Synk and other cloud security vendors have focuses on container image registries as a weak link in the cloud-native application development workflow. Aqua Security, the Boston-based infrastructure security specialist, released a similar scanner earlier this year targeting Docker container images and Harbor, an open source container image registry project backed by the Cloud Native Computing Foundation.
In the never ending quest to bundle up all the steps in software development into the developer phase. It started by pulling in QA and product management with XP, project management with Scrum; operations, configuration management, release management, and monitoring with DevOps and then cloud native; security here. Sometime it’ll need to be compliance.
Consider “consider.” Tasks that start with the word “consider” give you the ability to track optional tasks. My database is full of tasks like, “Consider cleaning studio,” and, “Consider setting client check-in calls.”
Supplying equipment to automakers, on the other hand, is a notoriously cutthroat, low-margin business. If Luminar can’t sign up other automakers, it could find itself yoked to a demanding but not especially lucrative customer.
Lots of autonomous vehicle usage. What else will it be used for?
A service mesh decouples services from having to know about the network and helps developers to focus on business logic. A typical service mesh can provide: Service discovery; Weighted routing (for A/B deployments); Mutual TLS based authentication (including certificate rotation); Advanced telemetry for in-depth observability; Fault injection and retries; Circuit breakers
But all things are not fair and just. The capitalist pays you for the cost of your labor-power, not for the value of the goods you produce. Thus your paycheck is worth the value of your labor-power. But your labor-power is set to work to produce commodities of greater value.
Let’s say you work for Starbucks and they pay you $120 for an eight-hour shift. But you can probably make $120 worth of fancy coffee in an hour, or probably in a half hour at a busy store.
Even once you subtract the cost of materials and use of the equipment, Starbucks doesn’t pay you anywhere near the value you’ve created (hundreds of dollars a day). They buy your labor-power from you, not the actual fruits of your labor. And you make that value back for them in an hour. The rest of your shift, you’re basically working for free!
In larger organizations, there are layers of managers, in a good way: teams aggregate to a manager, that layer of manager aggregates to another, then somewhere there’s executives, and, I don’t know, the mythical shareholder. Everyone has a boss. I want to discuss what it’s like to be the boss of all those managers and help them transform into all the existing, new fangled agile and digital transformation stuff. Most of the discussion I encounter is about individual staff and the product teams (those working on software or running it), but I don’t hear much about the management structures above those teams. Also, it’d be interesting to talk a little about what exactly things like “servant leadership” mean and how one manages their career (gets promotions, more compensation, etc.) when they’ve moved from being The Boss to a servant (to be tongue in cheek about it).
We’ve heard the notion of servant leadership, which sounds, you know, helpful. Can you give me an example of what that looks like though, like an actual one that happened?
I was watching a webinar that Jana did recently on her white paper. In the Q&A, they asked attendees something along the lines of “do you ever think of your organization’s vision and strategy, does it ever determine what you work on and how?” As I recall, almost zero percent of people responded yes. This seems like a critical tool for managers to use if they’re setting up autonomous teams that need to make decisions on their own – they need to know the principals, the goals. How should managers be moving beyond facile vision and strategy?
For years, I’ve heard about “the frozen middle,” managers who don’t want to change despite the urging and permission of executives (“above” them) and enthusem of staff (“below”). Is this cliche real? If so, what causes that frozen-ness?
(Following on from that), when you’re managing managers, what are you doing in this new, agile, world? Are you a servant to the servants?
There are occasionally “accidental managers” who sort of ended up there. But most of them have been pursing a career of going “up” the meatware stack. They want to grow their career, which usually means responsibilities, the glory and power that goes with it, and the rewards. So, if you’re a servant to people below you, how do you end up managing your career?
As you push responsibility down to teams, what are safety nets you put in place as they figure it out?
The report goes over how software development needs and programs should adapt to the urgency that COVID brings. Highlights:
Obviously, teams are working from home more now. This exposes all of the face-to-face, undocumented processes that were happening (“manual processes address handoffs across departmental boundaries”). If there were too many, work can’t happen as well anymore when everyone is working from home.
“The trend catapulted use of Zoom, a videoconference service, from 10 million average daily users to 200 million during March 2020 and introduced us to our coworkers’ tastes in home décor.1 But it also separated millions of workers from the paper files they require to complete their missions, breaking millions of business processes. Paper files are an obvious point of failure, but manual processes based on desktop tools like excel and email lack visibility and tracking that are vital to remote workers.”
Paperless efforts are really on the front-burner now: “any enterprise relying on paper to advance its processes needs to automate just to continue to function.”
