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DevOps Best Practices:
Combine Coding with Collaboration
(Part Two of a Two-Part Series)
Effectively merging application development and operations requires
organizations to assess what they do best and seek partners who
can deliver greater operational agility.
Executive Summary
In part one of this series, we described how
DevOps requires not only new ways of working but
also new ways of thinking. Rather than focus only
on the new features or interface elements they
designed, developers must work with the opera-
tions teams to package, test, deploy and manage
those features. Rather than roll their eyes at the
threat to uptime and add a new code release to
next week’s testing schedule, the operations team
must trust automated scripts to test and roll out
new code in hours or even minutes.
To drive the maximum business benefit, the “Dev”
and “Ops” teams must work together to con-
tinually monitor machine and user data, fix any
problems and test and deploy new code. In many
organizations, “Dev” and “Ops” roles are already
merging, and DevOps is helping bridge these
two worlds. DevOps provides the ability to write
scripts that automate deployment, monitoring
and test processes that used to require lengthy
manual effort. It also provides the communication
and change management skills to help historical-
ly separate development and operations teams
understand each other’s needs and work together
to meet, in real time, the ever-changing needs of
users, customers and business partners.
Implementing DevOps most quickly and cost-
effectively also requires understanding what the
organization itself can do best, and what parts
of the DevOps process to leave to partners with
more experience.
DevOps Requirements
DevOps collapses previously separate develop-
ment and operations into combined functions,
with a “fail fast” mentality of rapid deployment,
rapid learning and rapid course corrections.
Change of this magnitude is always a challenge.
When Puppet Labs and IT Revolution Press sur-
veyed more than 4,000 developers and IT opera-
tions professionals,1
they found the most common
difficulties in implementing DevOps were:
• The value of DevOps was not understood
outside their group (48%).
• The lack of a common management structure
for development and operations (43%).
• A lack of DevOps tools (33%).
• Cognizant 20-20 Insights
cognizant 20-20 insights | march 2016
2
•	Lack of time to implement DevOps (31%).
•	Lack of support (19%).
While those who had no plans to implement
DevOps cited:
•	Lack of manager buy-in (49%).
•	Lack of team buy-in (38%).
•	Budget constraints (19%).
•	More hype than substance (14%).
Given the need to change workflows and share
responsibilities in the DevOps model, “soft” skills
such as communication and collaboration are
required as well as more technical capabilities
such as coding. This is borne out by the Puppet
Labs/IT Revolution Press survey, which found
the skills respondents needed most to implement
DevOps to be:
•	Coding/scripting (84%).
•	People skills (60%).
•	Process reengineering skills (56%).
•	Experience with specific DevOps tools (19%).
Coding and scripting skills are required to auto-
mate manual processes with code that can be
reused across multiple cycles of automated code
testing and deployment. This representation of
the IT infrastructure as code increases the con-
sistency of the IT environ-
ment, while the automation
it provides reduces deploy-
ment delays and increases
business agility.
Once new code has been
checked into a version con-
trol repository, these scripts
submit the code for testing
through a set of automated
frameworks. If the code
passes the required tests,
another script converts it
into a build for deployment. If it fails to pass, the
script can send the code to an additional “sand-
box” for testing before deployment.
Interestingly, the survey respondents gave rela-
tively low priority to their staff having experi-
ence with specific DevOps tools. This mirrors our
experience. We have found that skills in specific
tools are more easily taught than, for example,
“soft” skills such as the ability to resolve disputes
between the development and operation staffs.
The tools that survey respondents found most
important to their DevOps efforts were:
•	Version control (84%).
•	Configuration management (78%).
•	Ticketing (68%).
•	Resource monitoring (60%).
•	Provisioning (56%).
A centralized version control platform provides a
single, trusted source of both new code and the
scripts that configure the infrastructure to run
it. Configuration management tools implement
the scripts in an automated, consistent way to
speed time-to-market and assure consistency for
service quality. Ticketing systems help the com-
bined development and operations staffs track
the status of pending enhancements in the infra-
structure, or in digital products, applications or
services.
