Deployment coordination for cross-functional DevOps teams

Use of infrastructure as code (IaC) scripts helps software teams manage their configuration and infrastructure automatically. Information technology (IT) organizations use IaC scripts to create and manage automated deployment pipelines to deliver services rapidly. IaC scripts can be defective, resulting in dire consequences, such as creating wide-scale service outages for end-users. Prediction of defective IaC scripts can help teams to mitigate defects in these scripts by prioritizing their inspection efforts. The goal of this paper is to help software practitioners in prioritizing their inspection efforts for infrastructure as code (IaC) scripts by proposing defect prediction model-related metrics. IaC scripts use domain specific languages (DSL) that are fundamentally different from object-oriented programming (OOP) languages. Hence, the OOP-based metrics that researchers used in defect prediction might not be applicable for IaC scripts. We apply Constructivist Grounded Theory (CGT) on defect-related commits mined from version control systems to identify metrics suitable for IaC scripts. By applying CGT, we identify 18 metrics. Of these metrics, 13 are related to IaC, for example, count of string occurrences in a script. Four of the identified metrics are related to churn, and one metric is lines of code.

In the evolving landscape of software development, DevOps has emerged as a pivotal philosophy, blending software development (Dev) with information technology operations (Ops) to shorten the development lifecycle and provide continuous delivery with high software quality.Central to this paradigm is the concept of Infrastructure as Code (IaC), a practice that programmatically manages and provisions infrastructure through code rather than through manual processes. This paper delves into the integral role of IaC in actualizing DevOps objectives, highlighting how it catalyzes automation, ensures consistency and standardization, facilitates rapid deployment, and enhances collaboration. Through a comprehensive analysis, we explore how IaC not only automates and streamlines operations but also embeds compliance and security into the development process, aligning closely with the DevOps ethos of swift, reliable, and frequent deployments. Additionally, the paper addresses the challenges inherent in implementingIaC within a DevOps framework and proposes best practices to navigate these complexities effectively.The future of software development and IT operations is envisaged as a continuum where IaC and DevOps co -evolve, paving the way for more agile, efficient, and secure IT infrastructure management.

Infrastructure as Code (IaC) is transforming the way the IT systems of the enterprise are put into place and managed. The presented paper is a quantitative study of the effects of IaC. IT specialists were interviewed and the data was compared between the traditional systems and IaC-based systems. The analysis indicates IaC saves deployment time, costs, percentage better resource utilization, and reliability of the system. It also minimizes configuration error source and manual efforts. There are still certain challenges such as security issues and some requirement of appropriate abilities. The research demonstrates that IaC can be successfully used as the means of enhancing IT functioning and accelerating and streamlining the delivery of services in the contemporary enterprises

Planning future Multi-Domain Battle (MDB) missions requires extensive, complex, and real-time collaboration and coordination between many Warfighting Functions and Domains such as Electronic Warfare (EW), Positioning, Navigation and Timing (PNT), Network Operations, and Cyber Operations. This collaboration and coordination requires synchronization of the associated domain processes and activities. Large Infrastructure projects for Command and Control (C2) are designed to integrate and align these processes through Information Technology (IT) services, such as decision aids, collaboration tools, and communication tools. New acquisition initiatives are driving infrastructure development to support the rapid fielding of capabilities through a modular software development approach. State-of-the-Art Shared Infrastructure Services can be developed using Agile Software Development (ASD) methods such as Scrum, Kanban, or Extreme Programming. However, the integration of these IT services cannot be easily planned since they are developed at the technology (i.e., software implementation) level according to the selected ASD method. Engineering the Infrastructure as Code (IaC) results in a gap between doctrinal processes and required system functionality since developers quickly code and configure small functional modular units at the technology level, while bypassing the traditional top-down waterfall flow from requirements to design. Furthermore, IaC does not explicitly require consulting a systems architecture. To improve the alignment of configured IT infrastructure services with doctrinal processes, this paper seeks to determine the extent to which agile Development Operations (DevOps) process can implement C2 doctrine while supporting dynamically-changing mission requirements and an operational environment. This paper proposes an automated Systems Engineering workflow to realize IT infrastructure services using Model-Driven Architecture (MDA) and a military DevOps.

This article examines modern approaches to testing multi-module services built on the Spring Boot framework, considering the growing popularity of microservice architecture. A wide range of materials is analyzed, including both scientific articles and practiceoriented books, covering various aspects of testing: from classical unit and component testing to integration scenarios, contract testing, and end-to-end (E2E) testing. Special attention is given to the use of container technologies (Docker, TestContainers), which enhance the reproducibility and isolation of the test environment. Additionally, the organization of continuous integration and delivery (CI/CD) pipelines is discussed as a crucial factor for the timely detection and resolution of defects. The study recommends using Infrastructure as Code (IaC) to prevent "drift" between different environments and highlights prospects for scaling testing processes in cloud platforms. The most successful practices are summarized and systematized, including a multi-level testing strategy, contract compatibility checks between services, and a consistent infrastructure for continuous integration and delivery, which ensures stability and accelerates release cycles. The final section contains conclusions that confirm the importance of integrating all the aforementioned approaches into a unified development process for microservice systems. This article will be valuable to professional software developers, DevOps engineers, researchers in distributed systems, and anyone aiming to improve the quality and efficiency of microservice application testing.

