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Monday, December 5th, 2016

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    1:00p
    Five Keys to Prepare Successfully for the Transition to DevOps

    Eric Brinkman is Director of Product Management for Hostway.

    DevOps and continuous delivery models adoption have reached the point of critical mass where it’s generally accepted that these practices speed up software delivery and improve quality. While 40 percent of organizations are already adhering to DevOps patterns in some form or other, 60 percent haven’t even started their DevOps journeys yet, according to studies from 451 Research.

    For many in the latter group, diving head-first into a DevOps transformation can seem daunting. This article will review five key ingredients that organizations will need at the start for a productive DevOps practice. Don’t be intimidated that this all must happen at once. The whole point to DevOps is to continuously seek incremental improvement. Consider this the starting line for your DevOps marathon.

    For context, let’s first define DevOps borrowing from Wikipedia, “DevOps is a culture, movement or practice that emphasizes the collaboration and communication of both software developers and other information-technology (IT) professionals while automating the process of software delivery and infrastructure changes. It aims at establishing a culture and environment where building, testing, and releasing software can happen rapidly, frequently and more reliably.”

    In a nutshell, with DevOps developers and IT operations staff communicate and collaborate to build IT systems and deliver software more efficiently. Here is our roadmap on making this transition.

    Eliminate Barriers to Effective Collaboration

    Start thinking about what impediments might stand in the way of collaboration between different IT teams and find ways to get rid of them. Find ways to encourage intermingling among those teams, such as lunch-and-learns, guest speakers talking about industry best practices, retreats or conferences. Also, take advantage of collaboration tools like Slack, Hipchat and VictorOps. Organizations should also be seeking to motivate all IT staff members for collaboration through the right key performance indicators (KPIs). Remember that improving collaboration takes time, so get started on this now.

    Pick Champions For Pilot Projects to Build Successes

    Transitions are never easy and some people are more likely to push back than others when it comes to moving away from status quo. You’ll need a committed group of champions to get things started down the right path. Find the right people to fill those roles with some early planning. Look for people already predisposed with the skills and temperament good for DevOps, especially those with a willingness to learn who will lead the charge. Consider moving these people into skunkworks-style teams for pilot projects and then once they’ve gained experience and metrics to prove success, help to socialize that and evangelize among all IT staff.

    Cross-train People Outside Traditional Roles

    A big challenge of moving to DevOps is preparing operations staffers for the massive shift to automation and the mindset of spinning up infrastructure as code. For example, repetitive, frequent tasks that are prone to human error are increasingly automated in DevOps shops. This means people need to learn the intricacies of configuration management software like Puppet, Chef and Ansible. They will need to be brought up to speed on what it takes to develop the type of back-end systems that will more tightly couple automated operations functions with developers’ daily work.

    Also, developers will need to be trained in those same automation tools and a few key developers should be identified to transition to DevOps engineer roles. These developers can transfer their coding skills from coding product to developing in-house automated testing and provisioning tools that are tailored to enable the organization to continuously deliver their software.

    Prepare to Transition to New Tools

    Use tools like Git, Docker, Cassandra to get into the mindset of “cattle versus pet” where organizations think of servers as clusters that are spun up or down on-demand in the cloud rather than individual servers that last a lifetime.

    In terms of training, now is the time for everyone in IT to mentally prepare themselves for a transition to a whole new cadre of tools. DevOps transitions work better when departments have already started experimenting and gaining familiarity with tools such as: Git and Github, Docker and containerization technologies like Kubernetes, data clusters and non-relational database technology like Hadoop and Cassandra. Experimenting in these doesn’t have to be expensive. In many cases, it is possible to run hosted private clouds to support these technologies.

    5- As part of the cloud-first mode of operating, evaluate cloud providers for their ability to support a range of hosting environments and managed services

    Organizations seeking to benefit from DevOps methodologies should look to partner with a provider that offers a broad range of cloud hosting options, along with managed services. Providers with hybrid cloud offerings, including both public and private resources, are best positioned to help IT organizations maximize deployment flexibility, security and overall performance. Since automation is critical in DevOps, be sure to evaluate the openness of the provider’s API ecosystem, integration capabilities, and support of build-your-own custom DevOps tools. Select a cloud hosting provider that delivers managed support across the entire environment so you’re not burdened by managing day-to-day operational tasks to keep the infrastructure up and running.

    Conclusion

    This should give you some ideas on steps to take as you prepare for a successful transition to DevOps, and the necessary cultural and technological changes that must take place.

