UNIT - I

Introduction:
Introduction,
Agile development model,
DevOps,
ITIL.
DevOps process and Continuous Delivery,
Release management,
Scrum,
Kanban,
delivery pipeline,
bottlenecks,
examples.

Introduction

DevOps is, by de nition, a eld that spans several disciplines. It is a eld

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 nd
new ways of working in the software development industry.

http://agilemanifesto.org/

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aren’t outdated and that users get the best experience on Facebook.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.

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 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.

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 bene t Agile cycles:
• Deployment systems, maintained by DevOps engineers, make the deliveries
at the end of Scrum cycles faster and more ef cient. 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 inef cient
deployment processes will bene t 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

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 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 veri cation must be done each and every sprint. Unless a team is
properly set up, the results can fall short of expectations.

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 - Requirements Gathering:
Here is where you de ne 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 identi ed the project parameters, work with the stakeholders to
de ne the requirements.

- Construction/Iteration:
After the team de nes 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, ef ciency could be produced quickly.

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 • The bene t 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 xed or evolving desires.
• You can easily control it, and it is 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 de nitely 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 nd 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 insuf cient documentation.
• Why should we Use Agile Development Model?
• Many businesses are implementing Agile Development Model to assist boost
team ef ciency, 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 veri ed 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 nal 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 bene t 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),
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• Dynamic Systems Development Method (DSDM),
• Adaptive Software Development (ASD),
• Crystal,
• Lean Software Development (LSD).

DevOps goals and bene ts

When a team adopts DevOps culture, practices, and tools, they can
achieve amazing things:

• Accelerate time to market

Through increased ef ciencies, improved team collaboration, automation tools,
and continuous deployment--teams are able to rapidly reduce the time from
product inception to market launch.

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• Adapt to the market and competition
A DevOps culture demands teams have a customer- rst 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.

ITIL

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 speci c business value
• Apply IT to development, transformation, and change

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 ITIL de nes 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 ef ciency
• 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 dif cult to do on-premises.

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 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 modi es the data points that matter most to the
new role release management performs.

Release management acts as a method for lling 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 speci c 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 lling the data gap in DevOps,
being a constant process that works alongside development. Since DevOps
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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 xed 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.

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.

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• 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 de nes a practice called a daily Scrum, often called the daily standup.
The daily Scrum is a daily meeting limited to fteen 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:

• Sprint review
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.
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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 from a 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 ef ciency.

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 ef ciency 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 de nition of done (DoD) and we have the capacity to commit
to the next activity.
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 • 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
ef cient we are working (cycle/lead time). This enables us to continuously
inspect and improve how we work and track progress.

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 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 (CI), 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
modi ed. Finally, convergence occurs by understanding which Capabilities
and Features, if implemented, are likely to meet customer and market needs.
Collectively, these are de ned 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 re nement 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 speci c 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 veri ed
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 x 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.

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 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-de ned objectives, among others challenge the success of the Software
Development Life Cycle (SDLC).

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 con gured differently. The different wiring of these
diverse environments makes it dif cult for software to function similarly on
different platforms.

As a result, teams spend hours and days trying to x 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.

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 Codemagic has an in-built infrastructure and provides end-to-end CI/CD
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 ef ciently and with fewer breakdowns.
Codemagic provides CLI tools to con gure 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
ef ciency, 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 signi cantly, 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 considerably.

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Codemagic allows you to con gure 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 re lling, 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 noti cation 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
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 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, noti cation, 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 speci c 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, x 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 processes.

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.

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8. Incentive-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 bene ts 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.

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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 ef ciency 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.

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 Organizations that incorporate the practice into their system and do not
have the required top-level monitoring suffer sooner or later. The DevOps
process itself becomes a bottleneck in the organization’s growth. The practices
should be introduced at a grassroots level. Sometimes when executives see the
results and the ROI, they become the champions for furthering the cause.

Solution

Grassroots teams should collect before-and-after statistics to get the top

level to buy into the might of the DevOps process. Discussing possibilities and
tradeoffs while evangelizing DevOps upward brings positive change. Moreover,
showing the approach and strategy for setting up DevOps and scaling helps
build trust in the organization.

Codemagic helps thousands of developers, teams and organizations level

up their DevOps game. Security is a priority in addition to excellent features.
Codemagic has different plans suitable for different sizes of teams and
organizations, including an Enterprise plan.

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