DEV OPS: decoding the da Vinci code using PANCHATANTRA OF DEVOPS BY DR SHANKAR RAMAMOORTHY

1. dEv ops: decoding the da Vinci code using
PANCHATANTRA OF DEVOPS
BY DR SHANKAR RAMAMOORTHY
Quality business partner
Amdocs testing services

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Da Vinci Code
• Da Vinci Code is a 2003 mystery detective novel by Dan Brown. It follows symbologist Robert
Langdon and cryptologist Sophie Neveu after a murder in the Louvre Museum in Paris, when
they become involved in a battle between the Priory of Sion and Opus Dei over the possibility of
Jesus Christ having been married to Mary Mary Magdalene The title of the novel refers, among
other things, to the finding of the first murder victim in the Grand Gallery of the Louvre, naked and
posed like Leonardo da Vinci 's famous drawing, the Vitruvian Man with a cryptic message written
beside his body and a pentagram drawn on his chest in his own blood.
• DevOps in this presentation is being seen as complicated as Da Vinci Code in this presentation.
Cracking the code needs a story telling which has been attempted in the form of Panchatantra
where fables of Panchatantra are compared to the journey of DeVOps.
• Creating a delivery system( Systems Thinking) , with business value and delivery pipeline,
amplifying the feedback loops and learning and experimenting continuously using the pillars of
Devops namely Culture, processes and technology starts with a common story line
• Customer requirements come at short intervals, developer codes requirements and commit
changes, ongoing and automatic build in 2 hours, automatic deployments and testing on E2E prod
like environment and deploying of package on UAT E2E environment with seamless deployment to
production. Where is the mystery, I cracked this and found
“ Everything is automatic, Everything is versioned and Everything is Code AND that is the DaVinci
Code for unlocking the DevOps approach.

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Da Vinci Code
• Gartner predicts that by 2017, 75% of large enterprise IT organizations will go BiModal and run on
two engines, engine of stability and fluidity.One will move fast and another will have to move slow.
• With DevOps everyone is a developer and everything is code and that is the Da Vinci Code
• DevOps is quickly becoming one of the most valuable disciplines for your business. It’s focused on
improving the quality and speed of delivering new apps to market. And it’s about tightly integrating
development and operations in order to do so. The average organization adopting DevOps sees a
20 percent improvement in time-to-market, a 22 percent improvement in software quality, and a 17
percent improvement in frequency of application deployments—all leading to 22 percent more
customers and a19 percent increase in revenue
• Right from commiting a code and using P4 for version control, to Jenkins/Maestro for Orchestrator
and CI server, to using Apache Maven and Gradle for Build and using of Junit/Mockito/PowerMock
and Jasmine to test, to using Nexus for artifacts repository to SonarQube for Code metrics, Check
Marx for Security to roaring Tiger for Database and Xpi for Deployment with a Vmware serving
Environment As A Service, a whole set of CI ecosystem has challenged the old order and
Continous Delivery Model ( CDM) challenging our GDM( Global Delivery Model )
• In an application economy, every business is software business and everything is code.

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Panchatantra of DevOps
• The Panchatantra is a series of inter-woven colourful tales, mostly fables. According to its
introductory narration, these inter-woven tales are meant to illustrate, for the benefit of three
ignorant princes, the primary Hindu principles of nïti - "the wise conduct of life" or "prudent worldly
conduct". The three ignorant princes were DeV, QA, Ops.
• In a brief introductory narrative - Vishnu Sharma, is introduced as reciting and explaining the rest
of the work to the three young princes. The book is then divided into five parts - each of which
revolves around a main frame story, with several stories "emboxed" in it, sometimes three or four
levels deep, as one character narrating a story to another. Often, these emboxed stories snap from
each other, unexpectedly and irregularly at times, to sustain attention. Apart from the stories, the
characters are noted to quote various epigrammatic verses to illustrate their objectives.
• The journey of DevOps can be traced similar to Panchatantra where the main actors as in Dev,
QA and Ops can marry, divorce and then re marry per “ Niti” – Wise conduct of Life.
• Panchantra also explains that Niti and Sandarb ( Context) are conjoint twins and best explained by
the author as “ a new race of Context Imperial Developers and Testers”

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Panchatantra 1- Mitra Bheda
• The Separation of Friends (The Lion and the Bull)
The first book, which is the longest of the five books, illustrates the incidents that frequently lead to
separation of friends. It begins with a friendship between a lion king, Pingalaka, and a bull,
Sanjivaka. Two jackals, Karataka and Damanaka, are ministers of the lion who lead to breaking up
the friendship. The jackals narrate most of the thirty stories contained in this part. This book
accounts for roughly 45% of the work's length.
• Corollory: Dev and QA were together 30 years ago in EDP Departments or MIS departments of
various Government and Industrial Enterprises. Here too, the COBOL code was written, tested
and productionized into vast array of Legacy Systems. The closed systems. IV&V practice, TCOE
practice and Test Factory and Managed Test Services separated the friends.

