Most teams have insufficient insight into the current environment at each endpoint; therefore, failures take time to investigate, and often unique tweaks and fixes are needed to handle each change in the state of the distributed system. That’s why DevOps engineers are doing so much hand-coding. Engineers are finding they must stop the normal CI/CD flow, investigate what part of an endpoint infrastructure is not running, and then make manual tweaks to the software and deployment code to compensate for the change. Here’s the thing: there will always be changes to the system. Infrastructure environments never stay static, and therefore a lot of “continuous deployment” systems aren’t really continuous at all. Because DevOps engineers don’t always know the state of each endpoint environment in a distributed system, the CI/CD pipeline can’t possibly be adaptive enough. In the end, the process of ensuring continuous deployment in distributed environments can be extremely burdensome and complicated, slowing the pace of business innovation.
To truly ensure the organization’s stability, CTOs need to pay as much attention to the seemingly smaller tasks as they do the big transformational changes. This starts with having a rigorous diligent process by understanding where the business is today and looking in-depth for any weak spots. To do this, CTOs need to look towards the specialist solutions provided by the right vendor. Adoption of a configuration management tool can allow CTOs to have oversight of the whole IT suite, which is able to identify and track changes against a defined set of policies and flag any deviances for rectification. Policies that are devised from the Center for Internet Security (CIS) guidelines mean that CTOs have an established standard of security measures to work with, facilitating visibility and control to make required changes and pursue a continuous improvement strategy by achieving best practice configuration. For critical legacy applications that need to make the successful move to a newer operating system version, application compatibility packaging can allow for them to be transplanted to an on-prem, hybrid or cloud system without the need for any code modifications.
Despite the promise agile methodologies hold for the public sector, certain characteristics can make government entities a difficult fit for the agile model. Government budgets tend to follow longer time horizons—often annual—than agile cadences; internal competition for funding between agencies for a fixed pool of funding can discourage collaboration across government; and because the returns on investments in change are often dispersed within the government and to the public, it can be difficult to motivate employees to work for an upside they cannot necessarily see or experience. The public sector’s hierarchical structure—and its accompanying culture and ways of working—can also make implementing agile methodologies, such as flat organizations and fast iterations, difficult. ... Agile operating models configure teams based on facilitating outcomes instead of on function and expertise. This orientation can boost productivity and engagement by limiting handoffs between functional silos and focusing a wider array of skills on a shared objective.
Architecting modern software applications is a fundamentally explorative activity. Teams building today’s applications encounter new challenges every day: unprecedented technical challenges as well as providing customers with new ways of solving new and different problems. This continuous exploration means that the architecture can’t be determined up-front, based on past experiences; teams have to find new ways of satisfying quality requirements. ... Some decisions will, inevitably and unavoidably, create technical debt; for example, the decision to meet reliability goals by using a SQL database has some side effects on technical debt (see Figure 1). The now long-past “Y2K problem” was a conscious decision that developers made at the time that reduced data storage, memory use, and processing time needs by not storing century data as part of standard date representations. The problem was that they didn’t expect the applications to last so long, long after those constraints became irrelevant.
Digital identity enables greater cybersecurity and data ownership. While this use case speaks volumes about how the future of the energy market may take shape, the application of DIDs ultimately enables better cybersecurity for grid operators. For instance, when compared with traditional Web1 or Web2 approaches, Morris explained that most grid operators use a centralized database to manually enter information about sensors or hardware located on utilities within their network. Yet, such an approach could allow for grid operators to collect user data and even gain control of those sensors. “This level of centralization is a cybersecurity risk, which is why our solution with Stedin also proves to be a cybersecurity application,” Morris remarked. Jongepier added that Stedin was indeed looking to raise the bar on its cybersecurity. “Blockchain is effective for this because it provides the ground rules for utilizing decentralized identifiers for Stedin’s IoT assets, serving as a solution for raising the bar on security.”