Automated and intuitive resource monitoring
provides real-time visibility into service quality
issues and helps DevOps quickly or even proac-
tively resolve them. Provisioning platforms make
the real-time changes in the server, storage or
network infrastructure required to implement
new features or assure compliance with service
level agreements.
Processes and Workflows
A great DevOps platform boils down to four key
enablers:
•	Intensive tooling.
•	Tool chain integration.
•	Workflow automation.
•	Self-service enablement via real-time and
on-demand reports and/or insights.
Along with tools and technology, our work with
clients has identified critical processes and work-
flows required to get the most rapid and signifi-
cant benefits from DevOps.
Some of the most important are the identifica-
tion, deployment and integration of a common
DevOps toolkit. This should span the entire cycle
from code development through testing to pack-
aging, deployment and monitoring. This com-
prehensiveness provides a complete view of the
entire environment, the changes required in it,
the status of those changes and any bottlenecks
to making those changes.
cognizant 20-20 insights
We have found that
skills in specific tools
are more easily taught
than, for example,
“soft” skills such as
the ability to resolve
disputes between
the development and
operation staffs
This toolkit must be common across all the
staff involved in DevOps to minimize training
and licensing costs. Even more importantly, a
common toolkit assures all the involved staff can
share best practices, understand each other’s
challenges and together create and comply with
best practices.
Automation is another factor essential to DevOps
success. Automation obviously significantly
reduces costs by reducing manual effort. But the
real benefits come through greater agility and the
ability to more quickly fix problems or enhance
applications or services in response to business
needs. Automated, policy-based processes also
help ensure consistency, which in turn prevents
misconfigurations that can endanger uptime, per-
formance and compliance.
Organizations also need to identify, collect and
analyze both machine and end-user data. This
may involve new workflows and tools to collect
and integrate information from what historically
were data silos. Some organizations, however,
may be able to draw from toolsets and best prac-
tices already in place for their data warehous-
ing and business intelligence initiatives. These
may include tools to extract, transform and load
data and to provide appropriate security for the
merged data.
Finally, organizations must implement end-to-
end management and oversight to ensure that
their slowest processes don’t delay deployment.
A seamless process of release management, unit
builds, unit test, promotion and deployment helps
prevent last-minute surprises during integration.
This may require new workflows, assignment of
responsibilities and oversight and audit processes.
Sourcing Choices
As we described earlier, the value of DevOps
comes through greater agility and service quality,
not from developing your DevOps infrastructure.
For that reason, if your organization is convinced
of the benefits of DevOps and
wants to experience them
quickly, it may want to con-
sider turning to a service pro-
vider for help with either the
technical or the “soft skills”
challenges.
Some providers combine
expertise in leading DevOps
tools with business consult-
ing, as well as proven best
practices, frameworks and accelerators to assure
the fastest and most significant ROI from DevOps.
In some cases, we have seen such a mix of experi-
Organizations must
implement end-to-
end management and
oversight to ensure
that their slowest
processes don’t delay
deployment.
Quick Take
Based on our client experiences, we have
identified the following DevOps best practices:
•	Maintain tight control over the scope and
duration of each code update. Limiting the
size and complexity of iterations helps deliver
the best balance of innovation and cost control.
•	Start small and build support for DevOps by
finding a problem shared by both develop-
ment and operations. Using DevOps to solve
a tightly defined problem, such as delays in
moving code from development to production,
can overcome mistrust and create support for
a wider DevOps deployment.
•	Leverage developers or operations staff with
DevOps skills by embedding them in each
other’s organization, or in a cross-functional
team to support a specific product or service.
This provides cross-training and an example of
success and best practices for others.
•	Track and publicize success, using metrics
such as test cycle time, deploy rate and time,
change lead time, defect rate in production,
change failure rate and help desk ticket counts
to show how DevOps is increasing quality and
agility.
Sizing Up DevOps Best Practices
3cognizant 20-20 insights
cognizant 20-20 insights 4
ence provide returns of up to 1,200% on the cli-
ent’s DevOps investments.
