Standards for the Industrial Internet of Things

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FROM THE EDITORS 10 SD Times on the Web

13 U.S. government joins modern era

13 A look back at a look into the future

NEWS 16 Arun Murthy discusses the future of Hadoop

17 Red Hat to acquire AnsibleWorks

18 STEM definition expanded to include computer science

21 GIT supports large files

22 Government revisits how it does technology

24 Microsoft covers containers, IoT in newest product release

24 Google Glass joints fight to treat autism disorders

26 Code for America takes on civic problems, solutions

27 Dell announces $67 billion acquisition of EMC

28 Cigital’s BSIMM6 finds software security lagging

29 Taking agile where it hasn’t gone before

31 Kendo UI supports AngularJS 2.0 framework

COLUMNS 59 CODE WATCH by Larry O’Brien

Java: Not dead yet

60 GUEST VIEW by Adam Serediuk

How to create a successful NoOps team

61 ANALYST VIEW by Al Hilwa

A microservices architecture checklist

62 INDUSTRY WATCH by David Rubinstein

Back to the future of development: A conversation with Grady Booch

Contents ISSUE 319 • NOVEMBER 2015

The (nettlesome) Internet of Things

Getting all hands on deck with agile

page 43Low-code solutions: Empowering businesspeople to make their own applications

page 53

page 32

Software Development Times (ISSN 1528-1965) is published 12 times per year by BZ Media LLC, 225 Broadhollow Road, Suite 211, Melville, NY 11747. Periodicals postage paid at Hunting ton Station, NY, andadditional offices. SD Times is a registered trademark of BZ Media LLC. All contents © 2015 BZ Media LLC. All rights reserved. The price of a one-year subscription is US$179 for subscribers in the U.S., $189 inCanada, $229 elsewhere. POSTMASTER: Send address changes to SD Times, 225 Broadhollow Road, Suite 211, Melville, NY 11747. SD Times subscriber services may be reached at [email protected].

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Don’t be a fool, go back to schoolIt seems that returning to higher educa-tion is becoming a thing once more.Coding boot camps offer people weeksof training in many languages, such asRuby on Rails, Python and Django. Butis it worth it? Tech entrepreneuer DaveParker thinks so: “One of the key ben-efits of attending a coding school isthe outcome: a new job. A number of students that attendcoding schools will admit that they’ve put their career lad-der against the wrong wall and will enroll in a program inorder to jump-start their new career,” he says. There areother reasons to go back to school, and you can find themat tinyurl.com/backtobootcamp.

SD Times November 2015 www.sdtimes.com10

SD Times wants to hear from you. Join us on LinkedIn and Facebook.

Testing can’t afford to lag behindCIOs are concerned about three things: security, DevOps and testing. Except that testing is tooslow to be included in many development environments. This is unacceptable, says Appvance’sCEO Kevin Surace. “The QA and test industry failed to give [organizations] the tools to go thatfast. With the tools companies have today, they know that to go faster, they have to give upquality for velocity. That’s the tradeoff people have been making.” What, then, can be doneabout this? David Rubinstein tries to find the answer at tinyurl.com/testingfallsbehind.

How agile are your IT Operations?You might be overlooking the IT Operations people at your company. They’re the folks who scale environments and maintainstability, among other things. But their jobs face a few hurdles,such as: “The automation of virtual machine images and otherprocess automation tasks helps to an extent, but there’s no denying that this demand from the business for application-readyinfrastructures absorbs a significant amount of Ops team timeand resources.” Automic’s Ron Gidron explains what else you cando to help IT Operations at tinyurl.com/agileitoperations.

In case you missed it: A drifting DeLoreanBack to the Future Day came and went in October, but not everyonespent it posting meme pictures. One group of Stanford researcherstook a DeLorean (named MARTY) and made it do something nifty—byitself. “One of the goals [Stanford researcher Chris] Gerdes has forMARTY is to use it to drift alongside other cars operated by profession-al drivers. According to him, this is a common technique in motorsportcompetitions, where drivers have to anticipate each other’s move-ments.” You can see MARTY in action at tinyurl.com/driftingdelorean.

No need to worry about a burst

“The Silicon Valley bubble is prime to burst.”You’ve probably heard that a lot by now, but AlexHandy doesn’t think the end of the Silicon Valley

heyday has to be catastrophic. “This new genera-tion of startups will be significantly leaner, far

more focused, and definitely more profitable. Withfewer developers on board, there will be more

money for the investors to pull back later on, andthus less need for multiple rounds of funding at

insane, multi-US$100 million levels,” he says. For a look

at his reasoning, visittinyurl.com/bubbledeflation.



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www.sdtimes.com November 2015 SD Times 13

Common methodologies and devel-opment practices seemed foreign to

the U.S. government, which could sim-ply throw money at software problemsthat never appeared to get solved. Butrecent ventures lead us to believe thatthe government might be ready to shakeoff the dust and join the 21st century.

It’s no shock that the governmentneeded to take a look at its informationtechnology. It’s trying to make a differ-ence for the greater good, and to do so(as reported in this issue), it needs dig-italization and the latest technology.

Let’s go back to the HealthCare.govfailure of 2013; it’s the best example of amultimillion-dollar website failure basedon poor architecture, a lack of load andfunctional testing, and neglect of theuser experience. One of its biggest prob-lems was the login system, which had thelargest amount of errors. Additionally, it

took users 20 minutes to complete anapplication online, with the worst-casescenario involving more than 76 screens.

Non-partisan, non-profit organiza-tions have sprung up to tackle some ofthese problems themselves. Code forAmerica is one of them, using the talentof the industry to solve some very bigsocial and civic problems.

While HealthCare.gov’s failure wasprobably one of the biggest public web-site failures of the decade, it made itobvious that the government needed tochange its view of how to serve the pub-lic electronically. The administration ofPresident Barack Obama recognizedthis and created the U.S. Digital Service,which is adopting common softwaredevelopment practices, technology, andfocusing on the end user by—get this—actually talking to folks who interact withthe government via the Web.

The U.S. Digital Service is unique inthat it is made up of engineers, codersand developers who left startups andlarge tech companies to join Washing-ton, D.C., to create software solutionsthat serve the public good.

Now, they’re working on things likebenefits for veterans, the health insur-ance marketplace, student loans, elec-tronic health records, and tools to com-bat human trafficking. And yes, theyrevamped and simplified the Health-Care.gov site.

It’s not rocket science; it’s just focus-ing on how technology can actuallychange America. Breaking with pastpractices, updating policies and adaptingcommon methodologies is what the gov-ernment is doing now to improve digitalpublic services, and maybe with moresmart people joining the force, it canfinally deliver what the public needs. z

U.S. government joins modern era

Oct. 21, 1985. That was the dayyoung Marty McFly hopped into a

DeLorean equipped for time travel tosave his family on the same date 30years in the future.

That date—Oct. 21, 2015—was acouple of weeks ago. McFly encoun-tered such things as videogames playedwithout controllers, drones and biomet-ric identification (all of which we havetoday), and hoverboards, flying cars andself-lacing shoes (which we don’t have).

We thought it would be fun to look atsome of the things our industry punditswere predicting in 1985 for the future,to see which were right and which werewrong. First, we must travel back to thattime, when LISP and Smalltalk weretop programming languages of the day.Windows 1.0 was just released and costUS$100. But the dominant operatingsystem was Unix. Most innovation insoftware was occurring in games.

Richard Stallman created the Free Soft-ware Foundation, and the GNU mani-festo was published in a paper magazineknown as “Dr. Dobb’s Journal.”

What predictions did they get right?That there would be a computer in everyhome. And that’s actually only partlyright; most homes today (at least in devel-oped countries) have multiple devicesthat are more powerful than anything wecould have conceived of in 1985.

And that’s about it. Who back then could have dreamed

of microservices and container architec-tures, Hadoop, or even the Internet?

Cellphones, tablets, artificial intelli-gence, wearable devices and virtualreality? That was the stuff of science fic-tion in 1985.

And what will the world look like 30years from now? Here’s what we think:

The Internet of Things will be builtout, delivering the vision of near-com-

plete interactivity between devices withlittle or no human intervention.

Robots will be ubiquitous. Theyalready are in use on production floorsin manufacturing plants around theworld, and will move from industry intoour daily lives. We already have theRoomba robotic vacuum cleaner. What’snext, the “Wafflebot”? (#NTHAK—Nod To “Harold and Kumar”).

Man does not stand still for long.He’ll create something, admire it for awhile, then someone else will invariablylook to improve on it. That’s the humanspirit. And, our final prediction: We’realready prototyping driver-less cars,commercial space travel, even trying todetermine if future generations cansurvive on Mars. If those things cometo pass, we’ll say, of course. It’s thethings we don’t anticipate now, though,that will take us aback...aback to thefuture! z

A look back at a look into the future

FROM THE EDITORSFROM THE EDITORS



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BY ALEX HANDY

Arun Murthy is a busy fellow. Whenhe’s not acting as architect at Horton-works, the Hadoop company he found-ed, he’s flying around the world givingkeynote addresses. This is quite a longways from where he was 10 years ago,working on Hadoop inside Yahoo.

But then, the future is, typically,uncertain. That’s why we sat down withMurthy to talk about the future ofHadoop and Big Data processing as awhole.

What is the next big focus for Apache

Hadoop as a whole?

I think if you look at the big picture,Hadoop started off as map/reduce andHDFS. Things have obviously changeda lot. We’ve had things like YARN for awhile now, so map/reduce is no longerthe be all end all. We also have Sparkand Flink, and a better Hive, and onand on. The infrastructure side of theHadoop space is alive and kicking.

The infrastructure side is alive andkicking. The idea always was to let athousand flowers bloom, and that hashappened. It’s not just the open-sourcecommunities that have done this,either. It’s also other sorts of vendors,like IBM, EMC and SAS. These guys

are taking their product lines and mak-ing them Hadoop-compatible.

That’s really great. If you look atHadoop, we’re coming now to the endof the first big wave of Hadoop. Thefirst wave has been about establishingtechnologies and making sure enoughof the gaps are filled well enough so youcan build apps on top of pure data.

As they start to build newer and new-er applications, we start going from post-transactions to pre-transaction. Predic-tive analytics has been around for a longtime, but with Hadoop, you can do ana-lytics with very fine granularity. You canmake every customer feel special.

What people have realized as theybuild more and more of these apps, alot of these new-generation apps areprimarily driven by data. You can buildapps that delight and inform the endcustomer, but every model app we’regoing to build is also a data app.

That’s one view of the world. If welook at the data-centric part of the world,for a time it was only one machine, thenyou had virtualization. Now you havethings like containerization that are pri-marily driving efficiency.

Docker is the poster child of that. Ithink of these raw data apps, and Dock-er helps you build apps that areDevOps-friendly and repeatable. TheHadoop community should take a stepback and say, ‘Instead of focusing onwhat’s the next HBase, Spark or Flink,’let’s take a step back and say, ‘How dowe make it easy for people to buildthese apps that allow you to take advan-tage of the data in your platform?’”

I would also say simplicity for devel-opers and end users is important. Saythe end user is a businessperson at anenterprise. If he or she wants to extractdata from what he or she has, they haveto use registries. There are all sorts of

Arun Murthydiscussesthe futureof HadoopFounder of Hortonworks talks end-user engagement and community participation



technologies that have to work together:Spark has to work with HBase and withNiFi. You have to put them togetheryourself, if you are the enterprise user.

If you are at Accenture helping peo-ple put these apps together, you’redoing a lot of grunt work. You reallywant to focus on the core business log-ic. What we want to do—what we haveto enable as a community—is allow youto get off-the-shelf applications, sort ofdownload and go on the platform.

You want to be able to download anapp that does predictive analytics; therewill be some amount of customization,but the base is available.

A lot of that would be at the very highlevel; you want it to look like an app youdownload and run on your platform. Thesame way with developers and solutionsand software, now it has to run on a dis-tributed cluster of Hadoop. It needs dis-tributed data, it must obey the securitymodel of your enterprise, and you haveto have some data governance.

Finally, it needs to have a very user-friendly management console. We haveall these in the platform now, but you asthe enterprise business user have to putthem together yourself.

What does this look like for the end user?

We as a community want to make it eas-ier for these integrations to be done bysomeone else—to have them just bedone.

Think of this as an assembly line youput together. Maybe it’s Docker con-tainers. You have some simple controlsto be able to launch these assemblies,and implement security governanceand management in a simple manage-ment interface. You download a bundleand click ‘Go,’ and it should just go. Ifyou can assume you have technologiesin the open like YARN and HDFS, thatbecomes the equivalent of POSIX forthe data world.

You have the Docker containers forthe actual business process, then youhave Ambari, which allows you to man-age this. I should be able to downloadan assembly that you wrote, and I canmodify the business logic, or I candecide that I don’t want Spark Stream-ing but I want Storm.

In the beginning, a year or so ago,we started this Apache Slider Project tomake it easy to bring new apps ontoYARN. If you blow that up and say it’snot just to bring an app onto YARN, wewant to be able to post apps onto theHadoop Platform. In the next year ortwo, we’ll spend a lot of time and effortgetting that to work.

Slider was baby steps. We have a lotof work going on inside the communityand so on.

What is the community doing to help sim-

plify and unify the Hadoop ecosystem?

I think one way the community is doingthat is having things like YARN andSpark APIs...but really to me, look at theend users as business users. The way toultimately make it easier for them is tomake products and solutions availableout of the box so you don’t have tounderstand Hadoop at all. You downloadan app on Windows or Mac, you don’tcare much about the underlying OS.

For the first two to three years, whatwe really wanted to focus on is makingsure you can build any app on this plat-form. For putting together Storm andHBase and Spark, we want to make itan out-of-the-box experience.