The IAM process is a critical base for secure, cost-effective and efficient business operations. The foundation of IAM is comprised of the process first, followed by people, then technology. The spotlight on zero trust has witnessed sizeable traction, but most do not realize that to get that model off the ground, the identity process plays a vital role. There is no zero-trust model without a rock-solid identity process. Complex access permissions, loose processes within access management and insider threats are the most common reasons for a breach. A study sponsored by the Identity Defined Security Alliance found that 99% of security and identity professionals believed that identity-related breaches were preventable. And yes, it is preventable. Can you imagine not setting up a process to revoke access of a disgruntled employee or even someone gullible immediately after the employment is discontinued? The longer it takes to revoke access because there is no set protocol or process, the higher the chances of the organization being exposed.
Tung uses the term "phygital" to describe the result when digital practices are applied to physical experiences, such as in the case of autonomous management of edge data centers. "We see creating highly personalized and adaptive phygital experiences as the ultimate goal," she notes. "In a phygital world, anyone can imagine an experience, build it and scale it." In an edge computing environment that integrates digital processes and physical devices, hands-on network management is significantly reduced or eliminated to the point where network failure and downtime is automatically detected and resolved, and configurations are applied consistently across the infrastructure, making scaling simpler and faster. Automatic data quality control is another potential benefit. "This involves a combination of sensor data, edge analytics, or natural language processing (NLP) to control the system and to deliver data on-site," Gallina says. Yet another way an autonomous edge environment can benefit enterprises is with “zero touch” remote hardware provisioning remotely at scale, with the OS and system software downloaded automatically from the cloud.
In the past, application developers and infrastructure staff worked in separate arenas. Sparring between the two was all too common. Today that boundary is blurred, with the work being shared between the various stakeholders. With respect to security, this is referred to as “shifting left”; that is, moving security testing efforts earlier – from operations to the development realm. This emergent approach puts increasing security responsibility on developers. It evolved when companies realized that code could no longer wait to run in a production environment before being tested for weaknesses. Rather, it’s far more efficient to test it earlier during development. The multiplicity of security roles is another aspect of this process. AppSec, DevSecOps, and product security all share responsibility for alerts, control, and resolution of various threats that target enterprise applications. Such significant changes don’t make application development easier for organizations. In today's more agile development models, where speed and automation rule, developers are under pressure to build and ship applications faster than ever.
Much like the multiple national currencies that already exist in the real world, the metaverse will use its own currency or cryptocurrency. While crypto as a digital currency is set to develop over time, it could also lead to significant increase in “money laundering” attempts within the metaverse’s virtual economy. As these digital currencies are set to evolve, uncertainties surrounding their transferability from one metaverse to another and a lack of provision for secure exchanges between buyers and sellers could lead to the exploitation of the newly developed financial system by threat actors. ... At present, the metaverse poses significant security challenges as most of its users value interconnectivity and their user experience over intrusive online safety measures. This could exacerbate the security concerns or privacy issues that already exist within social media. Considering the inherent challenges imposed by web domains to govern or control areas beyond traditional national borders, the metaverse could also present itself as an unregulated environment to cyber criminals.
Four forces have shaped workforce strategies at key moments throughout human history—and they’re at it again. By understanding how the forces have operated in the past, you can better prepare your contemporary workforce to weather tomorrow’s challenges. ... Scarcity also emerges from technological shifts. For example, automation is creating redundancies in some fields, while a growing need for workers in advanced and emerging technologies is generating shortages in others. Demographic trends also help determine how scarce or plentiful workers are—and have huge economic and social implications. But scarcity isn’t just about head count or even dealing with the unprecedented challenges of the “great resignation”— it’s also about the abundance of skills your people have. For example, your company may have the right experts and specialists in place, and plenty of workers to fill vital roles. But you may still face a scarcity problem if your workforce lacks the broad-based skills it will need to succeed. The company may have a deficit in leadership or management skills, for example, or decision-making skills, project management skills, or even interpersonal skills.
Quote for the day:
"Leaders respond & change; the rest quit and blame." -- Orrin Woodward