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DevSecOps set to boom

Barry Corless
  • Date: 04 November, 2019

Latest research suggests that relatively few organisations are currently securing the majority of their cloud-native applications with DevSecOps practices. This is likely to change significantly over the next two years.

DevSecOps is the philosophy of integrating security practices within the DevOps culture of your organisation. DevSecOps involves creating a 'Security as Code' culture with ongoing, flexible collaboration between release engineers and security teams.

According to findings from a study by Enterprise Strategy Group (ESG), just 8% of organisations are securing 75% or more of their cloud-native applications with DevSecOps practices today. However, this figure is set to rocket, with 68% of organisations expected to secure 75% (or more) of their cloud-native applications with DevSecOps practices within two years.

Based on a survey of 371 IT and cybersecurity professionals, the study makes it clear that current adoption of DevSecOps is still very mixed. For example, only 33% of respondents involved cybersecurity teams at the start of the application development process.

This is despite the wide range of cybersecurity challenges that organisations are facing, including consistently managing cybersecurity across multiple platforms (43%), the cost and complexity of implementing cybersecurity controls across those platforms (35%) and lack of understanding of the threats that cloud-native applications face (35%).

Another issue to emerge from the report is the way in which organisations are currently structured. It found that 82% of respondents have different teams assigned to secure cloud-native apps. Of these, half plan to merge these responsibilities in the future, while 32% intend to keep them separate.

One major conclusion was that as organisations embrace best DevOps practices to build and deploy cloud-native applications, those processes should be extended to include security controls as part of the quality assurance process. Rather than incurring the expense and disruption of bolting on security, organisations should build cybersecurity controls into their software from the ground up.

This requires closer integration between security, deployment, platform and development practices, a point that tellingly also emerged from another new piece of research, the ‘2019 State of DevOps Report’ from Puppet.

This found that integrating security deeply into the software delivery lifecycle makes teams more than twice as confident of their security posture. Recognising the importance of incorporating the highest level of security into the application development and deployment processes, the report identified the following five best practices for security integration:

  • Security and development teams collaborate on threat models
  • Security tools are integrated into the development integration pipeline, so engineers can be confident they’re not inadvertently introducing known security problems into their codebases
  • Security requirements - both functional and non-functional - are prioritised as part of the product backlog
  • Infrastructure-related security policies are reviewed before deployment
  • Security experts evaluate automated tests and are called upon to review changes in high-risk areas of the code.

The messages are clear as far as DevSecOps is concerned: it will increasingly become the standard approach for securing cloud-native applications, but it will require an integrated and unified approach that includes greater involvement of the cybersecurity team.

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Barry Corless

Global Product Director for DevOps and IT Service Management

As a Global Product Director for leading IT and business skills training specialist Global Knowledge, Barry Corless is responsible for helping organisations enhance organisational capability through application of best practice frameworks.  His role incorporates the development and delivery of service management, DevOps, programme and project management, enterprise architecture and business analysis learning and development solutions.  An experienced consultant and IT specialist, Barry undertook additional voluntary roles Director of itSMF International from 2017-2019, and Chair of itSMF UK from 2009-2011.  

An industry champion for ITIL, Barry credits its common-sense approach to endemic IT issues as the reason for his long-term track record with this international service management practice.  He has trained and consulted on ITIL in over 20 countries. Barry continues to act as an ITIL examiner and has been part of the author team that inputs into the ever-adapting ITIL guidelines.  

Barry’s attraction to analytical problem solving began early and his first ambition was to be a weather man.  He became an Assistant Scientific Officer for The Meteorological Office after leaving school in Cheshire.  Barry recognises that passion for the topic is a key attribute for success as a trainer, as well as the ability to bring a subject to life.  He thinks open-mindedness is vital.  “Lifelong learning has taught me that we all have to prepare to unlearn what we previously accepted as best practice,” he says. 

Having spent over 20 years training he has seen many changes in an industry that has embraced virtual classroom and digital learning.  He advocates the teaching of project management and service management skills early.  “In an economy that is 80% service based, we should be teaching these key management skills in schools,” he says.   

As Best Practice department head, Barry enjoys the variety that his role brings him, and he continues to work with consultancy and education clients to ‘keep it real’.  Barry’s ability to identify with learners makes him a sought-after trainer and his passion and detailed understanding of ITIL meant that Global Knowledge was able to develop the world’s first bridging course for professionals going from ITIL v3 to ITIL 4.  Global Knowledge remains the world’s leading provider of ITIL certification and exams.  

A popular commentator on ITIL and a frequent blogger, Barry doesn’t like to think of himself as ‘one track minded’.  “ITIL skills are transferable outside the IT hinterland and lesson learned in other environments should be used in optimising technology solutions” he promises.  “ITIL4 is more focussed on people, agility and collaboration.  With the pressure on IT teams to provide a lightning-fast route to market, it’s vital that all stakeholders across an organisation and throughout the supply chain are working well together.”  

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