DevOps, a portmanteau of Development and Operations, is the collection of principles and practices that try to improve cooperation between IT Development and IT Operations teams in the software development domain. The DevOps paradigm, thus, promises to overcome the traditional boundaries between development and operations teams and to improve collaboration across teams through a culture that is conducive to shared goals and accountability. Responding to the recent call for a better understanding of DevOps Knowledge Management (KM), this study aims to explore the role of knowledge management in advancing DevOps performance outcomes. Toward this, the study adopts a practice perspective of KM, and aims to answer the following research questions: 1) What are the enablers of KM practices in DevOps teams? 2) What are the distinctive characteristics of KM practices that underpin positive DevOps performance outcomes? Using an inductive research design and qualitative data collection and analysis procedures, this study followed a multiple case study approach, and collected and analyzed data from nine in-depth interviews with DevOps professionals across three organizations. Using grounded theory coding procedures, an emergent theoretical model of DevOps KM is presented and discussed, along with various propositions that outline how DevOps teams acquire, capture, share and apply knowledge, and how their KM practices can drive positive DevOps performance. Key insights from this study indicate that technology leaders need to foster greater awareness about the significance of KM in DevOps teams. This can be done by highlighting challenges associated with a lack of effective KM practices, and best practices followed by other companies. Furthermore, DevOps teams should adopt a mix of people-centered and technology-centered KM practices that enable effective personalization and codification of knowledge. Lastly, DevOps managers need to encourage alternative-bridging KM practices through regular use of KM tools and features within DevOps technologies while investing in dedicated knowledge sharing platforms. Through a discussion of the enablers of KM practices in DevOps; typical configuration of people-centered, technology-centered, and alternative-bridging KM practices in DevOps; and the linkages between KM practices and DevOps performance outcomes, this study aims to contribute to the extant research literature on DevOps KM, and provide practical guidelines for institutionalizing KM practices that can support the fast-paced nature of DevOps teams.

De agila metoderna har under många år varit mycket framgångsrika inom informationssystemutveckling men enligt Balaji och Sundararajan Murugaiyan (2012) finns det även nackdelar med metoderna. En av dessa nackdelar är en flaskhals som kan finnas mellan avdelningarna utveckling och drift på ett företag eftersom dessa avdelningar ofta inte är anpassade till varandra (Laudon & Laudon, 2018). För att hantera dessa nackdelar har element från både agila metoder, Lean utveckling samt ett starkt samarbete mellan utveckling och driftavdelning bildat DevOps som har som syfte att förbättra produktionsflödet inom Informationssystemutveckling. Enligt Hemon, Lyonnet, Rowe och Fitzgerald (2019) är det många företag som planerar ett organisationsskifte mot DevOps eller är mitt uppe i förändringen. Denna förändring har visat sig vara en svår process för företag att få till då det krävs mycket resurser, tid, sociala och organisatoriska förändringar och även förändring av produkten för en del företag (Dornenburg, 2018; Ebert & Paasivaara, 2017; Sreenivasan & Kothandaraman, 2019; Ebert, Gallardo, Hernantes & Serrano, 2016). Detta gör att ämnes- och problemområdet är intressant att undersöka för att hjälpa till att skapa ett bättre utgångsläge för företag att ta sig an förändringen mot DevOps. Med hjälp av en kvalitativ fallstudie med semistrukturerade intervjuer som datainsamlingsmetod var syftet att undersöka frågeställningen: ”Vilka utmaningar och kritiska framgångsfaktorer finns för SME vid införande av DevOps med ramverket SAFe?”. För att hjälpa till att besvara frågeställningen skapades även två delfrågor: 1: ”Vilka systemutvecklingsområden är utmanande i en DevOps-kultur?” och 2: ”Hur upplever anställda som påverkas av övergången att gå över till en DevOps-kultur?”. Den insamlade datan har sedan kodats enligt Gillham (2008) tiostegs-process för att hitta kategorier och teman.Resultatet av denna studies frågor visade att främst tre utmanande områden finns vid ett införande av DevOps, vilka är (1) automatisering, (2) kulturen och nya samarbeten samt (3) om produkten är komplex och utvecklad under många års tid. Resultatet avseende anställdas upplevelser visade att tids- och resursbrist var mycket framträdande hos respondenterna då de inte anser att det finns tid för att arbeta med DevOps-främjande aktiviteter. Ett annat fynd som gjorts var att de sociala förändringarna stärker vi-känslan men kan samtidigt bidra till frustration och stress, samt att inställningen till DevOps är viktig då det krävs en villighet till förändring både från ledning och de anställda när det kommer till en stor organisatorisk förändring.Framgångsfaktorerna som denna studie resulterat i handlar mycket om att vara förberedd, planera och låta förändringen ta den tid som behövs. Det framkom även att det är en framgångsfaktor att investera i och ta vara på interna resurser och deras vilja att arbeta med DevOps-främjande aktiviteter.