Also: “Topping the list for most now are tracking and tracing applications: tracking of employees, people entering hospitals and other sensitive buildings, equipment, facilities, patients, tests, research results, and on and on. These applications are not throwaways; they’re business-critical. and in the public sector, throw in new apps to manage new support, recovery, and stimulus programs or support existing programs straining under unprecedented volumes. Then in financial services, you have new servicing apps: servicing debt, defaults, new rescue programs, moratoriums, etc. (rather than new customers and new products and services). and any enterprise relying on paper to advance its processes needs to automate just to continue to function.”
And, more app types:
This urgency is driving business people to (finally) start getting involved more in IT/software: “as organizations scramble to fix processes and rapidly automate to keep them running, it becomes clear that businesspeople are the primary source of operations insight…. Bringing businesspeople closer to the development process through iterative, rapid prototyping and sometimes allowing them to develop solutions on their own offers promise for much faster and more agile responses to business needs.”
With apps being used remotely (as a SaaS, over the internet), organizations will likely discover new scaling needs – when the apps run outside the corporate network, and are home grown. “Scale becomes a vital focus. Many development teams are getting their first glimpse at what massive scaling looks like for their applications.”
Companies are overworking staff: “a us hospital network made Java developers scramble 24×7 for 20 days to create a visitor registration application to extend its hospital administration system.” [This isn’t sustainable and if done too much will leave a bad taste in staff’s mouth about “agile” and “digital transformation.”]
The authors really like and recommend low-code stuff. This probably makes sense to get a lot of line-of-business people to start putting together wizards and UI-driven workflows around databases, Excel/CSV, and APIs to ERP systems.
As often as not, distraction is your brain ducking challenging feelings such as boredom, loneliness, insecurity, fatigue and uncertainty. These are the internal triggers – the root causes – that prompt you to find the comfort of distraction and open a browser tab, Twitter or email, instead of focusing on the matter at hand. Once you identify these internal triggers, you can decide to respond in a more advantageous manner. You won’t always be able to control how you feel – but you can learn to control how you react to the way you feel. A trigger that once sent you to Twitter can perhaps lead instead to 10 deep breaths.
The new Fiserv workflow helped secure 18k loans worth over $1.4bn…. Thanks to Tanzu Application Service & Spring, a team of 15 developers [wrote] 100,000 lines of code & perform 436 releases to production over 28 days.
Spring helps developers build cloud native applications without learning new tools. Tanzu then becomes the best place to run those applications. It’s putting power back into the hands of the developer to do things that were previously done in standalone products.
Among the 95% of Spring users who are containerizing applications, 44% said they have deployed those applications on Kubernetes clusters, with 37% planning to do so as well. Among those planning to embrace Kubernetes, 84% said they would do so within the next 12 months.
If you don’t do this, there is a good chance that some important outstanding task gets lost in the older and dusty parts of your system. When that happens, your mind is going to realise that it can’t trust the system, and it will take back the responsibility for remembering all outstanding work.
Without the weekly revision, you also don’t know whether the next actions you work on are the most important work you could be doing. Maybe the note that you created a few weeks ago is now more important.
If you consider at what pains men are to be alone: how they climb mountains, enter prisons, profess monastic vows, put on eccentric daily habits, and seclude themselves in the garrets of a great town, you will see that this moment of taking up the pen is not least happy in the fact that then, by a mere association of ideas, the writer is alone.
I like to track CI/CD* surveys as an indication of far along organizations are doing at getting better at software: “digital transformation” where the main focus is using software to improve how you do business.
If you’re not doing CI, you’ll have a hard time getting better at doing software, or, really, doing good software at all. I
Anyhow, here’s one chart I put together based on the State of Agile surveys:
The data isn’t perfect, scientific, or whatever. But it’s a good rhetorical device. Also, it matches up with other surveys on this topic (from the likes of Gartner and Forrester).
The general take is: CI has plateaued, but it’s high; CD has been slow to catch on and still has only minor growth in adoption year over year.
So, if you think you’re doing agile, there’s a good chance you’re not. Go do a walk-about and see what’s actually happening and make putting CI/CD in place a priority if you’re not doing it. Otherwise, all your other efforts to get better at software will fail and be a waste.
A two part video/podcast, with white-boarding and stuff. Rohit Kelapure knows his stuff from years of first-hand work. If you’re working in an enterprise on software, and especially if you’re an enterprise architect, you should check these out. The real work of application is modernization isn’t rewriting and re-platforming, but it’s the analysis that goes into finding and ordering what to modernize and then the process that runs your program over the next few years. Rohit boot-straps you into that.
"CICD” as a “dangerous” term – hallelujah! CI is a development process. CD is an operational process. The two are, of course, related but must be decoupled – it’s GitOps that provides the protocol that draws them together in a powerful way.