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Panchatantra 2 – Mitra Labha or Mitra Samprapti
• The Gaining of Friends (The Dove, Crow, Mouse, Tortoise and Deer)
• This second book illustrates the making or gaining of friends through the friendship between a rat
and a crow, which later includes a turtle and a fawn. They collaborate to save each other to
illustrate the essence of unity and friendship. This book accounts for roughly 22% of the total
work's length.
• Corollory : Agile Practices , Agile Manifesto, Agile Culture made the warring factions colloborate to
present to customer as a single entity interwoven by spirits of Quality and Excellence

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Panchatantra 3: Kakolukiyam
• Of Crows and Owls (War and Peace)
The third book illustrates the art of war and the importance of peace through traditional enemies -
the crows and the owls. The book showcases the weaker crows overcoming the mightier owls by
tactfully gaining access to their secrets and vulnerabilities. This book accounts for roughly 26% of
the total work's length.
• Corollory: The testers learning scripts, Testers shifting left, Testers becoming pseudo developers.

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Panchatantra 4: Labdhapranasam
• Loss of Gains (The Monkey and the Crocodile)
The fourth book enlightens how gains achieved may be lost through a symbiotic friendship
between a monkey and a crocodile, who conspires to acquire the heart of the monkey. However,
the monkey gets to know of this and uses wisdom to avoid the grim fate.
• Corollory : Symbiotic friendship of Dev and QA can result in loosing of identity of Testers as a
separate species and no one knows when the “ monkey” in a tester will come to know or when the
wisdom prevails, we can see Loss of Gains taking place.

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Panchatantra 5: Apariksitakarakam
• ILL-Considered Actions (The Brahmani and the Mongoose)
• The fifth book revolves around the cases that are considered unacceptable through a Brahmani
and her pet mongoose. The mongoose defends her child albeit injuries, but gets punished due to
the Brahmani's misunderstanding. She later regrets having killed her friend, and her child's
saviour.

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Panchatantra of Success using Dev Ops
DevOps is not a product, or even a particular technology. DevOps is a methodology that unites the
often separate functions of software development (Dev) and production and operations (Ops) into a
single, integrated, and continuous process. DevOps is about breaking down the barriers between
Dev and Ops. It leverages people, processes, and technology to stimulate collaboration and
innovation across the entire software development and release process. Dev and Ops must act and
feel like they are a single team.
S.No Problem Statement Response
1
One does not discover software defects until late in
the lifecycle—or worse, in production. “Get Ops Involved Early”
2
All use Agile to speed development, but any gains
evaporate once the app goes into production.
“Automate the release of new
code into production, which
include documentation”
3
Our developers and testers are constantly waiting
to access the resources they need, causing delays.
- Dispel the mindset
“Development’s Job Is Finished
Once the App Is in Production”
4
We always pinpoint problems across development,
testing, and production operations. “Connect the three parties”
5
One sees simple human errors wreaking havoc
during development and deployment. “Carry out Service Virtualization”

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The value of Adopting DevOps can be
Significant

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To Deploy DevOps in a two-Speed IT
environment, company needs to pay attention to

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Case study @NetFlix-Running at two speeds
Netflix, for instance, has created a cloud-based IT architecture that allows its
developers to launch hundreds of software changes a day. Its website comprises
hundreds of micro services hosted in the cloud, and each service is maintained by
a dedicated DevOps team. Developers don’t need to request resources from the IT
operations team; instead they can automatically build pieces of code into
deployable web images. As those images are updated with new features or
services, they can be integrated with Netflix’s existing infrastructure using a
custom-built, web-based platform on which infrastructure clusters are created.
Testing is carefully done in the production environment with a subset of users. Once
the web images are live, a load-balancing technology routes part of the traffic to
them from older versions. Automated monitoring ensures that if something goes
wrong with the deployment of new images, traffic is routed back to older versions,
and the new images are rolled back. Because of this level of automation, Netflix
can deploy new code into its production environment within hours, where most
companies would need months.