I was talking to a Wall Street firmthe other day. They’re trying to buildsomething out of Spark to predict cus-tomer churn. Now the bank is hiringpeople who understand Spark, Scalaand Hadoop. It’d be much better if thatcustomer churn app was built by somethird party out there, and they coulddownload and just run.

A customer churn app would repre-sent an assembly because it has tounderstand all these parts.

I think the call of action is, let’s focusas a community on making it trivial forpeople to get value out of data. Hadoopis less about technology, and more aboutapplications of the technology. It’s ashift, but, if in five years from now all wefocus on is building the next Spark,HBase or whatever, that’s going to causemore confusion than add value.

Innovation is important, but we haveto pay attention to uptake innovation,rather than just the next API or the nextstorage platform. z

Red Hat to acquireAnsibleWorksBY ALEX HANDY

Red Hat announced that it is acquiringAnsibleWorks, the company behind theinfrastructure-provisioning softwareknown as Ansible. The tool is a some-what slimmed down take on the Chefand Puppet model.

Ansible, rather than having a pre-scriptive language and framework forinfrastructure provisioning, reliesinstead on logging into machines viaSSH and running commands on theend device. This has always simplifiedthe provisioning process, as comparedto other solutions that require an agenton the end computer.

Said Ziouani, cofounder and CEO ofAnsible, said, “We’re thrilled that RedHat, a global leader in open source, haschosen Ansible to tackle the future ofIT automation and systems manage-ment. This is a strong validation thatAnsible’s simplicity, enterprise cus-tomer base and robust community iswinning in enterprise IT automation,from compute to networking to cloudto containers.”

Joe Fitzgerald, vice president ofmanagement at Red Hat, said, “Ansibleis a clear leader in IT automation andDevOps, and helps Red Hat take a sig-nificant step forward in our goal of cre-ating frictionless IT. Red Hat is trans-forming IT management, drivinginnovation that is 100% open source,built on an open management platform,and relentlessly focused on reducingcost and complexity through ease of useand automation. I am thrilled to wel-come Ansible to Red Hat to help usexpand that commitment.”

While no actual purchase price waspublished, rumors have surfaced alleg-ing the amount was around US$100million. Ansible leaves behind threeother startups in the provisioning space:Chef, Puppet and SaltStack. z



BY CHRISTINA MULLIGAN

Computer science education efforts aregetting another boost. President Oba-ma has officially signed the STEMEducation Act of 2015 into law, expand-ing the STEM definition to includecomputer science.

“We must prepare our students fordegrees in STEM subjects to ensurethat they have the ability tothrive in today’s technology-based economy,” said TexasRepublican Lamar Smith,chairman of the House Com-mittee on Science, Space andTechnology, who introducedthe bill. “This means motivatingmore American students tostudy STEM subjects, includingcomputer science.

“Unfortunately, America lagsbehind many other nationswhen it comes to STEM educa-tion. American students rank 21st inscience and 26th in math. The STEMEducation Act expands the definition ofSTEM, encourages students to studythese subjects, and trains more teach-ers.”

STEM stands for Science, Technolo-gy, Engineering and Math education.While computer science has neverbeen a part of the acronym, it wasthought to fall under the technologycategory. Officially including it in thedefinition signals the importance of acomputer science education, accordingto Washington Partners’ vice presidentfor legislative and public affairs DellaCronin, who handles federal affairs forCode.org.

“Computer science advocates havelong felt that STEM programs haveignored computer science,” she said.“They felt there needed to be a signalfrom Capitol Hill and a statute that gov-erns some of these programs and sayscomputer science is important, you asan agency should be supporting the

teaching and learning of it, and invest-ing public dollars in it.”

The STEM Education Act doesn’tbring any additional funding for com-puter science, but it does bring theoption for schools that are running pro-grams backed by a STEM fund toinclude computer science programs aspart of that funding, according to Kelly

Calhoun, research director of educa-tion at Gartner.

“The thought here was looping thisin as part of STEM funding gave themaximum amount of flexibility for indi-vidual school districts to tailor programsto meet the needs of their local com-munications,” she said.

Computer science education hasbeen an ongoing conversation in thetechnology industry because of the lackof people to fill computer science jobs.According to Code.org, there will be 1.4million more computer science jobs thanthere will be people to fill them by 2020.

“It’s not just about IT, it’s not just theSilicon Valley companies; it is impor-tant to financial companies, it is impor-tant to the world of retail,” said Cronin.“You would be hard-pressed to getthrough a day without relying on somesoftware designed by a computer scien-tist or some device that involved a com-puter scientist.”

Cronin added that even if you aren’tplanning on pursuing computer science

as a professional, it can help you makesense of what you are consuming as auser of technology.

“It is a great opportunity to havekids exposed to computer science atleast at the entry level,” said Calhoun.“There are logic principles that aredeveloped as part of studying comput-er science, and for a lot of kids this

could be a great doorwayinto learning new ways ofthinking, reasoning andproblem-solving.”

However, students will notbe the only ones to benefitfrom the new education act;teachers will also have moreopportunities as well. The billamends the National ScienceFoundation’s Robert NoyceMaster Teaching Fellowshipprogram to enable individualspursuing a master’s degree to

participate in the program, and itincludes computer science as part of thescholarship program.

“The purpose of this is to pull morepeople from math and science into ateaching profession,” according to Cal-houn.

Calhoun and Cronin both noted thatwhile this is a step in the right direction,it is only one step, and there still needsto be more investment and work at thestate level to improve computer scienceeducation.

“Enactment of our bipartisan STEMEducation Act demonstrates that wecan work together to help our studentsthrive and to help ensure that they areprepared for the careers of tomorrow,”said Elizabeth Esty, a member of theHouse Committee on Science, Spaceand Technology. “More and more jobsof the 21st century require science,technology, engineering, and mathskills. We need to make sure that all ofour students have opportunities tothrive in STEM education.” z

STEM definition expanded to include computer science



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BY ALEX HANDY

GitHub announced the availability ofGit Large File Support (LFS) 1.0, aswell as new two-factor authentication, atits GitHub Universe show in October.

Historically, Git has had trouble stor-ing and versioning large files due to con-straints in the basic design of the soft-ware. There have been third-partyattempts to solve this by companies likeGitLab and Perforce, but LFS’ releasemarks the point where a true solution hasarrived. Even GitHub competitor Atlass-ian has signed on to support Git LFS.

For users concerned more aboutsecurity, GitHub distributed at its showYubiKeys, two-factor authenticationUSB sticks that allow developers to fur-ther secure their repositories from out-siders attackers.

Brandon Keepers, head of opensource at GitHub, said that GitHub is theleading contributor to Git and was a driv-ing force behind the addition of LFS.

“A significant number of the recentadditions to Git have been done byGitHub,” he said. “The design of Git isintended to keep the entire repositoryon your disk. You take it wherever it is,

and you go. This is not practical fordesigners working on large assets.

“We worked on establishing thestandard for Git LFS. People likeAtlassian are adopting it. There havebeen many attempts at having that inthe past, but having the people on thestaff has enabled us to go far.”

Keepers said that GitHub is not usedby just software developers. Museums,like the Museum of Modern Art in NewYork, have uploaded the metadata fortheir collections into the system, forexample.

“We see tons of people using GitHubfor non-software things,” said Keepers.“City governments are starting to putlaws on GitHub. You see people writingbooks on GitHub. The software commu-nity is showing the way for collaboration.We use GitHub internally. The legalteam uses it. It's been a blast to send pullrequests to our legal department.”

Sam Lambert, director of technologyat GitHub, said that new non-softwareusers are an interesting target for Git.But for now, the company remainsfocused on developers almost exclusively.

“We’ve talked about it in the past

and experimented, but primarily ourfocus now is around the developer,”said Lambert. “Git’s core component ismaking changes to text files. It’s a newworkflow, but people are applying ourworkflow to other areas. For example,we do Continuous Integration on blogposts that checks for grammar, images,text, and runs CI against it. That’s aworkflow, applied backward to writing.We’re seeing more and more industriestaking cues from how we work.”

GitHub continues to push its GitHubEnterprise on-site edition. Lambert saidthat the tool is still successful, and thatmany developers are pushing for Git intheir environments. “I think if you’reworking on enterprise, you can be usedto working with more draconian, hard-to-use systems,” he said. “But you spendyour weekend working on GitHub; it’sgreat for collaboration and it’s the placewhere code gets built. Enterprises canpurchase that.

“We have NASA talking about howthey use GitHub Enterprise, and it’sknocking years off development times.We’ve seen massive growth; thedemand is everywhere.” z

Git supports large filesTwo-factor authentication support highlighted at conference

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BY MADISON MOORE

“When I got my bachelors degree incomputer science, I never thought,‘You know what? I’m going to help peo-ple change their lives and make theirlives better.’ ”

While it might not have crossed hermind at the time, Lisa Gelobter, chiefdigital service officer at the U.S. Depart-ment of Education, is now in a positionto make a better world for millions byusing digital initiatives to solve some ofthe government’s biggest problems.

At the O’Reilly Velocity Conferencein New York, Gelobter discussed manyof these issues, including increasingaccess to healthcare, improving servicebenefits for veterans, streamlining howpeople immigrate to the U.S., increasingaccess to higher education, and workingwith individual federal agencies to figureout the services that will have an impacton the greatest number of people.

Gelobter introduced the DigitalCoalition, which is made up governmentorganizations and was created by theObama administration for a “smarter ITagenda.” The coalition plans on growinginitiatives by using the same methodolo-gies and practices used in software andproduct development in the last decade.

To start, the coalition rescuedHealthCare.gov, which at first tookusers 20 minutes to complete an appli-cation online, with worst-case scenariostaking more 76 screens. When theyfixed it, it went down to 16 screens,with the worst-case application takingnine minutes to complete.

According to Gelobter, the login sys-tem had the “largest number of errors.”After rebuilding it from scratch, theresponse rate went from five secondsdown to two milliseconds.

With immigration, the coalition want-ed to have an online application processfor individuals to efficiently replace theirgreen cards. Gelobter said that the coali-tion moved from waterfall to agile, “leftthe building, and did user research and

talked to people.” They launched a suc-cessful online system that now allowsusers to track their progress and get noti-fications. They already have 40,000 indi-viduals who have filed online.

Gelobter discussed her own work forthe Department of Education, includ-ing the release of its interactive CollegeScorecard, which provides students andfamilies with information about whereto enroll for higher education, how toget funding and more.

Gelobter said the coalition built aconsumer tool on top of the API as areference implementation, and shebelieved this is the only instance wherethe government has “dogfooded theirown API.”

She discussed three other examples ofwhere the government is using softwareto do the “greater good,” including initia-tives such as Veterans’ Medical HealthRecord Interoperability, the Police DataInitiative, and a crowdsourced mappingeffort that facilitated the delivery of aidto victims of an earthquake in Nepal.

“You get thrown into a problem andyou try to solve it,” said Gelobter. “Weare making change that will impact mil-lions.”

She added that the government used

methodologies familiar to developers,such as agile development, product-management practices, goal setting,user-centered design, open-source soft-ware, design patterns, and dashboards.

Application performance at VelocityA word that was heard frequently at theVelocity conference was “perfor-mance.” The conference provided anew perspective to performance andWeb operations, and it gave everyonefrom developers to technical executivessolutions to solve their dynamic websiteand application challenges.

Keynote speakers came from a vari-ety of organizations like Dropbox, Etsy,Hewlett-Packard, IBM and the U.S.Department of Education. Companiesshowcased their platforms, talking aboutwhat was new and how attendees canovercome their performance issues,including Web and testing challenges.

Offering a cross-enterprise testautomation framework for the wholeteam (including DevOps, operationsand QA) was BlazeMeter. The compa-ny was born out of the DevOps move-ment, and it is trying to redefine test-ing. BlazeMeter emphasizes that loadand performance testing should be part

Government revisits how itInside the efforts to fix HealthCare.gov, make lives better

The Department of Education’s Lisa Gelobter shows how agile solved government problems.



of the software delivery workflow. Itsplatform allows developers to use theirpreferred language. CEO Alon Gir-monsky did a live demonstration whereattendees could see how they couldwrite in the language that they choose.

“We make performance testing aseasy as code, and allow developers tostart testing for performance while theyare writing code,” he said.

Chef, an IT automation company,turns infrastructure into code byautomating how to build, deploy andmanage an infrastructure, allowing it tobecome as testable and repeatable ascode. Representatives at the Chefbooth said that speed and quality is afocus for the company: Developers gainquality the faster they go.

Another focus at Chef is “complianceat velocity,” which allows enterprises tospecify compliance-related requirementsin ways that can be automatically tested.

Neptune.io announced its Remedia-tion-as-a-Service offering for DevOpsteams, which will allow engineers toautomate their incident response actionsand runbooks when receiving alertsfrom their monitoring and alerting tools.

Neptune released its resiliency sys-tem, which lets users recover their sys-tems automatically while collectinglogs, graphs and diagnostics. Thisallows development teams to figure outissues instead of doing a temporary fix.

Neptune has built auto-remediation

tools for companies like Amazon, whichmanage many servers. And now Nep-tune is making a tool available foreveryone with ready-to-use integrationswith popular monitoring tools likeDatadog, Nagios, New Relic, and more.The service can manage both cloud andon-premise servers.

Helping customers engage with abusiness’ software is the goal behindsoftware analytics company New Rel-ic’s platform. The company’s SaaS-based solution collects data wherever itlives. Simply put, it can take the dataand figure out the blind spots, resultingin a better user experience, improvedperformance and insight to the produc-tion environment.

In October, the company announceda new set of features across the NewRelic Software Analytics Cloud thatallow for monitoring development, pre-deployment, and production applicationhealth and performance on AmazonElastic Compute Cloud.