The rapid pace of software development and deployment in today's digital world demands an integrated approach to security, particularly in Continuous Integration/Continuous Deployment (CI/CD) pipelines. Traditional approaches to security, where it is added at the end of the development lifecycle, have proven inadequate in addressing the complexities and vulnerabilities introduced by fast-moving development cycles. DevSecOps (Development, Security, and Operations) represents an evolution of the DevOps culture that integrates security as an essential component throughout the development process, rather than as an afterthought. This paper explores the role of DevSecOps in ensuring continuous security integration within CI/CD pipelines, focusing on its principles, practices, and impact on both security and development efficiency. DevSecOps emphasizes the shift-left approach, where security is integrated early in the software development lifecycle (SDLC) to identify and mitigate vulnerabilities before they reach production. By embedding security practices into CI/CD workflows, organizations can achieve continuous security validation and testing in tandem with software development activities. Key components of a successful DevSecOps implementation include automated security testing, real-time vulnerability scanning, infrastructure as code (IaC) security, and threat intelligence integration. Through the use of tools like static application security testing (SAST), dynamic application security testing (DAST), and software composition analysis (SCA), DevSecOps facilitates the continuous monitoring of code, configurations, and infrastructure for security issues. This paper also examines the cultural shift required to adopt DevSecOps within development teams. It highlights the importance of fostering collaboration between development, security, and operations teams to ensure seamless integration of security practices into the CI/CD pipeline. By aligning security teams with development and operations, DevSecOps fosters a culture of shared responsibility for security, breaking down silos that traditionally hinder effective security integration.

Contemporary Information Technology (IT) infrastructure, essential to the global economy, requires an unprecedented symbiosis between the physical principles of Telecommunications Engineering and the advanced logics of Software Engineering. This scientific article aims to analyze, from a technical and integrative perspective, how the application of signal processing fundamentals, network theory, and transmission systems enhances the efficiency of modern automation and observability strategies in mission-critical corporate environments. The methodology is based on a systematic bibliographic review and critical analysis of distributed architectures, correlating the robustness of mainframe systems with the agility of hybrid cloud architectures. The implementation of Infrastructure as Code (IaC), microservices orchestration, and data governance are discussed as vectors for mitigating latency and systemic failures. The results indicate that "hyperautomation" is not just a productivity tool, but an engineering imperative to ensure the resilience and security of complex digital ecosystems. It is concluded that the professional profile capable of unifying the rigor of telecommunications hardware with the flexibility of software development is decisive for the technological sustainability of organizations.

The adoption of DevOps has significantly reshaped modern software engineering by tightly integrating development and operations activities to achieve faster, more reliable, and scalable software delivery. Despite widespread industry adoption, empirical research on the quantifiable impact of DevOps practices remains fragmented. This study aims to investigate how contemporary DevOps practices influence software quality, delivery speed, and team productivity in real-world environments. A mixed-method approach was employed, combining a multi-case study across four mid-to-large enterprises with a controlled simulation of key DevOps performance metrics. Data were collected from interviews, DevOps telemetry tools (e.g., Jenkins, GitLab CI/CD, Docker, and Kubernetes), and automated system logs. The findings indicate that mature DevOps adoption is associated with a 45% increase in deployment frequency, a 38% reduction in lead time for changes, and a 32% decrease in change failure rates. Nonetheless, organizations face persistent challenges in integrating security (DevSecOps), managing technical debt, and fostering cultural alignment across siloed teams. The results confirm the strategic importance of Infrastructure as Code (IaC), continuous monitoring, and automated testing in optimizing DevOps outcomes. For practitioners, this study offers a practical roadmap for scalable and sustainable DevOps transformation. For researchers, it identifies critical gaps in socio-technical integration and intelligent automation that warrant further investigation. This research contributes to bridging empirical evidence and theoretical frameworks in the evolving field of DevOps in software engineering.