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Managing a two-speed IT architecture
A two-speed IT architecture allows large-scale companies to accelerate the
release of innovative products and applications that could make a substantial
difference to customers while maintaining legacy IT systems that are less
innovative but still necessary for the stability of the business. This sort of
architecture emphasizes tight integration between the software applications
being developed and the hardware infrastructure supporting them. Historically
the IT operations teams maintaining software and hardware have been kept
entirely separate. But with the increasing prevalence of vertical enterprise-
resource-planning systems, the advent of network virtualization, and the
emergence of software-as-a-service models, the two sides have moved closer to
one another. These technology trends have had the effect of removing
complexity from hardware stacks and making them more accessible to software
developers.

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Managing a two-speed IT architecture
A two-speed environment requires that companies introduce automation tools to
support continuous delivery of software—especially in the testing and production
phases. Automation can allow for better management of, among other things,
the release of software updates, the porting of new code, and the general
processing environment. Most important, automation tools and cloud-based
technologies can serve as the bridge between legacy IT systems on the back
end and consumer-facing applications on the front end, allowing companies to
pursue seamless testing, provisioning, deployment, governance, and security of
servers and new software releases

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IT is possible to deploy a new code on a site
within an hour

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IT is possible to deploy a new code on a site
within an hour
A two-speed IT architecture conveys a number of critical advantages, but it takes
time, careful consideration, and commitment to establish. Netflix, for instance,
developed most of its cloud and automation technologies in-house, but companies
have any number of products and packages (some open source) to choose from
that can allow them to achieve similar dual-speed performance.
The most critical factor in establishing a two-speed architecture is for IT leaders to
adopt a capabilities-based view of the IT architecture, rather than a system- or
process-oriented view.
Instead, IT leaders could allocate resources toward “fast” and “slow” applications
as required—gaining the critical benefits of the DevOps approach where it is
possible to do so.

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Managing a two-speed IT organization
The DevOps approach challenges the established product-development
norms in most IT organizations.
Additionally, IT leaders adopting DevOps organizational models may
need to reconsider how technology partners are integrated into their
software-delivery processes—a trend that is forcing some system
vendors to consider ways to make their platforms available as a
service.

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Managing a two-speed IT organization
The biggest task for IT leaders is to identify those parts of the company
where the use of DevOps would make most sense—likely focusing on
those parts of the business where speed is at a premium, and where
there is a significant opportunity for the company to differentiate its
customer experience from the competition. (Think of a retailer using
DevOps to improve its website checkout experiences, or a bank offering
new fund-tracking capabilities at its site.) For those parts of the
business where DevOps might make less sense—where reliability and
resilience of software is more important than speed to market—IT
leaders will need to determine how to maintain the split between
software development and IT operations, and which roles and
processes to adapt for a culture of continuous delivery.

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Cross-functional teams of application-development, infrastructure-
management, and operations professionals should be convened to
streamline the ownership of stacks across the application-delivery
pipeline.
In the case of continuous delivery, for instance, a joint team would
oversee all processes (and associated tools) relating to this
development activity, such as application building, testing, and
deployment; performance management and monitoring; and
virtualization and configuration management.
Redefined roles- A generalizing Specialist

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Redefined Culture and Talent
In a DevOps environment they will be held responsible for the quality of their
code. They will need to know operating-system basics and must show strong
collaboration skills as they work jointly with operations engineers to determine
how best to solve application-development or deployment problems.
As a result, many companies are already modifying their recruiting practices to
hire “full stack” engineers—professionals who understand all aspects of
computing, including user interfaces, databases, and networks.

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Redefined processes and governance
Companies may want to look across the entire spectrum of software-delivery
processes to determine which will need to be redefined or fully automated so
that development teams can take advantage of infrastructure as a service, as
needed, and so that code can be ported into testing and production
environments in a standardized way.
For instance, Internet companies enforce “self service” for developers; teams
can test, promote, and deploy code in production environments without
requiring constant hands-on involvement from infrastructure-operations teams,
although both teams share responsibility for code performance.

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Thank you
• The value of implementing DevOps can
be significant with respect to both
productivity and time to market.
Knowing the Panchatantra and two
speed engine is key for driving this
vehicle to achieve Quality Goals and
better Customer Experience and
Loyalty drivers