Some providers can also help companies use
the lean and continuous deployment enabled by
DevOps to “incubate” new products, channels
and business models. For example, our Experi-
mental Learning Framework allows customers to
build and test products quickly and at low risk. If
a product or application does not meet expecta-
tions, it “fails quickly” and at low cost, deliver-
ing valuable insights to guide incremental and
evolutionary improvement. Our innovative use
of DevOps principles also allows organizations to
quickly and inexpensively perform “A/B” testing
to determine how different user interfaces and
product offers affect conversion rates.
Quick Take
Tools available to help with your organization’s
DevOps deployment include:
•	Splunk, which collects, indexes and harnesses
machine data generated by applications,
servers and devices. It allows organizations to
troubleshoot application problems and inves-
tigate security incidents in minutes instead of
hours or days, avoid service degradation or
outages, deliver compliance at lower cost and
gain new business insights. We also use the
Splunk REST API to expose data from Splunk
through highly customized dashboards.
•	The Loggly cloud-based log management
service, which combines data from multiple
sources to allow system engineers to perform
application debugging, deployment monitoring,
alerting and troubleshooting and application
analytics. This eliminates the cost of servers,
maintenance costs or co-location fees, and
speeds the log analytics process while allowing
cost-effective scalability up and down as the
customers’ needs change.
•	Sumo Logic’s cloud-based log management
and analytics solution, which collects, central-
izes, searches, correlates and analyzes large
amounts of log data. It also generates notifi-
cations and alerts when preset conditions are
met, as well as dashboards for real-time appli-
cation monitoring. This provides early warning
of trends and problems to enable proactive
resolution, reducing downtime and increasing
customer satisfaction and retention.
•	Among the other tools, products and
frameworks that very regularly show up in
almost every DevOps solution discovery and
elaboration are: Kibana, coupled with Logstash
and Elasticsearch, for machine data visualiza-
tion; Puppet and Chef for infrastructure pro-
visioning; Hudson and Jenkins for continuous
integration; and CloudBees and Electric Cloud,
for continuous cloud delivery.
DevOps Tool Chest
Footnote
1	
2015 State of DevOps Report by Puppet Labs and IT Revolution Press.
World Headquarters
500 Frank W. Burr Blvd.
Teaneck, NJ 07666 USA
Phone: +1 201 801 0233
Fax: +1 201 801 0243
Toll Free: +1 888 937 3277
Email: inquiry@cognizant.com
European Headquarters
1 Kingdom Street
Paddington Central
London W2 6BD
Phone: +44 (0) 20 7297 7600
Fax: +44 (0) 20 7121 0102
Email: infouk@cognizant.com
India Operations Headquarters
#5/535, Old Mahabalipuram Road
Okkiyam Pettai, Thoraipakkam
Chennai, 600 096 India
Phone: +91 (0) 44 4209 6000
Fax: +91 (0) 44 4209 6060
Email: inquiryindia@cognizant.com
­­© Copyright 2016, Cognizant. All rights reserved. No part of this document may be reproduced, stored in a retrieval system, transmitted in any form or by any
means, electronic, mechanical, photocopying, recording, or otherwise, without the express written permission from Cognizant. The information contained herein is
subject to change without notice. All other trademarks mentioned herein are the property of their respective owners.
About the Author
Kapil Apshankar leads Cognizant’s Technology Product Services Group, focusing on DevOps, Hadoop
product development and next-generation product engineering. He brings a rich and diverse Silicon
Valley perspective from spending a decade-plus exploring various technologies. In 2005, Kapil
developed a sophisticated methodology that empowers companies to harness the power of multi-
fidelity rapid prototyping, which fundamentally changes the way they build software products. In 2007,
he helped build the first-of-its-kind enterprise experimental learning platform. In 2010, Kapil incubated
one of the largest distributed Scrum development teams in India. He is a regular speaker at technical
events, including O’Reilly Conferences and The Innovation Enterprise Summits. He can be reached at
Kapil.Apshankar@cognizant.com.
