as user feedback on a paper prototype). After specific features are clearly understood, Agile Teams implement them. Completed work is committed to version control, built and integrated into a full system or solution, and tested end- to-end before being validated in a staging environment. Continuous Deployment (CD) takes the changes from the staging environment and deploys them to production. At that point, they’re verified and monitored to make sure they are working properly. This step makes the features available in production, where the business determines the appropriate time to release them to customers. This aspect also allows the organization to respond, rollback, or fix forward when necessary. + Release on Demand (RoD) is the ability to make value available to customers all at once, or in a staggered fashion based market and business needs. This provides the business the opportunity to release when market timing is optimal and carefully control the amount of risk associated with each release. Release on Demand also encompasses critical pipeline activities that preserve the stability and ongoing value of solutions long after release, 15 DDownoaded by Ghouse Bashe (chousebasha2029¢@amall com)Bottlenecks ‘The aim behind the collaboration of development and operations teams is to enhance the process of software development, But, factors such as cultural differences among teams, outdated infrastructure, age-old practices, lack of well- defined objectives, among others challenge the success of the Software Development Life Cycle (SDLC). DevOps Challenges & Bottlenecks 1. Environmental challenges When the codebase moves from team to team, such as during development, testing, deployment and production in the software development process, there is a certain amount of waste because all the various environments used in the process are configured differently. The different wiring of these diverse environments makes it difficult for software to function similarly on different platforms. Asa result, teams spend hours and days trying to fix bugs without realizing that the error is not within the code — rather, the problem is with the environment. Inconsistent environments are the number one killer of agility. Solution Create infrastructure blueprints and implement continuous delivery to ensure all environments are identical. The teams involved in the process need to sit together and outline a standard blueprint for the execution of the DevOps process and introduce continuous delivery into the process to stay on the same page. 16 Downloaded by Ghouse Bashe (chousebasha2029¢@amall com)Codemagic has an in-built infrastructure and provides end-to-end CCD pipelines for mobile apps. You can manage and expand your environment in just a few steps on Codemagic. It also allows you to encrypt and use environment variables without storing them on the machines. You can connect your GitHub, GitLab or Bitbucket account, set up pipelines and schedule builds for different branches with ease. 2. Maturity in DevOps and SDLC The maturity of a team’s software development lifecycle (SDLC) has a direct impact on their ability to deliver software. With SDLC, teams should be able to deliver high-quality, reliable software more quickly. SDLC maturity has plagued the IT industry for decades. In the age of DevOps, when software is delivered in shorter increments with a high degree of reliability and quality, it is even more critical for a team to have a mature process. Some organizations are still not equipped to work with the agility ‘of DevOps. Most of these organizations are either at an early point in the process or (mistakenly) assume that they know it all. Solution Organizations should help teams adopt DevOps tools and technologies and invest in training. Teams should continuously solicit feedback and improve. Investing in all-in-one solutions can help teams adopt DevOps with ease, and teams can deliver features more efficiently and with fewer breakdowns. Codemagic provides CLI tools to configure and execute pipelines as well as receive feedback from the pipelines executed. You can also set up webhooks to receive updates. 3-Manual testing and deployment Manual intervention is not always advisable for all IT processes, especially for testing and deployment interfaces/scenarios. It hampers efficiency, wastes time and reduces accuracy to a great extent. Manual intervention leads to human error and non-repeatable processes. If testing is performed manually, it is impossible to implement continuous integration and continuous delivery in an agile manner. Also, manual testing increases the chance of producing defects, creating unplanned work. When deployments are performed completely or partially manually, the risk of deployment failure increases significantly, which lowers quality and reliability and increases unplanned work. Solution Automating the framework and deployment processes improves the overall strategy. Organizations need to consider implementing a testing procedure into the development process. This will help them to reduce deployment failures considerabl 7 DDownoaded by Ghouse Bashe (housebasha2029¢@amall com)‘Codemagic allows you to configure and perform tests, deploy to Google Play Store and Apple App Store, extract build artifacts and perform custom steps. 4. Improving change management Many organizations have had their change management processes in place for years and are comfortable with them. Most of their processes were formulated at a time when change management meant refilling, employing and utilizing additional resources. Fast-forward to today’s environments, where applications are made of many small components or microservices that can be changed and deployed quickly. Now, all of a sudden, the process gets in the way. These fast-paced environments demand almost immediate changes and deployment. Sometimes teams have to go through multiple security reviews, operations, code and change control). What is worse is that there is often a long line to wait in for reviews, causing review processes to slip another week. Solution Organizations with legacy processes need to look into modernizing their processes and becoming more agile instead of being the reason why their teams can’t move fast enough. Codemagic helps teams build and deliver apps faster with a pool of features under their belt. From a list of third-party