Manual deployments of software is a tedious, repetitive and non-scaling method of deploying software.Continuous Delivery is a practice that enables automated deployment of software in a rapid fashion at the click of a button.When deciding whether to start using a new practice, software companies need to make an assessment from a cost-benefit perspective.This thesis compares automated deployments through Continuous Delivery with manual deployments from a cost perspective.The comparison is done at a small software company where two tools for Continuous Delivery are chosen based on requirements imposed by the company. The tools, Octopus Deploy and Azure DevOps, are cost efficient to different degrees.Octopus is cost efficient if several deployments per week are necessary, particularly if many deployment targets are involved.Azure DevOps is quickly cost efficient in most cases due to its pricing scheme, only needing roughly one deployment per week for few deployment targets, and a couple of deployments per year for many deployment targets.The initial cost of having a paid employee set up the tool needs to be paid off, but is easily done within a year using weekly deployments with a small number of deployment targets.

Submitted by Filipe dos Santos (fsantos@pucsp.br) on 2017-06-20T12:21:32Z No. of bitstreams: 1 Carlos de Amorim Levita.pdf: 2652328 bytes, checksum: e3f7e47bcfe57544619b85c39afdef7e (MD5) / Made available in DSpace on 2017-06-20T12:21:32Z (GMT). No. of bitstreams: 1 Carlos de Amorim Levita.pdf: 2652328 bytes, checksum: e3f7e47bcfe57544619b85c39afdef7e (MD5) Previous issue date: 2017-05-22 / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior - CAPES / This work aims to identify how large organizations that use DevOps approach structure themselves to achieve agility in applications deployment. For this purpose, a case study was performed in companies that are using techniques to enable the DevOps approach implementation. This is a key initiative to address the new digital business requirements at the speed currently needed by internal users and clients, while keeping the controls required by Information Technology. To better understand the DevOps movement, this research aimed to map the main DevOps practices, based on literature review, in order to outline a theory that demonstrates its use. Furthermore, it was also intended to present a DevOps maturity assessment model, based on questions with structured answers about each of the previously described practices. The fieldwork methodology was based on a case study, in order to apply the DevOps maturity assessment model that was developed. As a result, a detailed description was presented, with the path chosen by each company to implement the DevOps practices in the IT department. After that, a comparative analysis was made between the researched cases to show possible improvement points, indicated by means of the notes achieved with the use of the DevOps maturity assessment model. The conclusion allowed to highlight two practical paths for IT reorganization, proven by the field research, in order to successfully implement a joint approach of DevOps practices and agile methodology for application development / Este trabalho visa identificar como organizações de grande porte, que utilizam a abordagem DevOps, estruturam-se para obter agilidade na implementação de aplicações. Para tanto, foi feito um estudo de caso em empresas que estão usando técnicas para viabilizar a implementação da aborgadem DevOps. Trata-se de uma iniciativa essencial para conseguir atender aos novos requisitos de negócios digitais com a velocidade atualmente exigida pelos usuários internos e clientes, mantendo ao mesmo tempo os controles requeridos pela Tecnologia da Informação. Para melhor entender o movimento DevOps, esta pesquisa teve por objetivo mapear as principais práticas DevOps, com base na revisão da literatura, de modo a traçar uma teoria que demonstre a sua utilização. Além disso, este trabalho pretendeu também apresentar um modelo de avaliação da maturidade DevOps, baseado em questões com respostas estruturadas sobre cada uma das práticas previamente descritas. A metodologia para o trabalho de campo foi baseada em um estudo de caso, com o intuito de aplicar o modelo de avaliação de maturidade que foi desenvolvido. Como resultado, apresentou-se uma descrição detalhada sobre o caminho escolhido por cada empresa para implementar as práticas DevOps em seu departamento de TI. Em seguida, foi feita uma análise comparativa entre os casos estudados, de modo a mostrar possíveis pontos de melhoria, apontados por meio das notas obtidas com a aplicação do modelo de avaliação da maturidade DevOps. A conclusão do trabalho permitiu evidenciar dois caminhos práticos para reorganização da TI, comprovados pela pesquisa de campo, de modo a implementar com sucesso uma abordagem conjunta de práticas DevOps e metodologia ágil para o desenvolvimento de aplicações