About Cognizant
Cognizant (NASDAQ: CTSH) is a leading provider of information technology, consulting, and business process out-
sourcing services, dedicated to helping the world’s leading companies build stronger businesses. Headquartered in
Teaneck, New Jersey (U.S.), Cognizant combines a passion for client satisfaction, technology innovation, deep industry
and business process expertise, and a global, collaborative workforce that embodies the future of work. With over 100
development and delivery centers worldwide and approximately 221,700 employees as of December 31, 2015, Cogni-
zant is a member of the NASDAQ-100, the S&P 500, the Forbes Global 2000, and the Fortune 500 and is ranked among
the top performing and fastest growing companies in the world. Visit us online at www.cognizant.com or follow us on
Twitter: Cognizant.

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DevOps Best Practices: Combine Coding with Collaboration

  • 1. DevOps Best Practices: Combine Coding with Collaboration (Part Two of a Two-Part Series) Effectively merging application development and operations requires organizations to assess what they do best and seek partners who can deliver greater operational agility. Executive Summary In part one of this series, we described how DevOps requires not only new ways of working but also new ways of thinking. Rather than focus only on the new features or interface elements they designed, developers must work with the opera- tions teams to package, test, deploy and manage those features. Rather than roll their eyes at the threat to uptime and add a new code release to next week’s testing schedule, the operations team must trust automated scripts to test and roll out new code in hours or even minutes. To drive the maximum business benefit, the “Dev” and “Ops” teams must work together to con- tinually monitor machine and user data, fix any problems and test and deploy new code. In many organizations, “Dev” and “Ops” roles are already merging, and DevOps is helping bridge these two worlds. DevOps provides the ability to write scripts that automate deployment, monitoring and test processes that used to require lengthy manual effort. It also provides the communication and change management skills to help historical- ly separate development and operations teams understand each other’s needs and work together to meet, in real time, the ever-changing needs of users, customers and business partners. Implementing DevOps most quickly and cost- effectively also requires understanding what the organization itself can do best, and what parts of the DevOps process to leave to partners with more experience. DevOps Requirements DevOps collapses previously separate develop- ment and operations into combined functions, with a “fail fast” mentality of rapid deployment, rapid learning and rapid course corrections. Change of this magnitude is always a challenge. When Puppet Labs and IT Revolution Press sur- veyed more than 4,000 developers and IT opera- tions professionals,1 they found the most common difficulties in implementing DevOps were: • The value of DevOps was not understood outside their group (48%). • The lack of a common management structure for development and operations (43%). • A lack of DevOps tools (33%). • Cognizant 20-20 Insights cognizant 20-20 insights | march 2016
  • 2. 2 • Lack of time to implement DevOps (31%). • Lack of support (19%). While those who had no plans to implement DevOps cited: • Lack of manager buy-in (49%). • Lack of team buy-in (38%). • Budget constraints (19%). • More hype than substance (14%). Given the need to change workflows and share responsibilities in the DevOps model, “soft” skills such as communication and collaboration are required as well as more technical capabilities such as coding. This is borne out by the Puppet Labs/IT Revolution Press survey, which found the skills respondents needed most to implement DevOps to be: • Coding/scripting (84%). • People skills (60%). • Process reengineering skills (56%). • Experience with specific DevOps tools (19%). Coding and scripting skills are required to auto- mate manual processes with code that can be reused across multiple cycles of automated code testing and deployment. This representation of the IT infrastructure as code increases the con- sistency of the IT environ- ment, while the automation it provides reduces deploy- ment delays and increases business agility. Once new code has been checked into a version con- trol repository, these scripts submit the code for testing through a set of automated frameworks. If the code passes the required tests, another script converts it into a build for deployment. If it fails to pass, the script can send the code to an additional “sand- box” for testing before deployment. Interestingly, the survey respondents gave rela- tively low priority to their staff having experi- ence with specific DevOps tools. This mirrors our experience. We have found that skills in specific tools are more easily taught than, for example, “soft” skills such as the ability to resolve disputes between the development and operation staffs. The tools that survey respondents found most important to their DevOps efforts were: • Version control (84%). • Configuration management (78%). • Ticketing (68%). • Resource monitoring (60%). • Provisioning (56%). A centralized version control platform provides a single, trusted source of both new code and the scripts that configure the infrastructure to run it. Configuration management tools implement the scripts in an automated, consistent way to speed time-to-market and assure consistency for service quality. Ticketing systems help the com- bined development and operations staffs track the status of pending enhancements in the infra- structure, or in digital products, applications or services. Automated and intuitive resource monitoring provides real-time visibility into service quality issues and helps DevOps quickly or even proac- tively resolve them. Provisioning platforms make the real-time changes in the server, storage or network infrastructure required to implement new features or assure compliance with service level agreements. Processes and Workflows A great DevOps platform boils down to four key enablers: • Intensive tooling. • Tool chain integration. • Workflow automation. • Self-service enablement via real-time and on-demand reports and/or insights. Along with tools and technology, our work with clients has identified critical processes and work- flows required to get the most rapid and signifi- cant benefits from DevOps. Some of the most important are the identifica- tion, deployment and integration of a common DevOps toolkit. This should span the entire cycle from code development through testing to pack- aging, deployment and monitoring. This com- prehensiveness provides a complete view of the entire environment, the changes required in it, the status of those changes and any bottlenecks to making those changes. cognizant 20-20 insights We have found that skills in specific tools are more easily taught than, for example, “soft” skills such as the ability to resolve disputes between the development and operation staffs
  • 3. This toolkit must be common across all the staff involved in DevOps to minimize training and licensing costs. Even more importantly, a common toolkit assures all the involved staff can share best practices, understand each other’s challenges and together create and comply with best practices. Automation is another factor essential to DevOps success. Automation obviously significantly reduces costs by reducing manual effort. But the real benefits come through greater agility and the ability to more quickly fix problems or enhance applications or services in response to business needs. Automated, policy-based processes also help ensure consistency, which in turn prevents misconfigurations that can endanger uptime, per- formance and compliance. Organizations also need to identify, collect and analyze both machine and end-user data. This may involve new workflows and tools to collect and integrate information from what historically were data silos. Some organizations, however, may be able to draw from toolsets and best prac- tices already in place for their data warehous- ing and business intelligence initiatives. These may include tools to extract, transform and load data and to provide appropriate security for the merged data. Finally, organizations must implement end-to- end management and oversight to ensure that their slowest processes don’t delay deployment. A seamless process of release management, unit builds, unit test, promotion and deployment helps prevent last-minute surprises during integration. This may require new workflows, assignment of responsibilities and oversight and audit processes. Sourcing Choices As we described earlier, the value of DevOps comes through greater agility and service quality, not from developing your DevOps infrastructure. For that reason, if your organization is convinced of the benefits of DevOps and wants to experience them quickly, it may want to con- sider turning to a service pro- vider for help with either the technical or the “soft skills” challenges. Some providers combine expertise in leading DevOps tools with business consult- ing, as well as proven best practices, frameworks and accelerators to assure the fastest and most significant ROI from DevOps. In some cases, we have seen such a mix of experi- Organizations must implement end-to- end management and oversight to ensure that their slowest processes don’t delay deployment. Quick Take Based on our client experiences, we have identified the following DevOps best practices: • Maintain tight control over the scope and duration of each code update. Limiting the size and complexity of iterations helps deliver the best balance of innovation and cost control. • Start small and build support for DevOps by finding a problem shared by both develop- ment and operations. Using DevOps to solve a tightly defined problem, such as delays in moving code from development to production, can overcome mistrust and create support for a wider DevOps deployment. • Leverage developers or operations staff with DevOps skills by embedding them in each other’s organization, or in a cross-functional team to support a specific product or service. This provides cross-training and an example of success and best practices for others. • Track and publicize success, using metrics such as test cycle time, deploy rate and time, change lead time, defect rate in production, change failure rate and help desk ticket counts to show how DevOps is increasing quality and agility. Sizing Up DevOps Best Practices 3cognizant 20-20 insights