Nouvola was at Velocity to demon-strate how it can solve performance-testing issues with its predictive per-formance analytics engine, DiveData.It focuses on speed and responsiveness.

According to Nouvola reps, their plat-form eliminates the “heavy lifting” fordevelopers by allowing them to create,run and check results of an application.Nouvola is built to proactively measurethe responsiveness of an application, and

recent updates include DiveData, aJenkins plug-in, and API testing support.

Opsmatic is a provider of real-timechange visiblity of the live state of com-puting infrastructure, and it sends alertsto users before problems begin. Opsmat-ic can detect when files change, which ishelpful for a developer who might havehundreds of libraries and is constantlybuilding new versions of an app.

Opsmatic was involved from thestart of the DevOps movement, and itsteam believes in communication as away that DevOps can be successful.Chris Haupt, who works in develop-ment at Opsmatic, said that whendevelopers and operations can worktogether, they’re faster and producehigher-quality software.

Sauce Labs gave a demonstration toshow coders and developers how its plat-form can run all of their tests in the cloudon its single platform. With Sauce Labs,developers can use automated cross-browser testing, which can speed up testcycles without managing infrastructure.Its platform also offers automatedmobile testing, which allows developersto determine where mobile apps are fail-ing on actual Android and iOS devices.There is the option to manually test appsacross more than 500 browsers and OScombinations.

The platform allows for collaborationbetween developers and coders, andthere is an option to share with teammembers and in the cloud in real time.

The big question of performance is,“How is it impacting my business?”Kevin Sickles, sales executive at SOAS-TA, said that in order for him to getsenior managers to understand thatquestion, he just has to show them.With SOASTA, businesses can see howperformance and user experience aredirectly affecting their revenue.

SOASTA recently launched the Con-sumer Performance Index, which willhelp developers and operations teams(as well as business owners) get a betterunderstanding of user engagement andconversion. At the conference, BuddyBrewer, who leads strategic initiativesfor SOASTA mPulse (a user-measure-ment tool), gave a talk about increasingperformance and speed. z

does technology

Third-party tools at Velocity focused mainly on increasing development speed.

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A group of researchers from StanfordUniversity have found a new use forGoogle’s wearable device. They areusing it as a behavioral aid for individu-als with autism spectrum disorders.

Individuals on the spectrum oftenhave a hard time recognizing emotions orreading social cues, and the researchersbelieve the Google Glass can help theminterpret that social information.

“We believe that the wearabledevice’s ability to provide continuousbehavioral therapy outside of clinicalsettings will enable dramatically fastergains in social acuity for children withautism and bring quantitative progressmeasures like eye contact to today’sbehavioral intervention programs,” saidCatalin Voss, founder of the AutismGlass Project at Stanford University.

According to him, current behavioraltherapy methods for getting an individ-ual on the autism spectrum to recognizesocial cues have been flashcard therapy,which involves memorizing facial

expressions, while the project aims forindividuals to learn them in real time.

“As a result, many children withautism fail to build core social skills andcan quickly regress down a path of iso-lation that worsens their symptoms,”Voss added.

The Autism Glass Project usesmachine learning and artificial intelli-gence to provide facial expression recog-nition, and also records eye contact for anadditional behavioral intervention layer.

Eric Hollander, director of the Com-pulsive, Impulsive and Autism SpectrumDisorder Program at the Albert EinsteinCollege of Medicine in the Bronx, NewYork, believed approaches like this canhelp, but he worries about the potentialdownsides of using technology.

“You want to make sure you are nottaking vulnerable populations and thenexposing them to highly stimulatingactivities that would then increase theirrisks of adopting Internet addiction orInternet gaming kinds of problems,” hesaid.

However, Hollander said, if this isdone in a smart way, he believed thetechnology could be used to identifybiomarkers, which could then be usedto track the progress of the treatment,and to facilitate kinds of social cues orsocial communication.

“I think that there is a lot of workthat still needs to be done, but I amcompletely convinced that Big Dataand wearable technology can play animportant role in therapeutics ofautism,” he said.

Voss hoped that the project will helpprovide scalable behavioral therapy athome, as well as building a social interac-tion dataset that can be used to get a bet-ter understanding of autism as a whole.

While the project utilizes GoogleGlass, Voss said they have plans to sup-port more platforms once they pass theclinical evaluation stage. z


BY ADAM LOBELIA

Microsoft announced several new prod-ucts that cover containers, security andInternet of Things. Those products willbe applicable to Microsoft’s Azureproduct line.

“We live in a connected world, andthe intelligent cloud is powering it all,”said Scott Guthrie, executive vice pres-ident of Microsoft’s Cloud and Enter-prise Division. “As data and devicescontinue to proliferate, there is vastopportunity for businesses to tap intotheir data to make their applicationsmore intelligent.”

Chief among the announcements wasthe availability of Azure IoT Suite.

According to Takeshi Numoto,Microsoft’s corporate vice president theCloud and Enterprise Division, “Thereare a vast number of companies who canrealize the benefits of IoT, but may haveencountered roadblocks to deploymentin the past, including struggling with theresources needed to deal with millionsof devices with real-time data streams,the time to move from ‘proof of concept’to ‘production ready,’ and managing thecomplexity of implementation.”

As such, the Microsoft Azure IoTSuite, he said, uses interactive dash-boards and visualizations. It also is partof a program called Microsoft AzureCertified for IoT, which includes

devices from Intel and Raspberry Pi,among other companies.

Microsoft also launched Azure Con-tainer Service. According to Jason Zan-der, corporate vice president of theAzure team at Microsoft, Azure Con-tainer Service is “an open-source con-tainer scheduling and orchestrationservice which builds on our partner-ships with both Docker and Mesos-phere, as well as our contributions toopen source projects in this space.”

Additionally, Microsoft announced anew security service called Azure Secu-rity Center, as well as a new collectionof Azure VMs called N-Series AzureVirtual Machines. z

Microsoft covers containers, IoT in newest product release

Google Glass joins fightto treat autism disorders



http://old.sdtimes.com/pdf/IncrediBuild/3961


BY ALEX HANDY

When Code for America met at itsannual Code for America Summit, ittook on how best to work with govern-ment organizations, how to proposesolutions for civic problems, and per-haps most importantly, how to fix civicsoftware procurement.

Have you ever seen a governmentsoftware contract? They take years toobtain, months to sign, and weeks tounderstand. The software they typicallycover is almost always ancient, poorlysupported, and takes additional years toimplement. Code for America, whileostensibly about developers program-ming to help government, is tacklingthis problem as well.

Founded in 2009, this non-partisan,non-profit organization has been encour-aging coders to help their civic institu-tions through hackathons and the forma-tion of “programmer brigades.” Thesebrigades are often tasked with solvingproblems for the cities they work in.

One example was a team that helpedin New Orleans after Hurricane Katrina.New Orleans was packed with potentiallyabandoned and ruined homes. It tookthe city weeks of hand-searching todetermine the status of any given home.

The city contacted a governmentsoftware firm and got a bid back for asystem to automate status lookups:three years and millions of dollars. TheNew Orleans brigade of Code forAmerica took up the charge and built aworking application in months, for free.

But that’s what happens when thestakeholders in a city are able to solveits problems with their own blood,sweat and tears, rather than relying on alarge contracting firm to handle it.

Not a typical software non-profitIt was 11 years ago when I first inter-viewed Nicole Neditch for Oakland

Magazine. At the time, she and friendJen Loy had opened a coffee shop calledMama Buzz on Oakland’s TelegraphAvenue. Their stretch of the avenue wascoated in abandoned buildings, a super-market, and liquor stores. Within theyear, Loy and Neditch had built theircoffee shop into a hipster island, andthey’d begun a First Friday art crawlknown as the Oakland Art Murmur.

Fast-forward 10 years, and the workof Loy and Neditch has single-handedlytransformed Uptown Oakland. With pio-neering bar owner Peter Van Kleef (whowill be honored with a statue) workingthe other end of Telegraph, UptownOakland is now a destination for bars,high-class restaurants, and shows. GraceJones played the Fox Theater this year,and The New York Times declared Oak-land No. 2 in its top cities to visit in 2012.

For a time, Neditch worked for theCity of Oakland, helping it deal withartists and the burgeoning Art Murmur,now so large it closes off the TelegraphAvenue entirely. But Neditch is nolonger working for just Oakland.

As senior director of governmentpractices at Code for America, Neditchnow puts her expertise in building com-

munities to use for the entire country.Working with coders is certainly differ-ent from working with artists. But Ned-itch has already figured out where thepain points are for cities when it comesto dealing with software.

“A lot of the practices that are comingout of the work are based around howyou evaluate technology,” said Neditch.“That knowledge has to be embedded ingovernment. One of the big things wepush—and we’re excited about andwe’re starting to see more and more—ismore people who really understandtechnology going in and working withgovernment. I think Oakland is lookingfor a new CIO: Someone who has for-ward-thinking digital leadership skills. Ittakes having those types of people ingovernment to evaluate a system.

“Governments, when they are evalu-ating technology, they have to evaluateit in a way that works for everyone. A lotof times—and we saw a lot of examplesof this in the Summit—the default hasbeen, ‘Let’s produce things on paper,then let’s convert it to digital, or notconvert it at all.’ I think we're starting tosee more and more governments shiftto thinking about the digital-first per-

Code for America takes oncivic problems, solutions Organization wants to help governments use software for the people

Oakland Mayor Libby Schaaf addresses the crowds at Code for America, asking that they help

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spective. Actually, in this day and age, itis more accessible to make things digitalfirst and then print things when it’s nec-essary.”

Neditch said one of the ways to fixthe procurement process is to breakdown the requirements into an iterativeprocess. “If we start to break things upby need, we start to break down thatprocess and start building technology inan iterative way, [and] we can do thework of procuring tech in an iterativeway,” she said.

Oakland’s mayor and keynote speakerfor the Summit Libby Schaaf said thatshe wants to use technology to bridgethe digital divide. She coined the term“Techquity” to refer to spreading tech-nology around a community equally.

“Techquity is the idea that we candeliver city services in a way that reachesour most vulnerable populations; that weuse technology to drive techquity,” shesaid. “Let’s be honest: Governmenthasn’t always served people equally, butnow we have tools to make that happen.”

Getting startedBut how is a Luddite municipality toget started in technology? “On the[Code for America] website, you canfind guides on how to start thinkingthrough some of that. What do youneed to think about what are you tryingto achieve?” said Neditch.

But Code for America also helps totrain software developers through itsFellowship programs. Developers, itseems, need to learn how to deal withgovernment, just as government needto learn how to deal with developers.

“One of the things we did with thecivic startups is help guide them on howto sell technology to government,” saidNeditch. “There are some ways to getyour software into government. One ofthose things is that a lot of governmentsdon’t have credit cards. It was all setupto protect people’s dollars, but thatmeans you have to have a purchaseorder. A lot of these companies havelearned how to navigate those things.We’re seeing more and more of thesesmaller startups being able to actuallysell to government. We’re starting tosee that happen as of this year.” z

BY DAVID RUBINSTEIN

After a little bit of speculation, Dellannounced it will acquire EMC forUS$67 billion—the largest technologybuy in history. VMware, a subsidiary ofEMC, will remain an independent,publicly traded company. The deal isexpected to close in mid-2016, withEMC becoming a wholly owned sub-sidiary of Dell.

Pivotal, the cloud computing com-pany that is a joint venture of EMC andVMware, also will “continue to operateas is,” EMC CEO Joe Tucci said in aconference call. And EMC will contin-ue its partnership with Cisco, he added.

“From my perspective, EMC andDell had one of the great partnershipsin the IT industry from since 2002 to2008,” he said, which reached about $2billion in end-user storage revenues.“Now the winds of change have onceagain brought us together, and in factwe see these winds of change forming atailwind that will help us move forwardin creating a new company for a newera in IT that we are entering.”

Funding the deal are Dell, ownerMichael Dell’s MSD Partners invest-ment arm, equity firm Silver Lake, andothers. According to Zane Rowe, EMC’sCFO, Dell is paying $33.15 per share ofEMC, which includes $9.10 per share of“tracking stock” for VMware Inc. Thetracking stock, created to help Delltrack its ownership interest in VMware,is intended to represent 65% EMC’seconomic interest in the 81% ofVMware stock it owns. Dell will retain a28% economic interest in VMware.

“Having known and worked withMichael [Dell] for many years, I’m con-fident this is the best outcome for Dell,EMC and VMware,” said Pat Gelsinger,CEO of VMware. “It is Michael’s inten-

tion to be a larger, longer-tern owner ofVMware over time; he intends to repur-chase more economic interest in thecompany.”

Industry experts, though, believe itis likely that Dell will have to sell off alot of its interest in VMware to fund thedeal. “Michael has a lot of money, butnot that much,” said Glenn O’Donnellof Forrester Research. Dell, though,has stated it wants to maintain controlover VMware, so its future now isambiguous, he noted.

The deal, O’Donnell said, gives Dell“a beautiful cash flow with EMC’s core[storage] business. We get hung up onwhat’s new and sexy, but there’s anawful lot still going on in the datacenter.Dell’s getting revenue and cash flowfrom that.”

Daniel Ives, of investment analysisfirm FBR, wrote, “We believe Dell sell-ing a piece of the VMware ownershipposition down to 60% to 70% is likely asit could help fund the massive price tag.While Dell obtaining the potential $30billion to $40 billion in debt financing isstill a question mark for the Street, webelieve Dell would look to sell off someof the non-core units to get cash as wellas sharpen the focus at the combinedtech behemoth.