En anledning till att DevOps har blivit populärt hos många organisationer med fokus på mjukvaruutveckling beror på att det för utveckling och drift närmare varandra vilket ökar effektiviteten. Vidare framgår det att det finns en kunskapslucka i implementationen av DevOps. Syftet med detta arbete var därför att undersöka hur svenska organisationer hanterar implementationen av DevOps. Studien utredde även vilka hinder som uppkommit och hur dessa hinder hanterats av organisationerna. I denna undersökning genomfördes semistrukturerade intervjuer för att samla in nödvändig kvalitativa data för att svara på studiens frågeställningar. Dessa intervjuer genomfördes hos fem svenska organisationer för att samla ett brett dataunderlag. För att öka förståelsen hos den insamlade datan utfördes en tematisk analys som sedan jämfördes med tidigare litteratur inom området. Studien fann att endast två av de tre implementationsmetoder som identifierats i en tidigare studie fanns implementerade i svenska organisationer. Studien presenterar vilka implementationsmetoder som kan passa olika organisationer, vilka hinder som kan förekomma med vald implementationsmetod, samt en uppdaterad översikt hur organisationer har gått tillväga i Sverige med implementationen av DevOps. / A reason why DevOps has become popular in many organizations with a focus on software development is because it brings development and IT-operations closer to each other, which increases efficiency. Furthermore, it appears that there is a knowledge gap in the implementation of DevOps. The purpose of this work was therefore to investigate how Swedish organizations handle the implementation of DevOps. The study also investigated which obstacles arose and how these obstacles were handled by the organizations. In this survey, semi-structured interviews were conducted to collect the necessary qualitative data to answer the question posed. These interviews were conducted at five Swedish organizations to gather a broad base. To create an understanding of the data, a thematic analysis was performed which was then compared with previous literature in the field. The study found that only two of the three implementation methods identified in a previous study were implemented in Swedish organizations. The study presents which implementation methods can suit different organizations, what obstacles may occur with the chosen implementation method, and an updated view on how organizations have proceeded in Sweden with the implementation of DevOps.