integrations to native support for all popular mobile apps frameworks in one place, Codemagic has aced the game of making it convenient for teams to ship apps with ease. 5- Operability with DevOps Moving to a DevOps model often requires adopting a different approach to operations. In most organizations, operations teams are accustomed to working with outdated applications. In an organization that needs to move at the pace of changing market trends, it is crucial for the operations team to support the delivery of software that is running while being worked on. It requires a different mindset to support software that is delivered as a service that is always on and deployed frequently. With DevOps, operations are no longer just something the operations team does. Developers now must have tools that allow them to effectively support applications. Most companies are focused only on monitoring infrastructure. But in a DevOps process, developers need access to tools, including logging solutions, web and mobile analytics, application performance monitoring tools, advanced alerting and notification solutions, provided by the operations and data and analytics teams. Solution Organizations need to assess their operational processes and tools and modernize the structure they use to deliver software to increase agility and transparency. Additionally, processes such as change management, problem management, request management, incident management, access management 18 DDowntoaded by Ghouse Bashe (housebasha2029¢@amall com)and others often need to be improvised and revised along with the changing environment to ensure more agility and transparency. The diverse set of integrations provided by Codemagic offers stability, analytics, issue tracking, code quality, notification, distribution of the applications and more. You can choose from this list of integrations compatible with Codemagic. 6. Obsolete practices Most organizations have dedicated teams to perform specific operations, such as testing the application. These teams are often disconnected, and there is only a bare minimum level of collaboration between them. This results in an endless cycle of code being sent testing and being sent back. In this process, bugs are detected by the QA team and sent to developers, who must quickly build, fix and redeploy the code. This process is repeated until there is no time remaining, and teams are left to agree on what defects they can tolerate and promote to production. This is a death spiral in action. With every release, they introduce more technical debt into the system, lowering its quality and reliability and increasing unplanned work. Solution It’s better to block bugs from moving forward in the development process. This is accomplished by building automated test harnesses and automatically failing the build if any of the tests fail. Continuous integration has been designed for this process. Testing should be implemented as part of the process rather than after the development process. Codemagic is the fastest mobile CI/CD out there with easily customizable workflows. You can connect your existing infrastructure and services to automate your pipelines. 7. Automate repetitive tasks A very common pattern is the automation of repetitive tasks that kill time. But working on automating processes for existing infrastructure is like building a castle on loose sand, and the result is not hidden. This occurs when a team declares itself to be a DevOps team or a person declares themselves to be a DevOps engineer and immediately starts writing hundreds or thousands of lines of scripts to automate their existing proce: Solution Automating non-usable code or processes is like pouring concrete around unbalanced support beams. It makes a bad design permanent. Automation should come after new processes and practices have been put into place and after the bottlenecks have been removed. 19 DDownoaded by Ghouse Bashe (chousebasha2029¢@amall com)[Link]-driven approach Developers are incentivized to improve speed to market, and operations are incentivized to ensure security, reliability, availability and governance. Although this bottleneck may seem adrift from the topic, it very much influences DevOps processes. The most common practice in organizations is for every team to work with their own benefits in mind rather than having a common goal of customer satisfaction, If every team is not marching towards the same goals, then there will be a never-ending battle of priorities and resources. If this practice continues, then every DevOps process will remain an unsolved puzzle forever. Solution Management should consider rearranging incentives awarded to employees with the common good of the organization in mind. Everyone should measure success in a way that enforces those incentives. Then, everyone wins — especially the customer. Did you know that Codemagic reduces development time by 50%? Their premium VMs are the best-in-class to supercharge your team’s productivity by running multiple builds in parallel. 9. Lack of governance When starting to implement DevOps, it is easier to have success in small, isolated teams and for an initial project. Once the DevOps initiative starts scaling to larger projects running on many more infrastructures, or once it starts spreading to other teams, it can come crashing down without proper governance in place. With DevOps, costs and efficiency start spiraling out of control if the appropriate controls are not in place. Solution Organizations need to assign an owner and start building a plan for scaling DevOps across the organization. The organization has to make the decision, and the owner needs to identify needs such as the following: + Whether the organization is in a position to manage infrastructure and workloads across a large network + Whether there is a synchronous security network available to all the teams in the organization * Whether the teams can create their own infrastructure or if there is a dependency on a single-queue ticketing system 10. Executive measures The most successful organizations have top-level support for their DevOps initiative. These organizations make DevOps a priority in their cycles. They break down barriers, drive organizational change, improve incentive plans, communicate why they are doing DevOps and fund the initiative. 20 DDownoaded by Ghouse Bashe (housebasha2029¢@amall com)