Channel Partners

FAL 2016

For 25 years, Channel Partners has been a resource for indirect sales channels, such as agents, VARs and dealers, that provide network-based communications and computing services, associated CPE and applications, and managed and professional services

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FEATURE and constant improvement, and maximizing automation. Sounds like a recipe for digital services success. The approach emphasizes commu- nication, collaboration and integration between developers and operations. In the past, these groups typically worked as silos. DevOps acknowledges the interdependence of code and infrastruc- ture. It helps us produce software and IT services more quickly, with better results. What's tough for most agencies, and your customers, is the cultural change DevOps demands. Shared ownership and collaboration are cornerstones. Functional silos must be broken down. No exceptions. This sort of transformation is often something an outside partner can facilitate. Agencies also struggle with significant talent gaps. The supply of DevOps engineers comes nowhere near meeting current demand. Progressive federal CIOs have been building teams and augmenting their staffs with partners; I expect this to become the norm with all businesses. Are you ready to capitalize? Probably not. So let's look at how to develop a DevOps practice. We'll touch on the high points here, and you can find more depth on tools and techniques at channelpartnersonline.com/cloud-devops. First, you need to lose the idea of coding as a mysterious black box and demand that all software be intuitive for users, reliable and able to run on eliable for users, reliable and able to run on and able to run on modern, virtualized infrastructure. tualized modern, virtualized infrastructure. infrastructure. I've found that managing the technical d I've found that managing the technical that managing the technical know-how, processes and communica- processes know-how, processes and communica- and communica- tions to deliver software that checks ver tions to deliver software that checks software that checks these boxes and meets user and business s these boxes and meets user and business and meets user and business needs is an art, but one worth cultivating. art, but one worth cultivating. In a business world now driven by soft- ss In a business world now driven by soft- world now driven by soft- ware, Accenture says that with DevOps, nture ware, Accenture says that with DevOps, says that with DevOps, you could help customers speed up appli- elp you could help customers speed up appli- customers speed up appli- cation development life cycles by factor of lopment cation development life cycles by factor of life cycles by factor of 30, with 50 percent fewer failures. Return percent 30, with 50 percent fewer failures. Return fewer failures. Return on investment will improve as more infor- ent on investment will improve as more infor- will improve as more infor- mation is shared, not only between devel- hared, mation is shared, not only between devel- not only between devel- opers and operations staff, but also with operations opers and operations staff, but also with staff, but also with marketing and business teams. As better nd business teams. As better software helps customers become more lps software helps customers become more customers become more productive and competitive — which, at and productive and competitive — which, at competitive — which, at the end of the day, is the goal of DevOps he the end of the day, is the goal of DevOps day, is the goal of DevOps and the channel — they spend more. nnel — they spend more. DevOps isn't just a way of working. There are also tools used in the following stages of the code development and release cycle: VERSION CONTROL. Code is stored in a way that lets developers work on different modules at the same time. Afterward, changes are merged into one new master version. Version control applies to applications DevOps by the Numbers Puppet Labs' 2016 State of DevOps survey says these professionals must have the skills to meld application dev and delivery into one smooth process, maintain high quality code, shorten response times to business requests and streamline daily operations. The payoff? High-performing IT organizations deploy code 30 times more frequently with 60 times fewer failures, and they're able to recover 168 times faster. $105,600 Overall median salary for DevOps professionals in North America $4.3 million Potential savings from eliminating excess rework in SMBs $1.25 to $2.5 billion Cost of hourly downtime for a Fortune 1000 firm; the average cost of a critical application failure is $500,000 to $1 million per hour 24 CHANNEL PARTNERS FALL 2016 Why Cloud Demands DevOps BY MICHAEL BIDDICK CHAEL BY MICHAEL BIDDICK BIDDICK The words "software development" tend to evoke fear, loathing and flashbacks to failed or costly (or both) projects. But the cloud has spawned a renaissance in how development happens, and we must help customers revamp legacy apps for the modern era. You've probably heard the term "DevOps." "DevOps." The movement is a reac- The movement is a reac- tion tion to decades of failed development to decades of failed development projects. DevOps, at its core, is a cultural response to mistakes that led to software projects going over budget, missing deadlines and then not meeting user requirements. It found initial trac- tion among large public cloud service providers, where much of what used to be considered infrastructure is now code. But it's gone mainstream, with lessons learned from Google, Amazon, Twitter and Etsy now being applied to new software development projects for the federal agencies that I work with. The concepts are proven and ready to move downstream to small and midsize companies in all sectors and verticals. DevOps is about efficiency, enabling services and systems to scale quickly, ensuring repeatability of results

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