“We would also expect Dell to sell offthe RSA unit and possibly the joint Piv-otal initiative over time as the core stor-age and cloud capabilities from EMCand VMware remain the underlyingattractiveness of this deal, in our opin-ion, with many of the non-core unitsexpected to be sold,” he continued.“Tech investors across the Street arewatching this situation extremely closelygiven the wide-reaching ramificationsan EMC/Dell deal will have across thetech landscape for years to come.” z

Dell announces $67 billionacquisition of EMCBuyout expected to complement storage capabilities to compete with HP and Cisco



BY MADISON MOORE

With 29x more data than its first model,Cigital has released its most recentfindings of its Building Security inMaturity Model (BSIMM), declaringthat software security is lagging.

Cigital is an application security firmthat studies industries to see what theirorganizations do for software security.The firm announced that it has addedhealthcare companies to its analysis, join-ing financial services, independent soft-ware vendors, and electronics.

Gary McGraw, CTO of Cigital, saidthat the company started 20 years agoto study firms that are doing softwaresecurity, and then describe what effortsthey are taking so that their peers cansee what they are doing right. He saidBSIMM is based on observation, and itserves as a “measuring stick” for soft-ware security.

“Over the past 20 years, we have

seen software security grow,” saidMcGraw. “The industry is focused ongetting developers to do the right thingwhen they are designing and imple-menting software.”

Adding the healthcare industry willbolster the BSIMM dataset and get theindustry to “buckle down and work ondoing software security right,” saidMcGraw.

Some of the main risks for health-care firms include data breaches andhackable medical devices. “It’s not justprotecting important data, but in somecases, preserving life in a secure fash-ion,” said McGraw.

BSIMM indicated that healthcareorganizations are lacking in softwaresecurity practices, falling behind soft-ware vendors and financial services.For organizations looking to addressthe issues, BSIMM provides objectivemeasurements of an organization’s soft-

ware security initiatives and where theyfall within their industry.

Besides adding healthcare to its ver-ticals, Cigital’s BSIMM6 model wasslightly adjusted, but its data pile is con-tinuing to grow, which is what will helpfirms become secure.

With BSIMM6, Cigital now covers 78firms. Some of these companies includeAdobe, Aetna, Cisco, EMC, JPMorganChase, LinkedIn, Nokia, PayPal, Tom-Tom, Vanguard, VMware and ZephyrHealth.

Cigital’s hope for the future is to scaleto all developers and use BSIMM6 tofind out what people are doing for soft-ware security. One of its main challengesis getting software developers to learnand take advantage of the data—some-thing McGraw hoped will change withdevelopers using the model.

“The good news is we know what todo; we just need to do it,” he said. z

Cigital’s BSIMM6 finds software security laggingSurvey now includes healthcare services, which need to catch up to other industries


http://old.sdtimes.com/pdf/LightningChart/3962


BY ALEX HANDY

Software developers have had along-standing love affair withagile methodologies. Now, itseems that the rest of the busi-ness world is starting to realizethat agile provides not only abetter way to work, but also aneasier path to collaborativebusiness development.

Atlassian’s JIRA issue-track-ing system recently split intotwo new versions: one targetedat help desks, the other atgeneric usage. That leavesdevelopers with their own tar-geted version, including all thebells and whistles for dealingwith enterprise software devel-opment.

But why make a softwaredevelopment tool available forother departments? Is this whatthe market is demanding?

According to Atlassian’s presidentJay Simons, “Part of the key to JIRA’ssuccess is that it’s a product that isdesired by technical people because it'saccessible to non-software people. Aspeople are exposed to it, they under-stand the virtues and want the capabili-ties on other projects.”

GitHub too sees usage of its servicesby non-software developers for non-soft-ware purposes. Sam Lambert, directorof systems at GitHub, said that GitHubleads the way internally by using its serv-ice for typical business work.

“People are applying our workflowto other areas,” he said. “We do Contin-uous Integration on blog posts thatchecks for grammar, images, text, andruns Continuous Integrations against it.That's a workflow, applied backward towriting. We’re seeing more and moreindustries [using it].”

GitHub is currently used, for exam-ple, by museums so they can keepcopies of their assets online for use bydevelopers who might want to visualizeor otherwise process that information.

Video-pushing limitsOne area where workflows are changingis in marketing. At Space Camp, a recentconference in San Francisco focused onvideo marketing, the presentations werefilled with stories of marketers buildingworkflows online with ever-evolvingstorage of cloud-hosted content.

As one would expect from a confer-ence focused on video, there wereflashy presentations; HapnApp’s CEORichard Everts smashed an iPad on-stage with a sledgehammer, for exam-ple. The event’s keynote speaker wasCanadian astronaut Chris Hadfield, andmembers of the Vidyard managementteam wandered around in space suits.

Rob Bois, director of product mar-keting at Plex Systems, spoke of build-ing and spreading videos about hiscompany’s manufacturing automationsystems. Plex is currently pushing intothe Internet of Things with a cloud-hosted manufacturing ERP system.

Despite being a marketing director,Bois’ talk sounded suspiciously like asoftware development talk, particularly

when he discussed analytics andmetrics. He sounded like a devel-opment manager saddled withmaking sense of an enterprise-wide software landscape.

“We had this real data prob-lem,” said Bois. “Our videos werein lots of different places. We weretrying to track things in GoogleAnalytics. We were trying to sharethem with salespeople on Drop-box. It was a significant challenge.

“Even if I could get these metrics, they’re not answeringthose important questions: Who’swatching our videos? Are videosinfluencing our funnels? Whenyou’re spending US$30,000 to$50,000 on a video and you can'tpoint to ROI on that...that’s not aconversation I want to have withmy CFO.”

Bois said that, as his videostrategies were implemented, he

kept the number of people involvedsmall, as everyone has opinions onvideo—not unlike software UI. Headded that he did not bring IT in on hisprojects initially either.

Tools expanding Back at GitHub, even the lawyers areusing Git to manage the developmentof their contracts. This sort of home-grown usage is typical at GitHub.

Atlassian, on the other hand, hasbeen slowly building a body of third-party tools that can expand JIRA to takecare of things like contracts.

“I think we’ve already got a reallystrong toehold for people looking totake JIRA even further,” said Simons.“There's an opportunity for the ecosys-tem to build on top of these three offer-ings. In the same way one of the keyadd-ons for JIRA is contracting. That’s agood example: We don’t need to buildbecause our ecosystem builds it. WithJIRA Service and JIRA Core, there's along tail of opportunity for third partiesto build things on top of JIRA.” z

Taking agile where it hasn’t gone beforeTool providers offer benefits to business beyond development

HapnApp’s Richard Everts demolishes an iPad, one of several

unusual presentations at the Space Camp conference.



http://old.sdtimes.com/pdf/LeaderImaging/3963


■ File format solution provider Aspose

has a new plug-in for developers to read,create, manipulate, compress and con-vert PDFs. The company recentlyannounced Aspose.Pdf for Java, an Intel-liJ IDEA plug-in that allows developers towork with PDF documents without usingAdobe Acrobat. The plug-in features twowizards to help developers work with theAspose.Pdf for Java API. The Aspose.PdfMaven Project wizard allows developersto create Maven projects. The Aspose.PdfExample wizard allows developers toimport and copy latest downloadedexample source codes.

■ Infragistics has announced therelease of Infragistics Ultimate 15.2 withimprovements to its mobile, desktopand WebUI tools. The latest release fea-tures updated jQuery/HTML5 compo-nents, a new WPF Busy Indicator, anenhanced Data Chart, improvedAndroid controls, and a cloud-basedprototype collaboration service. In addi-tion, the company announced all Infrag-istics Professional and Ultimate cus-tomers will receive a desktop version ofthe company’s BI and Dashboardingtool ReportPlus.

■ PDF document-management solutionprovider Soft Xpansion is adding newand extended features to its PDF Xpan-sion SDK. The company just announcedversion 11 of the SDK with Windows 10and Universal Windows Platform sup-port. Other features include a new XMPprogramming interface, and extendedcapabilities to the ZUGFeRD API.

■ Syncfusion has announced therelease of Essential Studio 2015 Volume3 with enhancements to its Web, desk-top and mobile offerings. The releaseintroduces a new spreadsheet controlfor Web developers, a 3D surface chartfor desktop developers, and a visualtheme composer for Web and desktopdevelopers. In addition, Volume 3improves the company’s Universal Win-dows Platform suite with a PDF viewer,data grid control and ribbon control. z

In other component news…


Progress is celebrating the four-yearanniversary of the Telerik Kendo UIsuite with a new release. The HTML5/JavaScript framework includes supportfor new frameworks and Web standardsnecessary to build modern and richapplications.

“When we first introduced theTelerik Kendo UI suite to the worldfour years ago, we began with a simplegoal: to provide everything developersneed to build modern, rich sites andapps with HTML5 and JavaScript,”said Marina Hristova, vice president ofproduct marketing and managementfor Telerik DevTools at Progress.“Since then, the Telerik Kendo UIsuite has become one of the fastest-growing products in our company’shistory, and the single most popularand successful UI library.

“With this release, we continue toembrace new Web technologies andframeworks to ensure the TelerikKendo UI suite remains the best pro-

fessional JavaScript UI library, deliv-ering best-of-breed UIs for businessapp development today and tomor-row.”

The latest release includes supportfor the popular open-source JavaScriptframework AngularJS 2.0, as well as theWeb Components set of standards.Together, developers can build next-generation user interfaces for any mod-ern website, according to the company.

In addition, the companyannounced a new spreadsheet widgetdesigned to give developers the abilityto organize and manage their data.The widget features similar Excelfunctions such as formulas, sorting,filtering, and frozen panes; and it pro-vides import and export capabilitiesthat allow users to load and saveoffline data.

Other new features include a newnova theme, as well as ready-to-useproject templates that aim to cut devel-opment times with pre-configuredcommon scenarios. z

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SDT319 page 32-34,37,38_Layout 1 10/23/15 10:19 AM Page 32


The Internet of Things is allaround us, and every day we’resoaking it in. It is giving theInternet senses for the first

time, which will drive us to the futureof business technology.

Sensors are a huge part of the Inter-net of Things—and soon a big part ofthe Internet as a whole. According toMcKinsey & Company, the Internet ofThings will make a US$4 trillion to $11trillion impact in the world’s economyby 2025. As much as $3.7 trillion of thatwill come from the manufacturing sec-tor, according to McKinsey.

But what does that mean for youraverage run-of-the-mill business appli-cation? For data processing? And per-haps most importantly, for security?

From the developer’s perspective,the Internet of Things might wellappear as a nebulous blob of a millionSDKs all layered on top of one anotherand manifesting in droplets of codeeverywhere.

For the manager, it can mean lots oflittle projects and orphaned items run-ning around in the corners, as singleitems enter the market, become obso-lete, and are replaced.

And for the business analyst, itmeans more data, better business intel-ligence, and, possibly, a promotion.

Finally, however, for the frontlinesystems administrator, the Internet ofthe Things looks more like the Internetof Nightmares.

The elephant in the roomFrom a security perspective, the Inter-net of Things offers snooping nosesplenty of Things to sniff. Imagine if

every server on your network was alsoattached to a camera, heat sensor, orworse yet, a big fat kill switch?

Cameras alone are a known prob-lem, as cheap, Web-accessible devicesfloat into the market, are installed bynovice users, and then are abandonedby their original manufacturers. Tech-nical skill is not even needed to accesssuch devices, with Google offering atantalizingly easy way to search foropen Web servers of specific breeds.

Sean Lorenz, director of IoT marketstrategy at LogMeIn, said that a lot ofdevices in the marketplace are not

secure to begin with. (He overseesXively, LogMeIn’s IoT solution.)

“A lot of these products are going tomarket in the past year or two, and theyjust are not ready to be out in the wild,”he said. “A lot of that is because theyapply same principles of Web applica-tions for IoT, and that’s just not going towork.”

Kevin Surace, CEO of Appvance,said that security is tough in an IoTenvironment. “You don’t want that datato get in the wrong hands, or to executeagainst your service in the wrong way.The security [standard] is higher thanfor a website. The overall service has tonot be taken over, the data can’t bestolen, and people can’t create mischiefwith these things. We’re not makingIoT toasters, but if someone did, youcan imagine what’d happen. These arereally serious issues from a technologyperspective,” he said.

“Any enterprise trying to get con-nected is going to have to do it in a cou-ple ways,” said Lorenz. “They need a

It’s an appealing concept, but havingeverything connected to the Internet

means headaches for nowBY ALEX HANDY

continued on page 34 >



really good library, they need the circuitboard itself, and they need a good mes-saging bus; MQTT is what we use.We’ve gotten it to scale now to millionsof devices and connections in a day, andreally the next step of that is not justmaking sure we do it out of the box, butthat it’s encrypted and secure.”

The heart of the security problem inIoT, however, is the same problem for alot of networks, said Lorenz. “Identity isat the very core of the problem of secu-rity in IoT. Everything is based aroundwho is using your product. There’s amassive many-to-many problem. It’s notjust one app to one light bulb. It’s mom,dad and grandma need access whenthey comes to visit. It’s the housekeeper,the person coming to repair the house,and the reseller’s third-party apps thatwant access to the data. There are a lotof different identities, and it gets reallycomplex really fast. That’s where I thinksolving those issues around growth arearound authentication and ID accessmanagement,” he said.

Tony Rems, CTO of Appvance, saidthat the way the space is evolving now,many IoT devices are already in a posi-tion to be quite invasive of the user’s pri-vacy if their security is compromised.“When you look at how this space is like-ly to evolve, devices like Amazon Echoor Nest—devices in the home—they’renot technically IoT, but they’re a pre-view of what IoT can do,” he said.

“Think about the fact that Nestknows about your movements. Look at

Xbox Kinect: It knows where peopleare sitting and how they’re interacting.Echo could be listening to everythingyou say and capture that data. Whathappens when someone is able to hackinto that network and listen in onhomes around the world? What hap-pens if someone hacks into your fridge?

