Future starting here? Looking at DevOps processes beyond simple software development

I’ve just been to “The Future Starts Here”, an exhibition around “100 Projects shaping the world of tomorrow” at the V&A [The Future Starts Here]. Interesting stuff, and it supports the idea of Mutable Businesses, in a constant state of evolution, rather well, I think.

But there is a subtext in the exhibition. Just because we can do something, should we do something; if we should, can we manage the impact of change? Change always has consequences and these consequences have to be managed – and if they can’t be managed easily, it’s best to find out before you start.

Over to DevOps. It’s very probably a great way for the Mutable Business to put its evolutionary mutations for the “Future that is Starting Here” into production systems. But it is essential that all stakeholders are involved in the process and that consequences are explored as well as the expected positive use case.

If the system, or a user, makes a mistake in a process with millions of users and lots of interacting micro-services, there needs to be a “remediation process”, that corrects the results of changes made in error, and this is very likely to be non-trivial – data that shouldn’t be there can be used in other transactions before you can remove it, and remediation processes may well activate paths through the system that the designers didn’t anticipate (and therefore haven’t tested).

Remediation needs to be designed – and tested – as part of the original design. I think that the recent TSB debacle [UK ‘meltdown’ bank TSB’s owner: Our IT migration was a ‘success’] is a graphic example of further problems (not just system failures, but fraud and other criminal activity) arising when a process doesn’t go exactly as anticipated. And the TSB’s remediation efforts appear to have been woefully under-designed (or under-tested).

Cutting over from one “working well enough” system to a better system, apparently working well in a different bank, is largely an “Ops” process. Nevertheless, it has possible Dev, testing and customer impacts and (in these days of Ops/Dev collaboration) should be run as a DevOps-style process – with a realistic implementation target; with “fail small” incremental implementation; with automated validation (service virtualisation is your friend); with all of its stakeholders involved in validating it; and with all of them fully (and knowledgeably) committed to making it work. The evidence is suggesting that this TSB migration project skipped a lot of that – and the scope of impact of failure was far wider than anyone anticipated (going well beyond mere IT into an increase in fraud and loss of customer confidence).

So, if DevOps – agile collaboration between Dev, Ops and the Business using transparency, automated validation and feedback loops – is as effective as people say it is, perhaps it should have been used for this TSB migration.

Or, perhaps people thought that agile, collaborative, DevOps-style processes were being used but (because of time pressures?) people actually skipped key aspects of this – overlooking the involvement of all stakeholders; transparency and feedback; incremental delivery and “fail small”; some or all or more of that – thus turning it into “DevOps in name only”. DevOps can fail, if it is done wrong or by the wrong people. Perhaps it is harder to make DevOps fail, however, than old-style big bang implementation processes, although that won’t be much consolation if it does.

David Norfolk

My current main client is Bloor Research International, where I am Practice Leader with responsibility for Development and Governance. I am also Executive Editor (on a freelance basis) for Croner's IT Policy and Procedures (a part-work on IT policies). I am also on the committee of the BCS Configuration Management Specialist Group (BCS-CMSG). I became Associate Editor with The Register online magazine – a courtesy title as I write on a freelance basis – in 2005. Register Developer, a spin-off title, started at the end of 2005, and I was launch editor for this (with Martin Banks). I helped plan, document and photograph the CMMI Made Practical conference at the IoD, London in 2005 (http://ww.cmminews.com). I have also written many research reports including one on IT Governance for Thorogood. I was freelance Co-Editor (and part owner) of Application Development Advisor (a magazine, www.appdevadvisor.co.uk, now defunct) for several years. Before I became a journalist in 1992, I worked for Swiss Bank Corporation (SBC). At various times I was responsible for Systems Development Method for the London operation, the Technical Risk Management framework in Internal Control, and was Network Manager for Corporate group. I carried out a major risk evaluation for PC systems connecting across the Bank’s perimeter to external systems and prioritised major security issues for resolution by the Bank’s top management in London. I also formulated a Security Policy for London Branch and designed a secure NetWare network for the Personnel Dept. Before 1988 I was an Advisory Systems Engineer in Bank of America, Croydon in database administration (DBA). on COBOL-based IMS business systems. Before 1982, I worked in the Australian Public Service, first as a DBA in the Dept of Health (responsible for IMS mainframe systems) and latterly as a Senior Rserach Officer 2 in the Bureau of Transport Economics. Specialties: I have the ability to extract the essence of significant technical developments and present it for general consumption, at various levels, without compromising the underlying technical truth.

Have Your Say:

CIO WaterCooler