    Ultimately, this will lead to developers having the capabilities to automatically provision development environments, test code and push it live and operations staff creating automated systems rather than performing discrete tasks. This means increased agility to respond to business needs with corresponding increases in productivity and operational efficiency – and that defines DevOps success.

    Industry Perspectives is a content channel at Data Center Knowledge highlighting thought leadership in the data center arena. See our guidelines and submission process for information on participating. View previously published Industry Perspectives in our Knowledge Library.

    6:54p
    HPE and Schneider Electric to Partner on ‘Micro Datacenters’

    Industrial automation provider Schneider Electric and Hewlett Packard Enterprise plan to announce a partnership on a templated, pre-configured architecture for what is being described as “a micro-modular data center for distributed IT and edge computing.” The announcement is set to come Monday afternoon during the data center, infrastructure, and operations management conference in Las Vegas Monday sponsored by analyst firm Gartner,

    That product is being made available to HPE customers immediately, according to the company.

    “HPE is announcing what they’re calling their Micro Datacenter,” stated Steven Carlini, Schneider’s senior director for data center global solutions, in an interview with Data Center Knowledge.  “They’re partnering with us for delivering this solution.

    “What’s less interesting to the IT guys is physical infrastructure.  The enclosures, the VDUs [video display units], the cooling, the environmental monitoring, the door-open and door-closed security monitoring, that kind of thing.  Schneider is partnering with the IT OEMs, helping them deliver these smaller solutions easily and cost-effectively to the customers ­­– what we call, drop-in-place micro data centers.”

    HPE told us its role in the partnership will be to provide the base server hardware, which in this instance will come from its Converged System product line including its Hyper Converged servers, plus its new Edgeline servers.  The server maker has been recently marketing ConvergedSystem servers to customers that require large amounts of data be stored in close proximity to their operations – for example, to natural gas producers conducting seismographic operations at remote sites.

    Schneider’s Carlini paints a picture of a complete drop-in-place, modular unit that can be assembled and deployed in a matter of a few days, with HPE hyperconverged servers and HPE management software ready-to-go, but also with operations management tools for Schneider’s drop-in-place infrastructure also pre-provisioned.

    “This hybrid IT solution integrates data center infrastructure management (DCIM) with HPE OneView IT infrastructure management to provide a single management interface with a converged view of IT and data center facility from a customer’s centralized operations,” reads a statement from HPE Monday morning.  “In addition to pre-configured architectures, the HPE Micro Datacenter also supports custom configurations to the customers’ business requirements.”

    “At Schneider, our goal is to be the standard physical infrastructure supplier,” remarked Carlini, “for all these next-generation micro data centers.  So we are working and partnering with the IT vendors’ office, and we’re designing some solutions that are going to have packaging to enable the IT vendors to integrate and ship their solutions within our micro data center solutions.”

    Power, cooling, monitoring, and security will be Schneider’s contribution to the architectural platform, he said.

    We asked Carlini whether Schneider’s expectation is that these drop-in-place modules will be customized for Internet of Things-related applications, especially given that HPE’s Edgeline servers will be among the options.

    He told us that certain models will come equipped with gateways ready to be bridged with IoT sensors.  “There’s different packages from the vendors that are IoT specific, that we will put into the micro data centers,” he added.

    Carlini’s phraseology – particularly referring to partner vendors in the plural – suggests that HPE is not the only server vendor who will be producing a modular micro data center infrastructure in the near term.

    10:48p
    Cisco-Arista Trial Reveals Bad Blood Over Networking Tech

    BLOOMBERG — Blood feuds don’t typically revolve around command line interfaces and a few typos. This one does.

    Over the next two weeks officers and alumni of Cisco Systems Inc. will be taking the stand in a copyright trial in San Jose, California. The case is part of a broader legal fight pitting the world’s largest networking equipment maker against upstart rival Arista Networks Inc., a company founded by Cisco executives and headquartered about two miles away.

    While Cisco has always been a training ground for networking industry leaders, the company’s executive chairman, John Chambers, now views his former employees as adversaries. Cisco’s lawyers contend Arista’s founder, chief technology officer, chief executive officer and others knew they were copying technology because they were directly responsible for what was ripped off before they left Cisco.

    Testifying on Monday, Chambers said he didn’t reach out to Arista before filing the lawsuit, but downplayed any personal animus.