“Ultimately, there’s been a change inthe way we think about how we developapplications. When Internet appsbecame the norm, we never got to aplace where there was a standardaround requiring that rigor of testingand security before they got deployed.You’re seeing the outcome of that now,with all the hacks that have happened.”

Developmental problemsThe Internet of Things means dollarsigns for product and marketing depart-ments. There are, in theory, billions ofnew devices in demand in the market-place, many of which have yet to beinvented!

Teams working on those devices,however, have many problems to workout. Managing and analyzing all thedata these devices create is one of those

problems, while life-cycle managementof thousands of individual devices isanother.

One thing many developers may beconsidering to help with this problem isa commercial IoT platform. SaidLorenz, “The purpose of the IoT plat-form is to centralize data flow. It’smeant to be a harbinger of truth. It’sbasically saying, ‘You’re allowed to haveaccess to this...’ and basically be GrandCentral Station for understanding whocan do what with what data.

“Really, I think everyone is going tolive in the cloud Web app, but therouting of the data has not been fig-ured out. We just announced ourwhole new platform with Blueprint,which is something that does that. It isthat Grand Central Station for under-standing how to model your entireconnected business.

“Obviously, the goal of the IoT is‘What do you do with all this data?’ Asfar as market maturity, we’re not there.We tried to connect things a coupleyears ago, but they break [or] gethijacked. When I turn the damn lightbulb on, a lot of people complained ittook three seconds to turn the light on. Ifthe experience is worse than the Clap-per, it’s not an experience that will suc-ceed. That’s where that middlewarehelps. But then, where we’re starting tomature in the IoT is...how do we handlecomplex event processing? How do wedo stream processing and event triggersto build on the promise of the IoT, notbuild on one thing, but multiple things?”

Surace suggests that even testingIoT devices can be a major source ofdifficulty for teams. “You’ve got func-tional testing, then you have perform-ance testing off the network. Can thenetwork take all this traffic?” he said.

< continued from page 33


‘A lot of IoT products apply the sameprinciples of Web applications, andthat’s just not going to work.’

—Sean Lorenz, LogMeIn

The Nest Cam can be used to see and hear anyone close to it. The cam-

era is controlled by the Nest app, which would be a potential penetra-

tion point for hackers if it were not secure.



http://old.sdtimes.com/pdf/OSSsupport/3964

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BY RICHARD SOLEY

Only 10% of an iceberg is visible above the waterline. Thesame can be said for software, especially in the age of theIndustrial Internet.

With the Industrial Internet of Things (IIoT), machinesconverge with devices and both converge with intelligentdata. The rise of interconnected devices and machines withsmart analytics increases the complexity of IIoT software.

Just as a huge block of underwater ice supports the tip ofthe iceberg, the software beneath the surface of an applicationsupports many layers: data storage, data access, frameworks,business logic and APIs. Andeach layer requires a differ-ent protocol to interact withthe other layers.

And as users refuse to buyall of their devices from onemanufacturer, the issue ofmultiple layers and protocolsinteroperating and commu-nicating with each other canimpede the progress of IIoT.

So what can expedite thekind of interoperability thatwill maximize the potentialof IIoT? Standards.

The Object ManagementGroup (OMG) has beenactive in IIoT standardiza-tion efforts stretching back to the early 2000s. More recently,the OMG-managed Industrial Internet Consortium, led byopen-source organizations and international research organ-izations, is leading the way to collaboratively build and man-age test beds that enable industrial systems to use IoT tech-nology. These test beds identify new products and services,as well as priorities and requirements for standards that arepushing the technical boundaries of industrial automation.

OMG IIoT standardsThe OMG Interaction Flow Modeling Language standardgives designers the ability to express the content, user inter-action and control behavior of the front end of applications,including complex systems found in IIoT devices. Despitethe hype of self-driving cars, the Dependability AssuranceFramework for Safety-Sensitive Consumer Devices standardaddresses the need for consumer device manufacturers suchas automakers to design safer, more dependable and reliableproducts.

The OMG Data Distribution Services for Real-Time Sys-

tems standard is a protocol that meets the demanding scala-bility, performance and quality-of-service requirements ofIIoT applications in industrial control, healthcare, aero-space, telecommunications, defense, energy, smart cities,and transportation, among others. The high complexity ofIIoT applications leaves software susceptible to security andsoftware quality failure. Three recently adopted quality stan-dards detect if application software is structurally vulnerableto security breaches, system outages, and defects that driveup maintenance costs. One of the main concerns of IIoTcenters on securing devices connecting with and having

access to informationfrom other devices. Withthis in mind, the OMGSystems Assurance TaskForce is working on astandard for threat mod-eling so that system engi-neers and architects canbuild systems-of-systemsthat implement and lever-age capabilities to sharethreats and securityattacks across multipledevices, IT systems, andother standards.

Devices and networkingcapabilities that make upthe IoT are manufactured

by thousands of companies—all with varying criteria on safety,integrity, reliability, privacy, and security properties and behav-iors. And with new IoT devices entering the marketplace, man-ufacturers need to prove that their offerings are secure, safe,resilient and trustable to avoid product recalls, integration dis-asters, or media fallout. The Assurance Case Metamodel stan-dard streamlines the complexity of IIoT systems with clear andwell-defined claims about a system’s or service’s attributes, sothat IIoT end users know they are making good investments intheir IIoT platforms, products and services.

The efforts outlined above aren’t the only standards thatOMG has identified as being important for IIoT. The organi-zation has released a whitepaper, “Standards for Things: OMGStandards in the Age of the Industrial Internet of Things,”which outlines all of its IIoT-related standards. In addition,OMG created a “Hot Topics” page on its webpage, creating aresource hub for its IIoT documents, case studies, and news.

As the IIoT continues to transform (and in some ways dis-rupt) transportation, financial management, medical devicesand other industries, the Industrial Internet Consortium andOMG will continue to support its immense potential forinnovation with test beds that are delivering the next gener-ation of IIoT standards. z

Standards for the Industrial Internet of Things

Richard Soley is chairman and CEO of OMG.In 2014, he helped found the Industrial InternetConsortium.

The OMG Systems Assurance Task Force is currently working on a standard

for operational threat modeling.

SDT319 page 32-34,37,38_Layout 1 10/23/15 12:58 PM Page 37

“One of the biggest areas of IoT thatwe see is building sensors. You look atlighting sensors, CO2 sensors, etc. Youcould easily have billions of sensors in ahandful of years, across commercialbuildings in the U.S. alone. A singleservice might have to service millions ofrequests every two minutes. You haveto have it not reject those requests.There has to be a protocol for handlingrequests that come in malformed. Thenthere has to be security around those.

“All those have to be thought about.Most the people we know that aredoing IoT devices today have givenalmost lackluster thought to testing.They test the device and their cloudservice works, so it [must] be good. It’strue as you roll out 50, or 100, or 1,000requests, but when you get to millions,you have not simulated it. What hap-pens when you have bad communica-tion? What happens when devices goout of service? How do you know? Howcan you know if it’s giving you falsedata? What if it keeps turning up theheat? That’s a serious issue.”

Standardizing the ThingsA number of platforms and tools havearrived to help calm the rough watersaround the Internet of Things. IBM’sBluemix offers a platform solution formanaging and developing large num-bers of items. Other platforms, such asThingWorx, ThingFabric, and Log-MeIn’s Xively offer one place to rule allthe Things.

But Hortonworks and Neustar aretaking a different approach. They’reworking to establish some standards inthe IoT and processing spaces, so thatfuture work will be less convoluted andmore in sync with other developers.

Hank Skorny is Neustar’s new seniorvice president of Internet of Things. Herecently joined the company after hav-ing worked at Intel for many years.

“One of the things I saw while I wasat Intel in our proof of concept deploy-ments was that there was no standardi-zation of ways to address the IoT world,and if you look at any platform, to takeoff, there are three things it needs todo: have a standard way of interacting,

have a standard way of exchanging data,and a standard way of apps to interact,”said Skorny.

He said of the standards effort he’sworking with: “How do we—in a univer-sal plug-and-play manner—discover newdevices coming onto the network? Howdo we discover them, test them, authen-ticate them, establish an ID around themand wrap a policy around how we com-municate with them? Once you do that,then you can start to learn the best waysto talk to them and to acquire data in themost efficient manner and then keep itall secure along the way.”

Joe Witt, senior director of engineer-ing at Hortonworks, said that building astandard for the Internet of Things isnot something that can happenovernight or in a vacuum.

He said of the standards buildingprocess, “In the very beginning, whenyou’re talking about the data, one thingyou have to do is understand there’sgoing to be diversity. You have to haveplatforms that can deal with that. Fromthe very beginning, Hadoop is a systemthat was designed to accept many dataformats and data structures. As far aswhat we see being standardized, thereare not a lot of winners there. But basedon Neustar being able to do device cat-aloging and management of that, that’show we’re going to see convergence toa standard that makes sense.”

Witt recently joined Hortonworksthrough its acquisition of Onyara. Heand the team at Onyara were the origi-nators of the Apache NiFi project,which allows developers to build dataprocess workflows through simple drag-and-drop models.

NiFi was originally created for theNSA to allow it to process huge

amounts of incoming data in a mannerthat didn’t require a data analyst tobuild the flow. It has the potential to bea game-changer for Internet of Thingsdata processing, said Witt.

For the future of NiFi, however, thework is starting to focus on making thesoftware ready for larger-scale deploy-ments. “Over the next seven months,the focus is on multi-tenancy andexpanding what we can do with the dataprovenance we’re capturing. It’s goingto play very nicely with the visionNeustar has not only for driving stan-dards but driving uptake,” said Witt.

He also said the NiFi project will betaking on real-time data processing.“Today, when people talk about realtime, really what they’re focused on ishow quickly they can get data fromwherever it’s produced at the edge ofthe architecture back to the core. Realtime largely means how quickly theyget access to the data. But the excitingpart is how fast you can turn it into anactionable insight. NiFi and Hadoop[are] shifting to focus on real-timebehavior changing. Being able to takethe results and immediately affect howthe processing systems all behave,which in turn is going to play reallynicely with how data from devices isproduced and processed.”

So it’s still early days for the Inter-net of Things. Rest assured, any Thingyou release today will be built on obso-lete software within a year or two. Per-haps when the stan-dards start to emerge,however, Things willbecome a little lessconfusing and propri-etary. That can onlybe a good Thing. z

Read this story onsdtimes.com

‘Once you have an IoT standard,you can learn the best ways totalk to them and acquire data inthe most efficient manner.’

—Hank Skorny, Neustar


38 SD Times November 2015 www.sdtimes.com


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Getting all handson deck with agile

Organizations hash out what works and what doesn’tto leverage practices in all areas

“By and large people have a handle on team-levelagile,” said Lee Cunningham, director of enterpriseagile at VersionOne. “The next frontier is really howdo we take what works really well at the team level interms of quality, in terms of throughput, in terms ofthe morale of the people; how do we get that in andhave that permeate our entire enterprise?”

Organizations who have implemented agile at theteam level have experienced improved time to mar-ket, more predictability in costs and timelines, betterability to engage users, and high retentions of devel-opers, and now they want to see those benefits work

In any given industry, the world moves quickly, andorganizations need to be able to respond to changesat any given moment. To do so, businesses are

reaching into their software departments and applyingan approach that has been proven to work: agile. Agilehas demonstrated itself at the team level, but organiza-tions are looking to take the benefits you get from agileteams and expand them to the enterprise.


SDT319 page 43-46_Layout 1 10/23/15 1:27 PM Page 43


for the entire business, according toAndrey Akselrod, cofounder and CTOof Smartling. “Speed and quality ofproduct development is a significantcompetitive advantage. Enterprises canno longer avoid being agile if they wantto survive very competitive markets andvery tech-savvy competitors,” he said.

According to Cunningham, althoughdepartments such as HR, finance, mar-keting and sales may not have the samework as the software developmentdepartment, agile can still help withtheir daily workflows. “They are reallydealing with the same things that yoursoftware organization is dealing with,”he said.

“They have more work than they canpossibly do in the time they are given,things are changing, and the things thatthey are being asked to do are oftenambiguous. They need to have some sys-tematic way to think about their work.”

But scaling agile beyond the teamlevel is a lot harder than it is implement-ing it into one department. According toChristine Hudson, solutions manager atRally (a CA Technologies company), itneeds everyone in the entire organiza-tion to be involved and on board, andrequires a lot of time, money andresources. Organizations may shy awayfrom the approach because of the com-plexity, but Hudson believes the benefitsare worth the risks.

“The benefits of agile at scale arebeyond exceptional, and the costs ofstanding still greatly outweigh the costsof adoption,” she said.

Are you ready to scale agile?If you want to scale agile, you have tohave agile to scale in the first place,according to VersionOne’s Cunning-ham. He believes it is essential for anorganization to have success at the teamlevel before it can move beyond that.

“An organization has to first under-stand how agile works on a small scale,because the way I look at scaling agile isreally taking those principles, thosethings that work at the team level, andjust figuring out how to make themwork on a larger scale,” he said.

In addition, since enterprise-level

agile requires participation from every-one in the organization, everyone needsto embrace it, and achieving that exec-utive support and participation isrequired. Executive support will helpsolidify that movement to agile is theright move, according to Cunningham.

“It is not only about an understand-ing of the agile principles and mechan-ics, but also the extent to which there isa demonstrative willingness to embraceit and to undergo the necessary organi-zational change,” he said. “Those twothings are really good at indicating theextent the organization is not only readyto embark on something, but also [are]a leading indicator on how successfulthey might be.”

