The way we look at and use databases has changed dramatically over the past several years. Starting with data center consolidation mandates and the push to Cloud First and later Cloud Smart, agencies across government have been reinventing how they use and access databases.
DevOps is making an impact on how databases are planned and managed. The continuous updates and faster releases are being applied to database management to make government more agile. It also acts to make government systems more secure. The DevOps process that introduces more automation and continuous improvement means that human-related data errors can be mitigated earlier in deployment processes. Combined with encryption, this approach of granting access to sensitive data to those with the correct permissions can also mask the data in copies of databases used for development and testing.
The potential "downside" of DevOps throughout government is the fact that application developers are being asked to double as database administrators to maintain fluidity in the process and support an agency's rapid release cycle. But, if we recognize this concept of the "accidental database administrator," we can get them the tools to succeed. Software as a Service-based application performance management (APM) is one tool that developers can use to continuously identify performance and availability issues leading to proactive reporting of matters that may be "beyond their pay grade."
DevOps, a combination of the words development and operations, is designed to smooth the frequently problematic handoff between an organization's developers and its operations staff. It is an operational philosophy that has technology developers and the operational team who will use the technology working together closely through the entire development of a technology solution. The goal of this approach is quick releases of solutions that have an immediate impact on how people do their jobs.
On the surface this sounds like a perfect fit for government, an "industry" in need of fast digital transformation to meet citizen needs. The DevOps promise of making application development quicker and cheaper is incredibly attractive to the government. However, the third part of the promise, collaboration, proves to be the most problematic as culture and process stand in the way.
From a culture perspective, organizations need to break down silos and create brand new teams focused on an application's output, rather than on tactical roles. To achieve this goal, individuals need to be empowered with autonomy and be enabled with strong communication skills to ensure everyone understands their roles and buys into the overall project objective. As U.S. Special Operations Command CIO Lisa Costa described it, "creating a DevOps culture is akin to practicing tactical shooting. You remove all extraneous movement, and that's how you get efficiency." She said her team focused on stripping away processes that had accumulated over the years but were not serving the objective of getting solutions out to the field quickly. Continue reading
As government agencies look to respond to modernization calls from the executive branch as well as citizens at large, agile and DevOps practices are being employed to help speed time to "market" with new applications. A report issued in early 2019 found that sixty-nine percent of respondents said that their organizations are piloting agile, if not partially or fully adopting it. But, the same report also saw a significant percentage of respondents say that agile met their expectations "less than expected" and "much less than expected." So, if agile is seeing an uptick in use, why is it not meeting expectations?
The issue may lie heavily in training and understanding. Agile is not just a new process; it's a new mindset. It requires a new organizational structure that is a departure from the traditional command and control hierarchy of government. Agile teams are relatively flat with everyone holding interconnected and equally important roles. There's not only a logistical change that needs to happen in terms of org charts and structures, but also a cultural shift to a collaboration-driven rather than command-driven environment.
To begin really seeing the benefits of adaptability, speed, and cost efficiencies agile promises, people need to be trained not only on the process but on the softer skills of communication and collaboration that power the process. We've pulled together a collection of upcoming events that may help. Continue reading
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The Modernizing Government Technology Act (MGT) and other related initiatives are pushing agencies to move away from aging, legacy applications as well as costly, complex software projects. The goal is to have more secure, agile, and cost-effective IT infrastructures replace them.
DevOps, a moniker that is a combination of development and operations, is emerging as an approach that could help Federal agencies modernize and speed new development efforts, especially as they migrate to cloud services. DevOps is a software engineering culture as well as a practice that advocates automation and monitoring throughout the software development lifecycle. It generally pairs development teams with IT operations throughout the development cycle, eliminating the somewhat adversarial role that sometimes has naturally formed in many organizations. Continue reading
Agile is an iterative approach to software delivery, building solutions from the onset of a project rather than trying to deliver it near the end. The use of this methodology is built on the need for flexibility and adaptation to changing requirements. It is a response to the reality of building modern technology solutions, software, and processes. As nothing stays static in today's business climate, the way systems are developed had to change.[Tweet "Becoming Agile with Government Technology Solutions. #GovEventsBlog"]
Agile is a departure from the traditional waterfall development practice defined by linear and sequential order. A solution in a waterfall project cannot move forward until the previous step is completed. Once that step is complete, there is no going back to fix or change it - even if business needs require a change. In contrast, Agile-led projects are focused on delivery of smaller pieces of the solution with the understanding that failure is ok and an inevitable part of the process. Since all of the pieces of an application are not as dependent on one another, failure in one area will not break the whole system as it would in a waterfall process.
The adoption of Agile in government has been slow but steady. There are both cultural and procedural barriers to wide adoption of Agile. Procurements must be written differently to enable an Agile approach, and people working on the projects have to be willing to shift their thinking and workflows to accommodate the Agile process. Agencies, tired of long development cycles that result in technology that is out of date by the time it launches, have begun trying out Agile approaches and finding great success. Localities can quickly roll out digital solutions to citizens, systems become more secure, and agencies can meet cloud migration mandates and goals.[Tweet "Agencies tired of long development cycles, have begun trying #Agile approaches with great success. #GovEventsBlog"] Continue reading