Capturing the power of automation with DevOps

Reduce your risk of failures from manual processes and introduce your organization to the benefits of DevOps automation.

Are you trying to deliver more functionality into production at a faster cadence? Are users asking your team to prioritize time-to-market over quality? Do you have release cycles longer than 3-4 days? Do you constantly review and prioritize issues that continue to resurface?

You might be in a great position to benefit from DevOps.

Hi, I’m Peter Nichol, Data Science CIO.

DevOps integrates the development and operations activity of the software development process to shorten development cycles and increase deployment frequency. DevOps centers around a handful of critical principles. If you’re ever unclear about how DevOps might apply, bring yourself back to the fundamental principles. This helps to drive the intent behind the outcomes achieved by adopting and implementing DevOps.

DevOps critical principles

  • Continuous delivery: constantly delivering useable functionality
  • Continuous improvement: introducing a steady pace of improvements to existing models
  • Lean practices: improving efficiency and effectiveness by eliminating process waste
  • System-oriented approaches: focusing on conditions required for maximum system effectiveness
  • Focus on people and culture: optimizing people and inspiring culture to drive positive outcomes
  • Collaboration (development and operations teams): establishing a shared vision and shared goals to enable inclusion

DevOps automates interactions that otherwise might result in unplanned delays or bottlenecks.

What is DevOps, and where did it originate?

Today, we’re going to talk about DevOps—development operations. DevOps embraces the idea of automated collaborations to develop and deploy software.

The term “DevOps” was coined in 2009 by Patrick Dubois, the father of DevOps. DevOps is a combination of development and operations. It’s a kind of classic example of yin and yang:

  • Developers want change
  • Operations want stability

Combining development and operations sounds simple enough, but what elements make up development and operations? Let’s take a minute to define these terms clearly.

Development includes:

  • Software development
  • Build, compile, integrate
  • Quality assurance
  • Software release
  • Support of deployment and production tasks as needed

Operations includes:

  • System administration
  • Provisioning and configuration
  • Health and performance monitoring of servers, critical software infrastructure, and applications
  • Change and release management
  • infrastructure orchestration

What problem does DevOps solve?

Developers typically want to release more code into production, enabling increased user functionality. This results in an environment of constant change and often questionable stability. Meanwhile, operations is focused on stability and less so on changes. Operations wants to establish a stable and durable base for operational effects; i.e., supporting production-grade and commercial applications that don’t fare well with constant changes.

The conflicting objectives between development and operations create polarization of the team. This polarization creates a natural conflict. DevOps attempts to bridge this gap through automation and collaboration.

DevOps connects your development operations teams to generate new functionality while maintaining existing or commercial functionality in production. DevOps primarily has three goals that are targeted either when it’s first introduced into an organization or after an internal DevOps optimization.

DevOps goals:

  1. Continuous value delivery
  2. Reduction in cycle time
  3. Improved speeds to market

Value delivery validates that what’s developed is useful and has business adoption. Cycle-time reductions go hand in hand with an increase in deployment frequency. Lastly, speed to market looks at the demand intake process and reduces the time from the initial request to when usable functionality is available in production. These combined benefits drive the majority of use cases in support of DevOps.

DevOps benefits

The more time you spend exploring the benefits of DevOps, the more obvious how expansive the benefits derived from implementing and adopting DevOps are. Below I’ve listed several benefits; however, let me first expand on a few of my favorites:

  • Continuous value delivery: as we automate these different processes through the development and operations lifecycle, we remove waste and provide the ability to achieve continuous value.
  • Faster orchestration through the pipeline: once we start to automate, we reduce the manual handoffs. As a result, that functionality moves through, gets tested, and gets put into production much faster.
  • Reduced cycle times: as we put functionality into production and automate it, the time it takes from start to finish begins to decrease. This results in the perception of increased value or a faster cadence of the value we can provide.

Here are some additional and expected benefits of adopting DevOps principles:

Benefits of DevOps

  • Continuous software delivery
  • Faster detection and resolution of issues
  • Reduced complexity
  • Satisfied and more productive teams
  • Higher employee engagement
  • Greater development opportunities
  • Faster delivery of innovation
  • More stable operating environments
  • Improved communication and collaboration

How do we measure success?

It sounds like DevOps has benefits. That’s great. But how do we measure the success of DevOps efforts? Entire books have been written on this topic. There’s no lack of knowledge available that’s been published and even posted on the Internet. However, I boil down measuring DevOps success into three buckets:

  • Performance
  • Quality
  • Speed

By starting with these anchors for managing success, you’re sure to have a simple model to communicate to your leadership. Although there are hundreds of other metrics, I find these to be the most effective when presenting quantified outcomes of DevOps implementations and adoptions.