Another good way to measure howthe company’s current business strategyis performing can simply be by answer-ing these questions: “How does workflow to your teams? How far into thefuture do you plan? Do you includepeople from outside IT or engineeringin your planning? What happens if the

world changes after you plan?” said Ral-ly’s Hudson. “And finally, you should askyourself if you can afford not to adoptagile practices across your organization.Are your current methods for workingkeeping up with the rate of change anddisruption influencing you?”

The answers to these questions canhelp gauge where the company is atright now, but perhaps one of the mostimportant question an organizationshould ask themselves is “Do you wantto keep your business alive in the 21stcentury? If so, then you’re ready foragile,” Hudson added.

Although Larry Maccherone, direc-tor of analytics and research for Agile-Craft, argues that an organization isnever really ready. “You’ll likely neverbe as ready as you wish you were,” hesaid. “The best course is to decide thatyou are going to do it, and then essen-tially do what you need to do to getready.”

Maccherone adds that more andmore organizations are seeing successwith “big bang” agile transformations. Abig bang agile approach consists of tak-ing a leap and rolling out the deploy-ment all at once, rather than the recom-mended small start into scaling.

“You would likely need expert helpto take this approach, but it does offerthe quickest path to reaping the bene-fits of scaled agile,” he said.

Prerequisites for agileWhile Maccherone doesn’t think organ-izations will ever be completely pre-pared to scale agile, there are somebasic principles and practices that canmake the transition smoother.

According to Maccherone, there is acritical stepping stone organizationsshould use. “The first critical step is toorient around the product or servicethat you provide rather than the activi-ties that the various workers perform,”he said. To achieve this, organizationsshould change their periodic planningactivities, and eliminate organizationobstacles to product or service orienta-tion, according to Maccherone.

“If the testers, analysts, UX and Opsfolks all think of themselves as workingfor their functional manager rather


Every organization will have their ownunique failures and success, but accord-ing to Larry Maccherone, director ofanalytics and research for AgileCraft,there are seven recurring themes inagile failures. They include:

1. Lack of executive commitment

2. Overly expensive or ineffective plan-ning, alignment and steering activities

3. Inability to get a real-time singlesource of truth for resource man-agement, value planning andprogress reporting

4. Organizational structure obstaclesto orienting around the product orservice you provide rather than theactivities of the users

5. Mid-level and functional managersfailing to let go of their prior controland accept a new role

6. Lack of team-level agility

7. Failure to plan out and acquire thenecessary training and resources toaccomplish the transformation

—Christina Mulligan

Top reasons agiletransformations fail



than on an agile team that is focused ona product initiative, you’ll never accom-plish that first critical step,” he said.

Since agile is based on the idea ofcollaboration, communication is keyand is not something that organizationscan overlook when scaling their agileefforts, according to BaruchSadogursky, developer advocate atJFrog.

“Agile is all about the communica-tion and getting feedback. In order toget rapid feedback, team members andstakeholders need to be able to talk toeach other to explain the work, whatneeds to be done, and what has alreadybeen completed,” he said.

If communication channels are notin place, then driving the agile messageacross the organization is going to beproblematic, Sadogursky added. “Orga-nizations need to put more efforts tomake the communication channelsopen in order to maintain the flow ofinformation,” he said.

Having a disconnected informationflow is often the source of failed roll-outs at scale, according to Steve Elliott,

CEO and founder of AgileCraft. “With-out a scaled agile platform in place toprovide transparency from top to bot-tom and side to side—or said anotherway, without transparency from enter-prise to portfolio to program to team—it is almost impossible to see progressand target coaching across the enter-prise. It’s also difficult to measure theimpact of the transformation or the val-ue of the work being done during thisphase,” he said.

Organizations should also make surethey are open to an agile mindset,according to Rally’s Hudson. “You needto be prepared to question the efficacyof your standard operating proce-dures,” she said. “And you need a will-ingness to inspect, adapt and improveas you go.”

Other organizational and develop-ment process changes that need to be inplace before scaling include movingfrom a centralized command-and-con-trol system to a decentralized system,according to Smartling’s Akselrod. Adecentralized system can help teamsbecome more in tune with their product.

“On the development side, process-es like Continuous Integration, logmonitoring, fully automated testing,and push-button deployment must bein place to make technology teams trulyagile,” he said.

Finally, organizations need to realizethat if they are going to embark on anagile transformation, the transforma-tion will never be completed. Accord-ing to Hudson, an organization will nev-er be 100% agile because there isalways going to be ways they canimprove.

“The minute you’re complacent isthe minute your competitors begin toclose the gap,” she said. “That said,each iteration of the transformation isfinished. You bite off small chunks,implement a step toward the desiredchange, finish, and evaluate it—thenlook at the results so you can determinethe next right step to implement. Thegoals of enterprise-scale agile aren’t justpredictability, performance improve-ments, quality improvements, andincreasing customer happiness; you also



http://old.sdtimes.com/pdf/Platform/3969


need to strive to continuouslyimprove.”

While the task can never be com-pleted, JFrog’s Sadogursky does notethat there is a point where organiza-tions can say they are doing it correctly.“Converting or adopting agile is aprocess. It is not a task that can be com-pleted,” he said. “We can definitely getto some point when we say what we aredoing is correct, but it is a very longprocess and includes joining the neworganization all the time, and makingthe communication channels better.”

If an organization decides to scaleagile, they should expect a constantstate of learning and improving fromthat point on, AgileCraft’s Maccheroneadded. “The entire concept of agile isabout trying something out, and thenimproving based upon feedback fromthe real world.”

Major roadblocks standing in the wayChanging the thinking and workflow ofan entire organization is difficult, andrequires a lot of time, resources andmoney. Organizations want all the ben-efits of scaled agile, but not the coststhat comes with it. Those costs are amajor obstacle standing in the way of anorganization’s path toward success,according to Smartling’s Akselrod.

“It takes time and money that youhave to spend on the toolset, hiring aDevOps team, implementing all thesoftware and practices enabling agile,”he said.

Akselrod justifies the costs by believ-ing it is an investment that is worth-while, and is a matter of spending themoney or losing your business. “It reallycomes down to a very simple equation:Adopt agile or be destroyed by yourcompetition. It is as simple as that,” hesaid.

In order to make the costs worth-while, organizations need to haveexpectations set properly, which willhelp determine their readiness to moveforward and guide them in terms ofthose expectations, according to Ver-sionOne’s Cunningham. “The last thingthat you want to happen is for a compa-ny to make a big investment in coach-

ing, training and tooling, only tobecome disillusioned a few monthsdown the road.”

In addition to investments, organiza-tions need to remember that agile is aculture shift. Concentrating on thetools and process too much, and forget-ting about how this is going to impactemployees is usually what fails in a tran-sition to agile, according to JFrog’sSadogursky. “When organizations justblindly use the tools that were recom-mended by some agile book withoutactually explaining what they are tryingto achieve and what are the end goals,that is 100% a recipe for failure,” hesaid. Driving the message about what’sreally important—and deemphasizingwhat’s less important—will help theemployees better understand the paththey are on, he added.

“Agility requires a willingness toadapt at enterprise scale, and it takescourage to re-architect a whole businesssystem for speed, steering, and opportu-nity capture,” said Rally’s Hudson.

Sadogursky also believes organiza-tions who want to take that big bangapproach will fail because it is easier to

start small and then scale from there.“A more granular or step-by-stepapproach is more successful, becausewhen you start with smaller teams, youcan actually explain what they are tryingto do, [and] you can monitor theprocess and get feedback,” he said.

VersionOne’s Cunningham went onto explain that an organization firstneeds to understand how fast they canabsorb change before jumping tooquickly into anything. “You are not onlytransforming the way people thinkabout work, or do their work,” he said.

In the end, agile will help an organi-zation be more responsive, more intune with customers and competitors,and do things much more efficientlywith less waste and less defects.

“You may have heard the quote that‘Culture eats strategy for breakfast.’ Well,execution eats strategy for breakfast,lunch and dinner.” saidMaccherone. “Agilitymeans being able tochange your strategy tofit your most recentunderstanding of themarket.” z


There are many flavors of agile: lean, Kanban, Scrum, and custom-made ones organ-izations build from their previous methodologies. According to said Lee Cunningham,director of enterprise agile at VersionOne, there is no wrong approach; organizationsjust have to decide what works best for them.

“Even at the high level of the organization, they may be borrowing some practicesfrom XP, some from Scrum and blending them and kind of putting them together in amethod that works well for them,” he said.

Agile refers to methodologies built on iterative development. Focuses on collabo-ration and cross-functional teams.

Kanban aims to provide continuous collaboration, visualization, limited amount ofwork in progress, and ongoing learning.

Lean focuses on delivering value to customers, eliminating waste, and providingfast delivery cycles, rapid feedback, and continuous learning.

Scrum is a lightweight framework that focuses on short iterations and team col-laboration for quickly solving complex problems.

XP, also known as Extreme Programming, is designed for communication, feed-back, simplicity, small releases, simple design, pair programming, test-driven develop-ment, refactoring, collective code ownership, and sustainable pace.

Cunningham also notes that while organizations will take different approaches, ahigh-level approach should have more lean workflows and principles in place. “Leanagile is really more than having visibility into the workflow, limiting the work to theactual capacity, and forcing prioritization and decision-making up the line,” he said.“It also helps the enterprise as a whole have a really better feel on where they needto make investment, where they need to allocate or periodically reallocate people.” z

—Christina Mulligan

Choosing a methodology




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INDUSTRY SPOTLIGHT: SCALING AGILEINDUSTRY SPOTLIGHT: SCALING AGILE

Enterprise organizations are begin-ning to buy in to Agile techniques

outside of their development teams, togain companywide benefits from beingAgile. Enterprises require scale, andwith that scale comes process.

A big question remains left unan-swered: How do you ensure that futureAgile teams have “agility” and can col-laborate and deliver value, instead of just“doing Agile?” How can you allow teamsto continue to respond to change whilestill working within the parameters oflarge organizations? Ultimately, how doyou help teams deliver value over blindlyfollowing the Agile process?

SD Times reached out to Suzie Prince, head of products for Thought-Works. Prince leads product develop-ment for Mingle, GoCD and Snap CI. We talked with her about how organiza-tions can help their teams remain true to agility and deliver value as they scale Agile—without following a one-size-fits-all process. SD Times: What should be the meas-ure of success for Agile scaling?Prince: There’s a lot of discussion about doing Agile vs. being Agile. The meas-ure of success is not the label; it’s deliv-ering the right thing at the right time.

There is no right level of agility thatis the same for every organization. Forsome organizations, agility only goes sofar as it is needed for software delivery,while others may need to implement aholistic, organization-wide change toachieve enterprise agility. It is impor-tant to remain focused on what is need-ed to bring the most value to an organ-ization above all else.

A good way to assess the agility need-

ed for a particular organization is tounderstand the level with which a busi-ness must become adaptive to achieve itsgoals. One way to do this, as described byJim Highsmith, is to determine whetheryour organization is striving for respon-siveness (agility) or efficiency. Organiza-tions can—and do—care about bothresponsiveness and efficiency, but under-standing which one prevails as the toppriority may help you understand theextent with which agility needs to extendin your organization. What are the different approaches for

scaling Agile?Among [ThoughtWorks’ project man-agement software] Mingle’s customers and the companies I consulted for, I’ve experienced top-down and bottom-up approaches, and mixed top-bottom. Top-down Agile scaling is common, in which one Agile framework is selected for all teams and rolled out. Bottom-up Agile scaling is where individual teams are enabled and coached to be Agile, and they work out their own goals, processes and mechanisms to achieve the goals. There is a third approach: mixed top-bottom. There are also organ-izations that use a mixed approach and tailor it to fix their organizational goal. What are the pros and cons of a top-down approach?The top-down approach is convenient, understandable, well explained and (in

some cases) it’s all that’s needed for aparticular business. If your organiza-tion’s goals are to streamline deliveryand allow for releases every threemonths vs. every year, a cookie-cutterframework may well bring success (andif it does, you should celebrate!).

Often when organizations do a top-down approach, they pick a SAFe-likeframework. But strictly structured,hierarchy-enforcing frameworks are bytheir nature inflexible. It’s easy to get aveneer of agility: The appearance of theorganization may have changed, butteams still do not have the autonomyand flexibility to respond to changeorganically. Instead, they are often leftto do Agile “out of the box,” meaningdoing what they’re trained to do with-out really understanding (or possiblycaring about) the underlying principles. What are the pros and cons of a

bottom-up approach?

A bottom-up Agile scaling approachgives individual teams more autonomyand freedom within the existing frame-work of the organization. They workout their own goals, processes andmechanisms to achieve the goals.

By using the bottom-up approach,individual teams, business units orproducts might deliver more value thanbefore, but the effect on the largerorganization is still constrained. Theorganization does not change quickly toa new way of working. Teams canbecome siloed and organizational goalsare lost to individual team goals. Inorganizations where value is only deliv-ered through many people and manyteams working together, value cannot


“The measure of successis not the label;

it’s delivering the rightthing at the right time.”

Don’t scale Agile before youask yourself these questionsAn interview with Suzie Prince of ThoughtWorks


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INDUSTRY SPOTLIGHT: SCALING AGILEINDUSTRY SPOTLIGHT: SCALING AGILE


be achieved simply by team-level agili-ty. In many cases team-level agility isstifled by the rest of the organizationcontinuing to work as before. This isexemplified when we examine the rea-sons cited for Agile failures. Many indi-viduals and teams assert that Agilefailed in their environment because theculture was at odds with core Agile val-ues, lack of management support, or

lack of support for cultural transition.How should organizations choose the

right approach?

As I said, it really depends on theneeds of the organization at a givenpoint in time. Which is more impor-tant: responsiveness or efficiency? Youcan ask the following questions to helpyou understand:● Does the organization view respon-

siveness as a differentiator?● To what extent is our future charac-

terized by:• high uncertainty?• high levels of innovation vs. main-

tenance?• stochastic demand?