This research initiative, which takes the shape of an interpretive qualitative case study, intends to investigate the key considerations for organizations that are to adopt IaC and select an IaC tool. Interviews with operations specialists with varying experience with Infrastructure as Code were conducted for data collection, which was then followed by thematic data analysis. The gathered data included insights based on the experiences of various professionals at Atlas Copco. The thematic analysis approach was applied in order to detect repeating patterns and themes in the gathered data, which paved the way to extract significant conclusions. The case study’s findings highlight five critical elements in two different domains for successful IaC integration and tool selection. The first identified domain was that of adoption and integration. To begin with, technical expertise such as programming skills, version control skills, and cloud computing was identified to be a critical consideration belonging to this domain. Secondly, resources such as time, learning materials, courses, and tools were identified as important factors for the integration, and perhaps especially so for the individuals with less prior experience with DevOps and IaC. Thirdly, organizational change was identified as a critical component for successful integration. The two remaining themes belonged to a domain that was named tool selection. These themes were ease of use and security. In summary, this paper provides insights into the key consideration of IaC adoption and IaC tool selection. Its findings underscore organizational change, resources, expertise for successful adoption, ease of use, and security for successful tool selection. It aims to be valuable to any individual or organization who is to adopt IaC or conduct research on the topic of software engineering and IaC. Due to the small sample sizes and the absence of software developers in the data collection, there is clear need for future research to enhance the academic understanding of IaC tool selection and IaC adoption. / Detta forskningsinitiativ, som tar formen av en interpretivistisk kvalitativ fallstudie, avser att undersöka de viktigaste övervägandena för organisationer som ska anta IaC och välja ett IaC-verktyg. Intervjuer med utvecklings- och driftspecialister med varierande erfarenhet av IaC genomfördes för datainsamling, som sedan följdes av en tematisk dataanalys. Den insamlade datan inkluderade insikter baserade på erfarenheter från olika yrkesverksamma på Atlas Copco. Den tematiska analysmetoden användes för att upptäcka återkommande mönster och teman i insamlad data, vilket banade vägen för att dra viktiga slutsatser. Fallstudiens resultat lyfter fram fem kritiska element inom två olika domäner för framgångsrik IaC-integration och verktygsval. Den första identifierade domänen var antagande och integration. Till att börja med identifierades teknisk expertis såsom programmeringsskicklighet, versionskontrollfärdighet och erfarenhet av molntjänster som kritiska faktorer i denna domän. För det andra identifierades resurser som tid, läromedel, kurser och verktyg som viktiga faktorer för integrationen, i synnerhet för de individer med mindre tidigare erfarenhet av DevOps och IaC. För det tredje identifierades organisatorisk förändring som en kritisk komponent för en framgångsrik integration. De två återstående teman tillhörde en domän som fick namnet verktygsval. Dessa teman var användarvänlighet och säkerhet. Sammanfattningsvis ger den här rapporten insikter i de viktigaste aspekterna av IaC-antagande och val av IaC-verktyg. Dess resultat understryker organisationsförändringar, resurser, expertis för en framgångsrikt antagande och integration och användarvänlighet och säkerhet för framgångsrikt val av verktyg. Den avses vara värdefull för individer och organisationer som strävar efter att integrera IaC i sitt arbete, eller för den som forskar inom mjukvaruutveckling och IaC. På grund av den relativt lilla sticksprovsstorleken och frånvaron av mjukvaruutvecklare i datainsamlingen finns det ett tydligt behov av framtida forskning för att förbättra den akademiska förståelsen av IaC-verktygsval och IaC-antagande.

The evolution of software applications from single desktops to sophisticated cloud-based systems is challenging. In particular, applications that involve massive data sets, such as geospatial applications and data science applications are challenging for domain experts who are suddenly constructing these sophisticated code bases. Relatively new software practices, such as Microservice infrastructure and DevOps, give us an opportunity to improve development, maintenance and efficiency for the entire software lifecycle. Microservices and DevOps have become adopted by software developers in the past few years, as they have relieved many of the burdens associated with software evolution. Microservices is an architectural style that structures an application as a collection of services. DevOps is a set of practices that automates the processes between software development and IT teams, in order to build, test, and release software faster and increase reliability. Combined with lightweight virtualization solutions, such as containers, this technology will not only improve response rates in cloud-based solutions but also drastically improve the efficiency of software development. This thesis studies two applications that apply Microservices and DevOps within a domain-specific application. The advantages and disadvantages of Microservices architecture and DevOps are evaluated through the design and development on two different platforms---a batch-based cloud system, and a general purpose cloud environment. / Graduate

DevOps is a collection of practices used to automate theprocesses between the development and the operations teams. Thereexist various barriers between these two teams as they are traditionallyseparate. As a result, software organizations implement DevOpsto mitigate these challenges. At the same time, communication challengesarise while implementing DevOps as it is not a simple task. The aim of the research is to investigate the communicationchallenges faced by developers while implementing DevOps andderiving strategies to overcome these challenges. The overall researchgoal is to find out how communication takes place in a software organization/multinational company, the communication challenges faced during the implementation of DevOps and finally the strategies followedto overcome these challenges. An empirical study has been conducted using SystematicMapping method and Interview method for data collection. 18 outof 538 papers have been selected, to identify various factors affectingcommunication and perform systematic mapping. For the interviewprocess, six participants working at various companies in the roles relatedto DevOps have been selected and semi-structured interviewshave been conducted. The data analysis has been performed usingimmersion approach and data triangulation method. A total of 12 factors affecting communication in DevOpshave been identified from the Systematic mapping. Though no newchallenge has been reported by the participants, the factors identifiedfrom the literature have been confirmed from the responses of theinterview participants and the mitigation strategies to the challengesfaced by each of these participants have been listed out by them. These findings can be used by companies struggling toimplement DevOps, to curb various communication challenges beforethey arise as well as to mitigate already facing challenges by followingthe strategies implemented by other companies. It has to be notedthat this list is not complete as new challenges may arise dependingon the software development practices of the company.

