DevOps culture looks very different from organisation to organisation. However, regardless of the business implementing a DevOps approach, the potential benefits are the same. From faster deployments, increased efficiency and cultural changes towards experimentation and away from rigid planning, a DevOps culture has the ability to completely transform an organisation. Adopting a DevOps culture wholeheartedly has real implications on how a business is positioned to take on the market. With many industries facing uncertainty and a host of upstarts disrupting the status quo, starting the change towards a DevOps culture can be an important weapon in repositioning your business.
Checklists alone don’t help organizations function better or be more secure. For businesses interested in actually functioning better or being more secure, though, a set of guidelines provides a framework–a solid foundation that lets them track things and make sure they’re at least heading in the right direction.
ISACA recently published its DevOps Practitioner Considerations, which provides a framework for security controls in a DevOps environment. I wrote an analysis of the 10 key controls ISACA spells out and spoke with some DevOps experts about what the ISACA guidelines really mean:
The shift from mainframe to client-server computing between 1980 and 2000 led to an explosion of choices for IT. Until 1980, there was usually a piece of big iron (from IBM) that sat in the data center and ran a limited number of applications. The post-mainframe generation of IT expansion came with a corresponding growth of specializations and silos in the IT organization.
CIOs, throughout this transition, increasingly presided over a range of organizations and titles that reflected the various infrastructure categories (networking, compute, etc.), the application development process (developer, architect, etc.), and related functions that enabled the performance and protection of company business processes and IP (security, architecture, etc.).
From the perspective of building new applications, much of this choice actually slowed business by introducing many human touch-points in both decision-making processes and technology integration. When industries were defined by long-term structural competition, the speed of IT was not a gating factor. Today, when software is eating the world, however, speed is everything.