● Is the organization planning orundergoing a major pivot or shift?

● Does first-to-market matter for ourbusiness?If your answers are more on the

“effectiveness” side, a more top-downAgile process, where one way of work-

ing is rolled out to many teams at oncewith a few coaches, may be sufficient.

If your answers to these questions areleaning more toward the “responsive-ness” side, you should consider a bot-tom-up or mixed top-bottom approachto scaling Agile. What needs to be considered for follow-

ing a mixed top-bottom approach?

We recommend a combination of a top-down approach with leadership buy-in,

alongside teams working the way thatsuits them. You need to focus on creat-ing value, and spreading awarenesswithin your organization that creatingvalue is more important than pushingout “Agile” processes.

You need to create the right environ-ments for teams and their organization-al structures to create value within theAgile organization. The principles tocreate such an environment and to fol-low a mixed top-bottom approach toscaling Agile are:● Leadership buy-in: Management

must understand the goals of theorganization. They should communi-cate goals consistently and often tothe rest of the organization. Theyshould ensure that work is discussedin terms of value delivered, and thatthey allow everyone to easily see howthey fit into achieving that goal.

● Support autonomy: Teams shouldbe allowed to create, inspect and

adapt their own processes. Theyshould be encouraged to learn bestpractices and continue to create aprocess that allows them to delivertheir best to the organization, and toencourage and empower teams tocreate their own way of working todeliver value and meet goals.

● Encourage collaboration: Agileteams should be collaborative—notjust among team members, which is agiven, but between teams as well.Once the shared goals are clear, it ismuch easier for independent teamsto work together to achieve them.

● Standardize only what is impor-tant: Standards are a bit of a conflictin Agile. They impede creativity,which should make you want to limitthem, but some standardization canhelp scale your agility by helping yourorganization understand the big pic-ture and therefore, allowing it toeffectively respond to change.

As a final thought, can you recommend

any processes over others to scale

Agile throughout the enterprise?

There is no one way to scale Agile. Inorder to find the right way for yourorganization, you need to understandwhat you are trying to achieve and cre-ate a process that works to deliver thatoutcome. If you’re more concernedwith cutting costs or efficiency, thenmaybe a more regimented Agile frame-work that supports regular, predictabledelivery such as SAFe is the bestapproach for you. If you really need tobe adaptive and responsive to industrytrends, then a more lean approach toAgile would work better. And as youbring Agile to the organization, don’tforget to give your teams the tools theyneed to be successful too: goals, mini-mal and clear standards, autonomy andthe ability to organize themselves intocollaborative networks delivering orga-nizational goals. z

Don’t scale Agile before asking these questions< continued from page 49

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As organizations seek faster time-to-market releases of the soft-ware necessary to stay ahead of

the competition, new solutions thatenable the business to create applica-tions without the need for IT to getinvolved are starting to emerge.

As with all things, of course, thereare several angles from which toapproach this need. Some platformsaim at what are being called citizendevelopers: business analysts or mar-keting folks who can do small, depart-ment application compilations such asfor workflows, forms and the like.

Other platforms are actually madefor developers, to help them speedalong the more mundane development

tasks so the bulk of their time is addingbusiness value. These solutions, whichhave evolved from the Rapid Applica-tion Development tooling from at leasta decade ago, aim to make developersmore productive.

But regardless of approach, one thingis clear: Low-code solutions will notreplace developers. In fact, they couldgive them even more to do, according tothe experts interviewed for this article.

Paulo Rosado, CEO of RAD plat-form provider OutSystems, looks at typ-ical businesses and sees a spectrum ofskill sets. “At the one end you have thecitizen developer/Excel power user,and at the other end you have the uber-geek, Stanford/MIT graduate doingcomplex development,” he said.

“What we’ve noticed is software

managed by low-code platforms evolvesand becomes so large that you hit thecompetence wall of Visual Basic/Accessdevelopers. The application grows, thenumber of integrations increases, thecomplexity increases, and now youneed to do real software engineering.”

Derek Roos prefers to call the citi-zen developer a “business engineer.”Roos, CEO of Mendix (which has creat-ed a RAD platform in the cloud), said,“People entering the workforce todayare not uncomfortable with technolo-gy,” noting that in previous generations,business people would not even thinkto jump in and build an application ontheir own. Mendix, he said, wants toenable businesses to speed up theirtime to market for new multi-channel,

LOW-CODESOLUTIONS

Empowering businesspeopleto make their own applications


BY DAVID RUBINSTEIN


Buyers Guide


multi-device applications that are pri-marily user-facing but integrated withback-end systems. He said the platformis meant to facilitate cross-functionalteams (business and IT) to build appli-cations quickly.

Solutions such as these had oftenlived in the dark corners of “shadow IT,”where small, departmental teams createquick-and-dirty apps. “Shadow IT, orrogue IT, has been seen as a bad thing,but should be seen as a positive,” Roossaid. “A strategic platform can makebusiness more agile and competitive.”

OutSystems’ Rapid ApplicationDelivery Platform is meant to put IT atease by allowing control to remainthere. “Shadow IT is always a pain forIT, because IT ends up getting thingsthat are not maintainable, because thetool cannot evolve with the software,”Rosado said. “You need IT buy-in [forlow-code solutions], because ultimatelythey’re the ones who will end up man-aging these types of platforms” and theapplications created in them.

The platform, Rosado said, is a mod-el-driven toolset integrated with theback-end systems that works out of thebox with OutSystems’ cloud platform.“So you can do QA, staging and deploy-ment right from the platform. ITinstalls it, and will start using it out ofour cloud to do iterative development,”he said.

Rosado noted the platform facili-tates very fast iteration cycles. “Whenthe code stabilizes, then you stage it toa production environment with one-click staging, and all elements of theapp get deployed,” he said. Oncedeployed, the platform will measurelatency on the client and server sides,and when issues are detected, you cantroubleshoot to find the componentthat’s the culprit and complete cycles tochange the code within minutes, headded.

For Mendix, speedis a byproduct of itsplatform, not the end.“It’s about agility andcollaboration betweenbusiness and IT,” Roossaid. z

When developers hear “low-code solution,” a chill runs down their spines asthey envision having to correct and maintain Frankenstein creations built by—gulp!—businesspeople who wouldn’t know a line of code from a plate ofspaghetti.

Yet OutSystems’ CEO Paulo Rosado believes it is possible to convince devel-opers that these platforms can in fact make them more productive.

The main objections developers have to these kinds of platforms are:

• Fear of losing control of their code

• Getting locked in to a vendor and a platform

• The ability to do complex work

• The power and openness of the platform

Rosado said developers will be more accepting of a low-code platform ifthey can see the underlying code that’s been abstracted away for their conven-ience, and if they can be sure the platform is powerful enough to handle big,complex applications and integrations beyond the simple workflows and forms.“To gain IT acceptance,” he said, “the platform needs to be open and powerful,and developers have to feel that they are not locked into boxes they can’t getout of.” z

—David Rubinstein


Overcoming developer fear



Developers want openness in low-code solutions, says OutSystems’ Rosado.



What are your non-technicalstaffers working on? The Intuit-sponsored 2015 “State of CitizenDevelopment Report” foundworkers are creating their ownapps to gain efficiency, to get itdone more quickly, and actuallyconsider creating apps as part oftheir jobs.

“True citizen development ishere now,” said Jeff Prus, direc-tor of product management forIntuit QuickBase. “The waypeople work is changing. Goneare the days where employeeswill sit back and wait for IT tohelp them develop a solution.Instead, they want to do it them-selves. What that means is indi-viduals without any formal cod-ing skills are actively buildingapps on their own. According tothe research, 68% of respon-dents consider developing appspart of their day job, yet only 8%of respondents have a traditionalcoding skill set.”

Citizen development oftenscares developers, though,because they fear work—andperhaps their jobs—will be tak-en away from them. Prus dis-missed this. “That’s not to sayIT is left out of the picture. Infact, we found that 75% of ITbuilders developed the founda-tion of their company’s apps,leaving the last mile of the appsto the citizen developers,” saidPrus. “This allows each personto play to their strengths. ITserves as a strategic advisor forthe business to ensure the appscreated are scalable, secure andcompliant, while business userscan focus on solving the chal-lenges at hand and customizingthe app to fit their businessprocesses exactly.” z

—David Rubinstein

The state of citizen developmentIntuit tracks how many workers make their own apps

Citizen Development transcends simply utilizing a platformto create Web and mobile apps to save time. It’s about inviting non-coders outside of IT to take a bit of the work offyour shoulders—especially the last mile where challengesand requirements are unique to their jobs and skills.

Source: 2015 State of Citizen Development Report, Intuit, 148 respondents

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n Adobe: Adobe Muse CC is a Web-design software tool, available throughAdobe Creative Cloud, for creating andpublishing custom websites for desktopand mobile devices that meet the latestWeb standards, without writing code. Thelatest updates to Muse include instantaccess to premium fonts from Typekit,integration with imagesfrom Adobe Stock, andupdates coming soon thatwill add free-form responsivedesign capabilities for dynamicscaling designs for any sizescreen, browser or device,without code or restrictivetemplates.

n Alpha Software: Alpha Softwareproducts deliver significant productivitygains to developers of all levels buildingcross-platform mobile and Web businessapps. Alpha Anywhere is a front-end andback-end, low-code, rapid mobile applica-tion development and deployment envi-ronment. Alpha Anywhere applicationsshowcase built-in offline capability, exten-sive data integration and advanced secu-rity. Developers and business leaders inthousands of organizations across a hun-dred countries have used Alpha Softwareproducts to cost-effectively deploy enter-prise applications with outstanding userexperiences.

n Appcelerator: The Appcelerator Plat-

form provides low-code solutions for bothclient (app) and back-end (API) mobiledevelopment. App Designer enables drag-and-drop creation of native, cross-plat-form mobile apps. Arrow Builder deliversmobile-optimized, fully documented APIsfor any data source via a visual designwizard. Both capabilities work bi-direc-tionally, meaning that users can switchbetween visual or programmatic develop-ment, with both source code and designskept automatically in sync.

n AppGyver: Composer 2 is an end-to-end visual builder for creating smart appsaround business data. Building apps issimple: import data, visually create the UIfrom interactive features, select smartrules to automate tasks, then publish anddistribute. The platform also offers the

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n App Press: App Press is a Web-basedmobile authoring solution used to create,deploy and manage apps. It offers a serv-ice that makes code-free, cross-platformmobile app development as easy as main-taining a website. With a range of plansfor individuals to enterprises, App Presshelps customers tell their mobile story.

n Intuit: QuickBase offers the only low-code platform purpose-built for CitizenDevelopment. The modern Rapid Applica-tion Development platform empowersfront-line business stakeholders to initiateand self-develop no-code applications tohelp drive business efficiency and agilitywithin their organizations. QuickBasehelps unify IT and business users to opti-mize the application development anddelivery processes while offering citizendevelopers the freedom to build and inno-vate new applications with a right-sizedlevel of governance required by IT.

n iRise: iRise takes a unique approach toproduct definition and delivery. Its plat-

form combines text requirements anduser stories with interactive prototypingand code generation. This allows develop-ers and stakeholders to experience, testand validate what was built to ensure thebest solution. iRise also integrates withthe leading ALM tools, so the require-ments-management process is end-to-end. And when it comes time to develop,developers can generate code to jump-

start the process. The development teamalso has the hi-fidelity prototype to refer-ence as a “blueprint” for what to build.The end result is better software pro-duced in less time.

n KeyedIn: The KeyedIn Konfigure aPaaS

uses a simple drag-and-drop environmentthat enables users to create forms and datamodels quickly and efficiently to developenterprise-level applications. Konfigureautomatically builds databases, interfacesand relationships, and users can createworkflow steps to automate processes,manage tasks and add business rules toapplications. Once created, custom applica-tions are quickly deployed to the cloud withno need to manage servers or upload files.

n Mendix: Mendix helps organizationsdrive digital innovation through a bimodalIT strategy. Its unified application Platform

as a Service (aPaaS) empowers customersto bring new digital products to market,delight online users, educate global popula-tions, and reinvent themselves by develop-ing and deploying applications at the speedof ideas. Mendix’s application platform usesvisual models to abstract away from techni-cal details so that users can focus on RapidApplication Development and delivery.

n ViziApps: ViziApps is the only mobileplatform that enables the use of existingoffice software skills to visually create theuser experience, task navigation, nativedevice feature use, and back-end accessto 40+ data types for their businessmobile apps without coding. App featurescan be easily extended with JavaScriptand HTML5. An enterprise-grade platformwith partners such as AT&T, Apperian,Google, Intuit, Red Hat andSalesforce.com, mobile apps are createdin one tenth of the time of coding. z

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OutSystems:



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http://old.sdtimes.com/pdf/ActiveReports/3975


Code WatchBY LARRY O’BRIEN

Just months after celebrating Java’s 20th birth-day, the programming world is abuzz with

rumors that Java is doomed. In September, it waswidely reported that Oracle had laid off a signifi-cant number of its Java evangelism team, and then,in October, InfoWorld ran a gloomy article about ane-mail from a “former high-ranking Java official,”with the subject line “Java’s planned obsolescence.”

The claim is that Oracle, which took over Javawhen it bought Sun Microsystems in 2010, has beena bad steward of the language and is abandoningJava while it reinvents itself as a cloud computingbusiness. This is just par for the course for Oracle,whose developer relations have always been definedby something in between neglect and contempt.