Memoria para optar al título de Ingeniero Civil en Computación / Previred S.A. es una empresa que presta servicios a la industria de la seguridad social nacional desde el año 2000. Una división de negocios, denominada Apoyo al Giro, implementa y presta servicios de información a diversas entidades de la industria previsional. Esta división de negocios cuenta con un equipo propio de desarrollo de software que construye cerca del 80% de los sistemas de información que sirven de apoyo a los servicios de negocio. Estos servicios son cada vez más demandados y gran parte de ellos son considerados críticos por sus clientes, lo que compromete a la organización a cumplir altos niveles de servicio, y se debe garantizar la continuidad operativa de los mismos. El proceso de implantación de nuevas versiones de los sistemas existentes se realiza mediante procesos manuales, con una tasa de fallos considerada insatisfactoria por los clientes internos y externos. Por otro lado, hay una tasa de fallos críticos que se espera disminuir. Un fallo crítico corresponde a una indisponibilidad del servicio productivo por varias horas o días. Una parte de estos fallos se debe a errores en el proceso de implantación en producción, por mala ejecución de las instrucciones, falta de prolijidad en la instalación, o en la elaboración de los documentos que describen los pasos a producción. El objetivo general de este trabajo es implementar un proceso de integración y entrega continua automatizado incorporando procesos y herramientas de DevOps dentro de la organización, para un servicio productivo de Previred, con el fin de reducir la tasa de fallos críticos debidos al proceso actual. Para lograr el objetivo se revisa el actual proceso de desarrollo de Previred, luego se realiza un estudio de los principales problemas y dolores que experimenta la organización con este proceso, mediante entrevistas a personas claves de la organización. Con los antecedentes recogidos se propone una modificación al proceso de desarrollo, junto con una plataforma tecnológica que apoya los cambios al proceso. Para poder plasmar esta plataforma se propone una arquitectura, y para construirla se analizan las herramientas disponibles y se seleccionan las adecuadas para la cultura y realidad de Previred. Para validar la arquitectura realizó una prueba de concepto que permite determinar la factibilidad de la plataforma propuesta. Además, se realiza una evaluación cualitativa de la solución a través de una encuesta realizada a un grupo de personas claves en la organización.

Background. DevOps is a hot topic in recent years. It emphasizes the combination of development and operation. Agile is one of the most popular development methods, but Agile mainly focused on software development part, there is no more involvement in deployment and operations. In this case, many companies consider adopting DevOps in Agile to attempt to improve the situation. Objectives. The combination of two different technologies is bound to produce some challenges, whether it is for practitioners or researchers, it is very important to find these challenges and mitigate them, so this article aims to investigate the challenges of adopting DevOps in Agile, then through the systematic literature review and survey questionnaire to determine the corresponding mitigation strategy. Then, in order to detail understand the process of adopting DevOps in Agile, we use interview to research the real process of adopting DevOps in agile. Methods. According to our research question, we used the systematic literature review(SLR), survey questionnaire and interview as our research methodology. Through literature review, we collected data of adopting DevOps in Agile, and summary the challenges and its relevant mitigation strategies. Then survey questionnaire helped us linking the content of literature to the industry, and compare their difference. Through the interview, we explored the actual process of adopting DevOps in Agile in industry, and correspond the challenges to the actual process. Results. Our study summarized the software development process of adopting DevOps based on Agile and revealed 23 challenges and corresponding mitigation strategies. The report also compares the commonalities and gaps between the results from the literature and the findings of real-life adopting of DevOps challenges and mitigation strategies. Conclusions. In this article, we introduced the challenges and corresponding mitigation strategies for adopting DevOps based on agile and summarize the corresponding software development process. The obvious challenges and mitigation strategies were divided into four categories: 1) People 2) Project 3) Process 4) Organization, after which we conducted further discussions based on the actual conditions and compared the results of systematic literature review and the results of questionnaire to detail explore their difference.