    “In my mind, they knew exactly what they were doing and a phone call wouldn’t have helped,” Chambers said. “It is hard to accuse people who are your friends — and they are still my friends — of stealing from you. But this was so blatant.”

    For Chambers and the networking giant, the dispute with Arista is more than an executive feud or intellectual property spat. Arista reflects a change in the networking industry that challenges Cisco’s biggest source of revenue: its 56.5 percent share of the switching market valued at $25.6 billion in 2015 by IDC. The smaller company has taken market share with software-based products that appeal to some of the biggest networking gear buyers, who are looking for alternatives to Cisco’s expensive hardware and locked-down software.

    “It is personal for Cisco and there’s a business reason,” said Michael Genovese, an analyst at MKM Partners LLC. “Arista knows what Cisco’s doing, knows that it’s personal and knows that they’re doing it because they want to hurt Arista.”

    There’s little chance Cisco will agree to settle the case, even for a cash payout, according to Genovese. The $500 million in damages Cisco seeks is a drop in the bucket for a company that posted $12.4 billion of revenue in its most recent quarter. It wants customers to regard Arista, with revenue of $290.3 million in its last quarter, as a risky supplier and is asking a Washington trade agency to block shipments of its products.

    The case centers around Cisco’s allegation that Arista infringed its copyrighted command line interface terms — words used to control hardware and software functions — to make it easier for customers to switch to Arista gear. Arista executives have publicly touted this objective in presentations and marketing. The copying even included cutting and pasting from manuals, not even bothering to fix typos, Cisco said.

    Bloomberg Intelligence: Cisco’s Court Battle With Arista

    Arista maintains that commands aren’t entitled to copyright protection and are freely available to all developers. It also denies infringing Cisco’s patent on the user interface and says that other companies use identical commands in their equipment. Cisco is singling it out because it wants to hobble a successful competitor, Arista said. Cisco counters that Arista’s use of its commands is far more extensive.

    Cisco Pedigrees

    Key figures on both sides know each other well. Jayshree Ullal, Arista’s current CEO, founder and chairman Andy Bechtolscheim, the heads of its software and hardware engineering and four of the seven members of its board of directors all used to work for Cisco. Charlie Giancarlo, one of those board members identified as a witness in the trial, was once picked by analysts as the eventual successor to Chambers as Cisco CEO.

    Analyst Rohit Mehra, who leads network infrastructure research at IDC, said Arista is growing because it has “the advantage of being a relatively smaller, nimble company.”

    “Given the rapid growth of Arista, Cisco obviously wants to find ways to slow them down or stop them entirely,” Mehra said. “There’s a lot of bad blood between them.”

    Legal Skirmishes

    The California trial is just one of several legal skirmishes between the two. There are three main fronts — federal court in California, the U.S. International Trade Commission in Washington and the U.S. Patent and Trademark Office in Alexandria, Virginia.

    Arista has fought back by filing an antitrust complaint, accusing Cisco of using sham litigation and its market power to suppress competition and punish customers by charging them higher prices if they opt to buy products from both companies rather than just Cisco.

    The enmity between the companies was clear from their lawyers’ opening arguments to the jury. On one side there’s a bully; on the other, a thief taking short cuts.

    “This lawsuit is an effort by an older established company with older technology to prevent fair competition by a young new company with new technology and better products,” Arista’s lawyer, Bob Van Nest, told jurors, according to a court transcript.

    Cisco’s lawyer, David Nelson, told jurors to expect Arista will argue its command line interface is “not valuable, nobody uses it, nobody needs it.”

    “But then they are also going to tell you, well, we had to use it. We couldn’t get into the market,” Nelson said. “Think about that: both of those things can’t be true. But you are going to hear both of those things from them.”

    Sibling Squabble

    It’s like a fight between squabbling siblings, each telling their parents that the other has been bad, said Josh Rich, a patent lawyer with McDonnell Boehnen Hulbert & Berghoff in Chicago, who isn’t involved in the case. He said the showdown is akin to Apple Inc.’s years-long battle with Samsung Electronics Co. over smartphones, which started with the late Apple CEO Steve Jobs “feeling he was robbed.”

    “It’s going to be a tooth and nail fight,” Rich said. “This is a way that each side can leverage the legal system to make their market position stronger and the other side’s weaker.”

    The trial case is Cisco Systems Inc. v. Arista Networks Inc., 14-5344, U.S.District Court for the Northern District of California (San Jose).

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