Oracle has always emphasized sales relationshipswith executives and managers over the opinion ofdevelopers, and it has a long history of producingbuzzword-laden initiatives and pie-in-the-sky prom-ises. Oracle has a reputation for abandoning unprof-itable or redundant product lines, but it’s these newprojects—not proven technologies—that Oracle hasa history of giving up on. While this leads to dissatis-faction among elements of the technical rank-and-file, it’s worked out fine for Oracle’s bottom-line.

To be fair, Oracle itself is somewhat responsiblefor talk about Java’s declining prospects. Accordingto Oracle, Google’s use of Java in Android has“destroyed Java’s fundamental value proposition as apotential mobile device operating system.” Thisclaim comes from Oracle’s lawsuit against Google,which has been ongoing since about five minutesafter Oracle acquired Sun.

While the truth of the lawsuit is the desire toextract rent from Google for using Java on phones,the legal battle centers on whether Google has per-formed copyright infringement on the Java API.From a developer’s perspective, it seems clear thatAPIs should not be covered under copyright. Evenif one believes, as I do, that the law should give cre-ative people an incentive to invent, a group of func-tion signatures should not be protected the sameway a novel is protected. If anything, APIs shouldbe protected with something closer to patents.

In 2012, Google (essentially) won, but Oraclewon a partial appeal in 2014. It is the nature of law-suits to drag on, and it is the nature of lawyers touse dire language to describe damages. Thus, we

have people from Oracle offering the previoushyperbolic statement about Java’s value, apparentlyas part of an effort to extend the lawsuit.

A lot of online comment about the “destroyedvalue” statement pretended that it wasn’t limitedto the absurd scenario of a highly profitable, Java-based, Oracle-produced mobile operating system.So, instead of eye-rolling at lawyer-driven hyper-bole, we have hand-wringing about buzzword-dri-ven technical abandonment.

Java is, for better or worse, the legacy enterpriselanguage. There are millions of Java programmers,all around the world, and there is a broad distribu-tion of ability. There are many brilliant programmerswho work in Java. There are many people who oughtnot to be in the business who work in Java. There aregreat codebases written in Java. There are bad code-bases written in Java. Java is now owned by a compa-ny that markets and responds tothe concerns of executives andrisk-averse department heads, notto entrepreneurs hammering outtheir business plans at the SanFrancisco Ferry Building. Ofcourse Oracle is going to undersellthe power of “plain old” Java andpush the use of Oracle’s higher-level, enterprise-focused tools, infrastructure, and consulting services.

Is this the same as “planned obsolescence”? Idon’t think so. Although I’ve heard rumors of a newdirection in terms of the Java Community Process,Java is probably going to remain one of the slower-evolving mainstream languages. It’s certainly notgoing to leapfrog, say, Swift in terms of language fea-tures. For Oracle’s bread-and-butter customers,slow-and-steady evolution of the core language isexactly what they want.

By the time you read this, JavaOne will haveoccurred and Oracle will have made reassuringannouncements about the language and tools. Per-haps this year or next it will release new higher-lev-el tools that work with legacy Java codebases andpromise greater productivity and ease than ever.Perhaps they’ll deliver less than they promise whileintroducing complexity and cost.

What I’m sure of, though, is that Java will con-tinue to be supported and updated. And that thelawyers will continue to get paid. z

Java: Not dead yetLarry O’Brien is a software developer who lives on the

Big Island of Hawaii

For Oracle’s bread-and-butter

customers, slow-and-steady

evolution is exactly what

they want.




Guest ViewBY ADAM SEREDIUK

It’s often easier to talk about what NoOps isn’tthan what it is.It doesn’t mean you fire your Operations team.

It doesn’t mean the end of Operations, or thatOperations is dead.

DevOps is an important incremental steptoward something more than a focus on process,tools and people. Almost all of the problems theDevOps movement tries to solve are based on theidea that the development, deployment and relia-bility of software are very different things. MostDevOps strategies focus only on Operations as abottleneck, but fail to consider how Developmentcould make software more operationally friendly,or how that software might work in production.

With NoOps, developers deploy and scale theirown code and apply equal importance to accept-ance criteria. It’s not “done” until it’s in production

with Continuous Delivery, met-rics and monitoring. It’s a systemdesigned to operate as a whole,as a single artifact.

NoOps is based on the beliefthat the operation, developmentand delivery of software areequally important. Sometimes

referred to as the “You build it, you run it” model,NoOps brings developers in close contact with theday-to-day operation of their software—and theresponsibilities that come with that.

Can’t we all just get along?The approach is sometimes criticized for puttingmore responsibility back to Development and leav-ing Operations to do... just what, exactly?

I beg to differ. The criticism is based on the ideathat Development and Operations are separate tobegin with, or that Operations just doesn’t want todeal with software. In reality, NoOps is based onthe notion of “No Operators.” Modern softwareshouldn’t need operators to run and maintain it.Classic operations summon images of operatorschanging tapes on reel-to-reel nine-track tapemachines while operating the software and hard-ware, and generally being the human interface. Yetmany Operations teams still behave this way evenif they don’t realize it!

A NoOps-focused organization aligns all the

operational aspects of software as part of Develop-ment. An agile organization’s acceptance criteriainclude the deployment of the software and theoperational aspects, such as monitoring, metricsand Continuous Delivery. They make the tools andinfrastructures readily available for Developmentto deliver higher-quality software and build it as asystem, not just a collection of parts.

At xMatters, Operations has built deploymenttools and frameworks to utilize services, such asinfrastructure and monitoring, as part of ourNoOps approach. This enables Dev and Ops aliketo write services that automatically get the benefitof being deployable (including the infrastructure).These toolsets are included like libraries and wrap-pers to perform those functions. This puts thedeployment and monitoring code directly with theapplication codebase so it can be tested and pro-moted through the environments by anyone.

As part of DevOps, we have embedded Opera-tions engineers into Development teams and devel-opers into Operations, so they can utilize theseframeworks and tools as area experts. They workwith these teams directly, providing instant and con-stant feedback from both viewpoints. This aligns theteams and provides for simplified resourcing.

Ironically, this makes Operations even moreoperational. The modern Operations team is actu-ally a service-oriented extension of the Develop-ment team. Modern Operations teams can developmonitoring as a service, logging as a service, andother services that other teams can easily integratewith. Want distributed logging? Add this hook.They’re writing deployment frameworks and serv-ices everyone can consume, and are taking an agileapproach to delivering core services as software.

Therein lies part of the challenge: Classic sys-tem administrators aren’t well versed in develop-ment approaches such as the languages, processesand often even agile methodologies. And thereverse is true: Developers aren’t well versed inoperational approaches. It’s turning Operationsinto developers and it’s turning developers intoOperations, bringing the Operational aspects ofsoftware into the spotlight. It doesn’t leave theseitems to chance and brings everyone together.

At the very least, NoOps is a conversationstarter. z

How to create a successful NoOps teamAdam Serediuk isdirector of operations for xMatters.

With NoOps, developers

deploy and scale their code

and apply equal importance

to acceptance criteria.




Analyst ViewBY AL HILWA

In a previous column, I discussed the importantshift taking place toward microservices and pro-

vided a characterization of the key aspects of thisnew architectural approach. Here I discuss the fac-tors that will help enterprises transition to amicroservices approach to software development.

Culture and skill: Evaluate your organization’sculture and skill and make any necessary changesbefore starting. Enterprises need to look at culturaltolerance for risk and failure, then make changes instructure, responsibility and authority. Specificskills around APIs, open-source tools and modernDevOps practices are essential ingredients to thesuccess of a microservices initiative.

Tools: Microservices are only possible becauseof the rapid evolution in build automation tools,testing automation, and the abundance of frame-works over the last decade. The absorption of agileinto modern software development is also a keyfactor. It goes without saying that teams using amicroservices approach must have a solid Contin-uous Integration/Continuous Delivery workflowanchored in a solid implementation of CI tools.

Tools spanning collaborative development,deployment configuration management and appli-cation performance analytics are also key ingredi-ents. Strong microservices teams have to overcomeany aversion to experimenting with new or open-source tools. Microservices can be hard to managebecause of their sprawling distribution. Buildingthe infrastructure to fully support a microservicesarchitecture may be tantamount to the buildout ofa complete PaaS and IaaS layer, and you shouldleverage public or private cloud systems.

Developer infrastructure: Effective microser-vices delivery relies on decentralization and decou-pling between the teams working on the services. Atthe same time, standardization on tool chainsenables efficiencies in rolling out new services andfor developers moving between projects and teams.

What should be standardized and what DevOpsworkflows should be used have to be negotiated asthe environment scales up. The early adopters ofmicroservices have tended to standardize to a greatdegree on tooling across teams, and they have a sep-arate developer infrastructure group that managesthe developer tooling stack. Given the low maturityand open-source nature of many of the tools used in

modern microservices, the skill needed for develop-ers and DevOps specialists who manage the devel-oper infrastructure should not be underestimated.

Greenfields: Choose a microservices approachfor new opportunities, rather than a modernizationeffort involving the re-architecting of existing sys-tems. Research favors the use of microservicesarchitectures that are organically built.

In re-architecting systems, sizing services proper-ly can be difficult. The practices around taking sys-tems and applying microservices architectures arestill evolving and are thus riskier to undertake. Thismeans finding new initiatives, often around someaspect of the enterprise transformation agenda.

Incremental: Proceed with an incrementalservice rollout. Avoid launching too many servicesat once, and be aware that you may have to changecourse on short notice. While certain services maybe straightforward to design andimplement, the overall microser-vices architecture can be com-plex and hard to manage at first.

Performance: While thereare challenges in designing high-quality software systems, per-formance is often the hardest tosolve in microservices environments. Microser-vices architecture is distributed and operatesacross networks. This means that system functionsthat might have historically resided inside of thesame address space, or run on the same machine,now have to work across network connections andAPI boundaries.

The importance of this depends on the functionand implementation, but it also depends on the abil-ity to use caching layers and optimizations in API-management layers and other components. Strongnetwork architecture expertise is important.

Microservices architecture is not the solution toevery IT problem, and with the current state ofknowledge, it should be employed on the rightprojects. The above checklist should help enter-prises moving in the direction of microservicestackle it with a higher degree of success.

This column is based on the recently releasedIDC Report, “The Emergence of Microservices asa New Architectural Approach to Building NewSoftware Systems” (IDC #256906, June 2015). z

Al Hilwa is programdirector of applicationdevelopment software

research at IDC.

Microservices teams have to

overcome any aversion to

experimenting with new or

open-source tools.


A microservices architecture checklist


David Rubinstein is editor-in-chief of SD Times.



Industry WatchBY DAVID RUBINSTEIN

In last month’s issue, I wrote of my conversationwith Grady Booch, a legendary thinker who first

made his mark in the mid-1990s (as co-inventor ofthe Unified Modeling Language and contributor tothe Rational Unified Process). He continues to beon the cutting edge in his role as IBM Fellow.

He spoke of a new generation of informationworker who’s not afraid to and get down and dirtyin code. With websites such as Code.org, Boochsaid he sees “an effort to teach the average personcoding as a skill. There is a degree of fragility innon-programmers building things, and it producesa security risk as well. You might meet a short-

term need, but you don’t realizethe technical debt as peoplebuild on it in ways that were nev-er intended.”

Meanwhile, professionaldevelopers have a responsibilityto deliver up frameworks thatcan glue many existing systems

together, he said. “Like sewers and plumbing, theydon’t get press but they are essential. Buildinglarge software systems is more like city planning.Facebook and LinkedIn had it great for a longtime because they had no legacy code. [Facebookfounder Mark] Zuckerberg would say, ‘Move fastand break things often.’ Now, they don’t want tobreak things as often” because of all the legacycode.

“Even Facebook is starting to begin havinglegacy issues,” said Booch. “It’s not a lot of fundealing with [code] hygiene. It’s also easier not tofloss, but you suffer the consequences if you don’t.In software, that means incurring technical debt.”

Businesses today underfund their legacy sys-tems, Booch said, because they see more of acompetitive edge in Web and mobile user experi-ences. He noted a “transit point” you see in start-ups: As a company grows in maturity, it sees thetedious stuff involved with software. And that hasled to a rise in such things as microservices andcontainers, small pieces of configured code that

can easily be swapped for other microservices inother containers.

Booch pointed out that it’s challenging to buildlarge systems in today’s world of agile develop-ment and continuous software delivery. “So todaywe build lots of small systems,” he said. “We buildsystems we teach and that learn, and that becomesan element of software design we didn’t have inthe past.”

Systems that learn. Artificial intelligence. Therise of the machines.

Some fear a takeover by super-intelligentmachines that could lead to the extinction of thehuman race as foretold in books and films, such as“Ex Machina.” Philosopher Nick Bostrom is thefounding director of the Future of Humanity Insti-tute and has done work on the existential risk ofartificial intelligence. “I don’t fear the rise of robot-ic overlords,” Booch said. “I fear the shaky softwareon which today’s world exists.”

“We need transparency and public discourse”around the research and construction of artificiallyintelligent machines, he said. Machines can learn,but when they learn how to learn, “we’ve reacheda threshold where there’s no turning back,” he con-tinued.

But Booch cautioned that we’re still at least ageneration away from building a system with theintelligence of a reptile: flexible and adaptable, butlacking the versatility of the human mind. “Andwe’re years off from where machines can movefrom system to system. The systems we’re buildingnow change the way we work. Not only machinesevolve. There are deep-learning algorithms andneural networks, and we still don’t have good the-ories into why they work.”

Today, Booch is working on cognitive systems.“What does it mean to take Watson and embody itin the world?” As for his research, he said, “It’s ata point in time we don’t know the journey butknow the direction to walk. We can see the endpoint but don’t know the mountains or crevicesalong the way.” z

Back to the future of development

‘We build systems that learn,

and that’s an element of

software design we didn’t

have in the past.’


http://old.sdtimes.com/pdf/AmyuniPDF/3976

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