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TechWaTch
Best Practices in DevOps Applications and How to Implement Them
By Srinivasa Wudaru, VP — Commercial Operations in IT, MasterCard
primes an enterprise for agility and system-focused practices. Coined by Patrick Debois, the term DevOps is a combination of “development” and operations.” While the goal is to alter de-
D
velopment and deployment of IT releases, the approach focuses on how the people involved in these teams can better work together to find a leaner and more collab- orative way of engaging.
Culture Shift DevOps provides organiza-
tions with the ability to respond to market needs that are contin- ually growing and changing at a rapid pace, without compromis-
evOps is a shift in IT methodology, bolstered by increased automation, that
ing quality of the product. Prior to DevOps, in a traditional oper- ational environment, team struc- tures were not as effective due to distinct and separate roles with- in the organization. DevOps brings the two val-
ue-add teams together in under- standing each other’s pain points and philosophies, allowing them to build and deliver resilient soft- ware at a faster pace. The philosophy of DevOps
unites these value-add teams to address each other’s needs in a more collaborative environment, working alongside the product or business requirements with con- tinuous feedback established through the software develop- ment life cycle (SDLC). A pair of integrated teams
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with feedback built into the soft- ware development process can eliminate the expensive back- tracking and problem fixing of a traditional SDLC. Apple, Amazon, Netflix, and
Google employ strategies not un- like DevOps. Their rethinking of the SDLC allows them to improve business, platform and employee performance to deliver faster, ensure quality and reduce costs. For example, the roll
out of any product upgrade inside Netflix is immediate- ly available to the end user. Software is upgraded in the background and new features are rolled out without interrup- tion.
Forming a Mindset The first step to approach-
ing and managing DevOps well is to change the cultural mindset at both the leadership and prod- uct level. In most organizations, DevOps is often conceptually linked with the cloud. However, it is not based in a technology. DevOps is a culture of collabora- tion within an organization. Next, while DevOps can de-
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liver a product or platform faster, the lifecycle of the journey should not end at rollout. It should be considered well beyond delivery. Planning should main- tain a long view. Also, as DevOps culture ma-
tures in an organization, the nat- ural tendency of product man- agement is to roll in changes quickly. Even though this ap- proach allows for faster product launch, speed should not over- take quality.
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Best Practices The most important practice
or principle for successful DevOps strategy implementation focuses on creating production-like sys- tems in development and testing environments. This will ensure the product is developed in a sim- ilar environment to that of the customer, allowing for under- standing of usage patterns, char- acteristics, and to assess in the development life cycle, including new use-case patterns and peri-
odic iterations. Deployment practices should
be iterative and frequent. Ensur- ing a reliable practice allows for greater integrity of a software’s platform and provides a model for delivery consistency. After that, the platform must be monitored
A pair of integrated teams with feedback built into the software development process can eliminate the expensive
backtracking and problem fixing of a traditional SDLC.
post-deployment to validate opera- tional quality checks and to ensure the platform is ready for the end user.
Finally, the feedback loop is
an essential element that is often forgotten in the shift to delivery of another product. A feedback loop establishes a relationship between parties and will ensure continuous collaboration during the SDLC life cycle. The feedback loop’s objective
is to understand the effect of each release and customer expe- rience impact, feeding evalua- tions back to the teams. This practice ensures no new prob- lems are introduced and pain points are addressed in the deliv- ery journey of the software. If the conditions are ripe, an
organization can transition from traditional IT operations and de- velopment cultures in a relative- ly short time. If well-planned, the transition from design to de- livery of a project in a DevOps paradigm can be completed in about a year. In enterprises or small to
medium-sized businesses where DevOps is appropriate, adopting the right IT culture can lead to a leaner and more agile workflow. The end result of DevOps imple- mentation is a faster timeframe for bringing products to market, increased involvement of team members, and finding barriers and solutions during develop- ment.
Contact: MasterCard, 2000
Purchase Street, Purchase, NY 10577 % 914-249-2000 Web:
www.mastercard.us r
March, 2021
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