  • Uptime
  • Resource utilization
  • Response time


  • Success rate
  • Crash rate
  • Open/close rates


  • Lead time
  • Cycle time
  • Frequency of release

Putting DevOps into action

We covered what DevOps is, where it originated, the problem it solves, the benefits, and how to measure success. Now we’re ready to discuss how to put DevOps into action. This begins by understanding the DevOps lifecycle:

  1. Build
  2. Test
  3. Deploy
  4. Run
  5. Monitor
  6. Manage
  7. Notify

I’ll expand on products that are used across each phase. However, to do that, I’m going to simplify the lifecycle steps into three phases:

  1. Develop and test: continuous testing
  2. Release and deploy: short release cycles
  3. Monitor and optimize: improved product efficiency

Here are best-in-class products that are commonly found in a DevOps pipeline:

Develop and test – continuous testing

  • Confluence
  • AccuRev
  • JUnit
  • IBM Rational
  • Fortify
  • Visual Studio
  • VectorCast

Release and deploy – shorter release cycles

  • ServiceNow
  • Maven
  • Artifactory
  • NAnt
  • Jenkins
  • Bamboo

Monitor and optimize – improved product efficiency

  • Zabbix
  • Graphite
  • Nagios
  • QA Complete
  • VersionOne
  • New Relic

When we think about the aspects of DevOps, we quickly land on what type of tools we can introduce into these environments.

  • Development: Visual Studio, Jira, GitLab, Azure DevOps, GitBucket
  • Build: Jira, GRUNT (Bamboo plugins), Bamboo SBT, Gradle, and Jenkins
  • Test: Visual Studio, TestLink, TestRail, Jenkins, LoadImpact, and JMeter

We also have DevOps tools like Jenkins, Chef, Puppet, and others that provide workflow and workflow automation.

A quick DevOps example

Many of my LinkedIn followers asked for a practical example of how DevOps is leveraged in the wild. Enjoy.

Situation: A new data-science and advanced-analytics team was recently launched that focuses on data literacy to allow access to data that must be validated and published. However, data stewards are reporting data publishing is taking too long and resulting in reporting on old data sets. The opportunity is to get data into the hands of power users (scientists, bioinformatics, and the data community) more quickly. Today, users are reporting slowness in data availability.

Complication: The data isn’t being ingested from a single source. In fact, because of the intelligence generated from the data sourcing, the timing of sources varies based on data timeliness. The team is leveraging a data lake to capture data relating to patient longitudinal, claims, EHR, EMR, and sales data such as IQVIA, Veeva CRM, SalesForce Marketing Cloud (SFMC) that includes promotional activities, general marketing, and financial data.

Resolution: The team developed an entire automation workflow in Jenkins. This resulted in a 42% improvement in data timeliness. Data was refreshed every four days, not every seven days.

Here’s the general approach that was taken to achieve the results:

  1. Develop + build + test
  2. Daily scrum – maximum of 15 minutes where each team member can share updates
  3. Sprint review
  4. Daily/weekly status updates to client
  5. Automated tasks to cover:
    • Build management
    • Automated unit testing
    • QA environment configuration
  6. Code completion
  7. Code freeze
  8. Regression testing on preview/stage environment before going live
  9. Go live

DevOps offers opportunities to get to market faster, decrease cycle times, and ultimately get functionality to your business users more quickly. Decrease your dependence on manual processes and introduce DevOps throughout your delivery pipeline.

If you found this article helpful, that’s great! Also, check out my books, Think Lead Disrupt and Leading with Value. They were published in early 2021 and are available on Amazon and at for author-signed copies!

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Peter is a technology executive with over 20 years of experience, dedicated to driving innovation, digital transformation, leadership, and data in business. He helps organizations connect strategy to execution to maximize company performance. He has been recognized for Digital Innovation by CIO 100, MIT Sloan, Computerworld, and the Project Management Institute. As Managing Director at OROCA Innovations, Peter leads the CXO advisory services practice, driving digital strategies. Peter was honored as an MIT Sloan CIO Leadership Award Finalist in 2015 and is a regular contributor to on innovation. Peter has led businesses through complex changes, including the adoption of data-first approaches for portfolio management, lean six sigma for operational excellence, departmental transformations, process improvements, maximizing team performance, designing new IT operating models, digitizing platforms, leading large-scale mission-critical technology deployments, product management, agile methodologies, and building high-performance teams. As Chief Information Officer, Peter was responsible for Connecticut’s Health Insurance Exchange’s (HIX) industry-leading digital platform transforming consumerism and retail-oriented services for the health insurance industry. Peter championed the Connecticut marketplace digital implementation with a transformational cloud-based SaaS platform and mobile application recognized as a 2014 PMI Project of the Year Award finalist, CIO 100, and awards for best digital services, API, and platform. He also received a lifetime achievement award for leadership and digital transformation, honored as a 2016 Computerworld Premier 100 IT Leader. Peter is the author of Learning Intelligence: Expand Thinking. Absorb Alternative. Unlock Possibilities (2017), which Marshall Goldsmith, author of the New York Times No. 1 bestseller Triggers, calls "a must-read for any leader wanting to compete in the innovation-powered landscape of today." Peter also authored The Power of Blockchain for Healthcare: How Blockchain Will Ignite The Future of Healthcare (2017), the first book to explore the vast opportunities for blockchain to transform the patient experience. Peter has a B.S. in C.I.S from Bentley University and an MBA from Quinnipiac University, where he graduated Summa Cum Laude. He earned his PMP® in 2001 and is a certified Six Sigma Master Black Belt, Masters in Business Relationship Management (MBRM) and Certified Scrum Master. As a Commercial Rated Aviation Pilot and Master Scuba Diver, Peter understands first hand, how to anticipate change and lead boldly.