  • 4. cognizant 20-20 insights 4 ence provide returns of up to 1,200% on the cli- ent’s DevOps investments. Some providers can also help companies use the lean and continuous deployment enabled by DevOps to “incubate” new products, channels and business models. For example, our Experi- mental Learning Framework allows customers to build and test products quickly and at low risk. If a product or application does not meet expecta- tions, it “fails quickly” and at low cost, deliver- ing valuable insights to guide incremental and evolutionary improvement. Our innovative use of DevOps principles also allows organizations to quickly and inexpensively perform “A/B” testing to determine how different user interfaces and product offers affect conversion rates. Quick Take Tools available to help with your organization’s DevOps deployment include: • Splunk, which collects, indexes and harnesses machine data generated by applications, servers and devices. It allows organizations to troubleshoot application problems and inves- tigate security incidents in minutes instead of hours or days, avoid service degradation or outages, deliver compliance at lower cost and gain new business insights. We also use the Splunk REST API to expose data from Splunk through highly customized dashboards. • The Loggly cloud-based log management service, which combines data from multiple sources to allow system engineers to perform application debugging, deployment monitoring, alerting and troubleshooting and application analytics. This eliminates the cost of servers, maintenance costs or co-location fees, and speeds the log analytics process while allowing cost-effective scalability up and down as the customers’ needs change. • Sumo Logic’s cloud-based log management and analytics solution, which collects, central- izes, searches, correlates and analyzes large amounts of log data. It also generates notifi- cations and alerts when preset conditions are met, as well as dashboards for real-time appli- cation monitoring. This provides early warning of trends and problems to enable proactive resolution, reducing downtime and increasing customer satisfaction and retention. • Among the other tools, products and frameworks that very regularly show up in almost every DevOps solution discovery and elaboration are: Kibana, coupled with Logstash and Elasticsearch, for machine data visualiza- tion; Puppet and Chef for infrastructure pro- visioning; Hudson and Jenkins for continuous integration; and CloudBees and Electric Cloud, for continuous cloud delivery. DevOps Tool Chest Footnote 1 2015 State of DevOps Report by Puppet Labs and IT Revolution Press.
  • 5. World Headquarters 500 Frank W. Burr Blvd. Teaneck, NJ 07666 USA Phone: +1 201 801 0233 Fax: +1 201 801 0243 Toll Free: +1 888 937 3277 Email: inquiry@cognizant.com European Headquarters 1 Kingdom Street Paddington Central London W2 6BD Phone: +44 (0) 20 7297 7600 Fax: +44 (0) 20 7121 0102 Email: infouk@cognizant.com India Operations Headquarters #5/535, Old Mahabalipuram Road Okkiyam Pettai, Thoraipakkam Chennai, 600 096 India Phone: +91 (0) 44 4209 6000 Fax: +91 (0) 44 4209 6060 Email: inquiryindia@cognizant.com ­­© Copyright 2016, Cognizant. All rights reserved. No part of this document may be reproduced, stored in a retrieval system, transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the express written permission from Cognizant. The information contained herein is subject to change without notice. All other trademarks mentioned herein are the property of their respective owners. About the Author Kapil Apshankar leads Cognizant’s Technology Product Services Group, focusing on DevOps, Hadoop product development and next-generation product engineering. He brings a rich and diverse Silicon Valley perspective from spending a decade-plus exploring various technologies. In 2005, Kapil developed a sophisticated methodology that empowers companies to harness the power of multi- fidelity rapid prototyping, which fundamentally changes the way they build software products. In 2007, he helped build the first-of-its-kind enterprise experimental learning platform. In 2010, Kapil incubated one of the largest distributed Scrum development teams in India. He is a regular speaker at technical events, including O’Reilly Conferences and The Innovation Enterprise Summits. He can be reached at Kapil.Apshankar@cognizant.com. About Cognizant Cognizant (NASDAQ: CTSH) is a leading provider of information technology, consulting, and business process out- sourcing services, dedicated to helping the world’s leading companies build stronger businesses. Headquartered in Teaneck, New Jersey (U.S.), Cognizant combines a passion for client satisfaction, technology innovation, deep industry and business process expertise, and a global, collaborative workforce that embodies the future of work. With over 100 development and delivery centers worldwide and approximately 221,700 employees as of December 31, 2015, Cogni- zant is a member of the NASDAQ-100, the S&P 500, the Forbes Global 2000, and the Fortune 500 and is ranked among the top performing and fastest growing companies in the world. Visit us online at www.cognizant.com or follow us on Twitter: Cognizant.