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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 definition, a field that spans several disciplines. It

is a field 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 find 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Facebook ensure that apps aren’t outdated and that users get the best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 benefit Agile cycles:
• Deployment systems, maintained by DevOps engineers, make the
deliveries at the end of Scrum cycles faster and more efficient. 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 inefficient
deployment processes will benefit 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 verification 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 define 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 identified the project parameters, work with the
stakeholders to define the requirements.

- Construction/Iteration:
After the team defines 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, efficiency could be produced
quickly.

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• The benefit 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 fixed 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 definitely 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 find
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 insufficient documentation.
• Why should we Use Agile Development Model?
• Many businesses are implementing Agile Development Model to assist
boost team efficiency, 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 verified 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 final 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 benefit 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,
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• 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 benefits

When a team adopts DevOps culture, practices, and tools,

they can achieve amazing things:

• Accelerate time to market

Through increased efficiencies, 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-first 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 specific business value

• Apply IT to development, transformation, and change

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 ITIL defines 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 efficiency
• 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 difficult 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 modifies the data points
that matter most to the new role release management performs.

Release management acts as a method for filling 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 specific 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 filling 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 fixed 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 defines a practice called a daily Scrum, often called the daily
standup. The daily Scrum is a daily meeting limited to fifteen 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 efficiency.

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 efficiency
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 definition 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 efficient 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 modified. Finally, convergence occurs by
understanding which Capabilities and Features, if implemented, are
likely to meet customer and market needs. Collectively, these are
defined 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 refinement 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 specific 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
verified 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 fix 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-defined 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 configured differently. The
different wiring of these diverse environments makes it difficult for
software to function similarly on different platforms.

As a result, teams spend hours and days trying to fix 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 efficiently
and with fewer breakdowns.
Codemagic provides CLI tools to configure 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 efficiency, 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 significantly, 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 configure 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 refilling, 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 notification 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, notification,
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 specific

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, fix 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
benefits 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 efficiency 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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