As enterprises increasingly adopt Azure DevOps for continuous integration and continuous deployment (CI/CD), ensuring robust security and compliance in cloud-based DevOps pipelines has become a critical challenge. This article explores the complex landscape of security and compliance within Azure DevOps, focusing on the hurdles faced by organizations during deployment and operation at scale. We delve into common security risks, such as unauthorized access, data breaches, and configuration vulnerabilities, while also addressing the complexities of adhering to industry-specific compliance frameworks, including GDPR, HIPAA, and SOC 2. The study reviews current best practices for integrating security into the DevOps pipeline, emphasizing the importance of Infrastructure as Code (IaC), identity and access management (IAM), automated security testing, and monitoring tools. Additionally, the article evaluates how Azure DevOps tools, such as Azure Security Center, Azure Policy, and Azure Blueprints, can help streamline compliance management and mitigate risks. Through real-world case studies and expert interviews, this article provides practical solutions for enterprises seeking to enhance their security posture while ensuring compliance within their Azure DevOps workflows. The findings highlight the importance of automated security checks, compliance automation, and the need for a culture of security across DevOps teams to address the challenges of scaling enterprise deployments securely and efficiently.

Coordination Experience and Team Performance: Evidence from the Electronic Games Industry

PurposeThis study aims to investigate the impact of cross-functional coordination (cross-functional system, process and team coordination) on customer coordination (customer strategic and operational coordination) and operational performance. Following the lens of information processing theory (IPT), this study examines the diverse mechanisms of cross-functional coordination practices in enhancing firms’ information processing capabilities (IPCs) to cope with the higher information processing demands resulting from customer coordination, finally improving operational performance.Design/methodology/approachBased on data collected from 410 Chinese manufacturers, the authors use the structural equation modeling method to test the theoretical model.FindingsThe authors found that cross-functional system coordination is positively associated with customer operational coordination (COC) but not customer strategic coordination (CSC). Cross-functional process coordination increases both customer strategic and operational coordination. Cross-functional team coordination significantly promotes CSC but not COC. Both customer operational and strategic coordination facilitate operational performance.Originality/valueThis research pioneers in identifying three dimensions of cross-functional coordination based on IPT and examine their distinct impacts on various customer coordination activities. The authors distinguish two customer coordination dimensions and reveal their effects on operational performance. This research contributes to the development of IPT. Additionally, this study provides guidelines for managers to coordinate internal departments and collaborate with external customers to enhance firms’ operational performance.

Agile software development is a group of software development methodologies based on iterative and incremental development, where requirements and solutions evolve through collaboration between self-organizing, cross-functional teams [12]. The main crux of agile software development is to break the development tasks into small increments, which entails minimal planning & documentation and focuses on delivery of the increment rather than the entire software. This thus minimizes the project risk and allows the project to adapt to changes quickly. The Department of Information Technology at Manipal University Dubai had applied the principles of agility to develop the Department Portal through the efforts of its graduating students under supervision of the IT Project Cell. This paper brings out the experiences of this case study and the lessons learnt in this unique experiment. The findings published in this paper may be of particular interest to other Universities or Organizations which are evaluating the options of making changes to their traditional software development methodology to achieve efficiency and effectiveness in their software development processes. Other researchers may use the results of this case study to effectually relate their research observations or conclusions.

Purpose Incumbent organizations are being challenged to carry out the transformative change induced by digital transformation. They often address the challenge by creating diverse, cross-functional teams called breakthrough teams to imagine, plan and execute the change. The teams operate under two opposing pressures: the team’s members must undertake their daily work in the exploitative environment of the incumbent and engage in bold explorations dictated by the team’s change mandate. To address the poor understanding of what makes such teams effective in such organizations, we ask: What team-level factors influence the extent to which breakthrough teams effectively pursue their radical mandate? Design/methodology/approach We hypothesize the effect of a team-level factor called “relational climate” – the team’s vision, compassion and relational energy – on team performance defined as innovating radically innovation and engaging in effective processes. We posit that the effect is fully mediated by the team’s two boundary mechanisms – spanning and buffering – which define how the team interacts with its environment. We validate the research model using survey data from 184 teams in 90 organizations engaged in digital transformation. Findings We find that teams’ boundary mechanisms fully mediate the effect of the relational climate on radical innovation and process performance. Selective incentives and higher-level information technology (IT) capabilities also have a significant effect on radical innovation. Practical implications This study is motivated by the need for scholars and practitioners alike to better understand how to create and manage teams that have radical change mandates. Managers currently are pushed to explore high-growth, high-risk change by establishing cross-functional teams to accomplish such mandates. Our study suggests a two-pronged approach to improve the performance of these teams: (1) cultivate and sustain a strong intra-team climate, enabling a radical vision to emerge, and (2) apply principles to manage team boundaries by determining what needs to be protected from the environment and what needs to be opened to it. Originality/value To date, research has focused on organizational and individual-level antecedents of radical change, while team-level studies have focused on marketing and new product development (NPD) teams, which are devoid of radical mandates. The study addresses incumbent firms’ challenge of managing the radical innovation created by digital transformation and demonstrates the significance of three team-level factors on team performance: relational climate, buffering and spanning. To our knowledge, our theoretical model is the first to draw on these constructs to explain team-level radical innovation outcomes.

Success factors for integrating suppliers into new product development

Relationship between social network structure dynamics and innovation: Micro-level analyses of virtual cross-functional teams in a multinational B2B firm