The market research report says the cloud market is to grow rapidly because of the increased reduction in total cost of ownership (TCO) and rise in government inclination towards digital transformation.

The government cloud market is categorised into product and service, where the market for products is estimated to generate higher revenue for government cloud, due to its high adoption owing to the increased awareness of its benefits.

However, during the forecast period, the market for services is expected to exhibit faster growth. This can be attributed to the fact that the quality and delivery time of services are controlled by certain predefined service level agreements (SLA), which makes processes more efficient and transparent.

Data losses in government agencies

The government cloud products are further categorised into storage, disaster recovery, identity access management (IAM), risk compliance management (RCM), and others.

During the forecast period, disaster recovery solution is projected to witness the highest growth in the global government cloud market, with CAGR of 15.7%.

This growth can be attributed to the mounting demand for applying the backup plans offered by disaster recovery, to prevent transaction and data losses in government agencies. Also, government agencies are increasing their focus on IAM, due to the rising need for top-notch cloud-based authentication procedures.

North America is estimated to contribute the highest revenue, accounting for nearly 34% to the global government cloud market in 2017 and is expected to generate a revenue of more than $15,000 million by 2023, driven by the high demand and huge investments in cloud-based solutions from government agencies.

Growing pace of technology

With the growing pace of technology, ICT executives in the government sector have started looking for sophisticated network solutions that enable them to react quickly, smoothly, and efficiently, to public concerns and also at the same time keep growing pressures to the minimum.

Government cloud, helping such executives in adapting to changes with less troublesome and expense, is one of the major driving the government cloud market. The improved agility and adaptability through the adoption of cloud by government agencies include further motivating factors such as virtualised resources, elastic services, faster deployment, and increased flexibility.

Some of the key players operating in the government cloud market are Google, IBM, Microsoft, Cisco, Oracle, Salesforce, Hewlett Packard Enterprise, VMware and Intel Corporation.

Geographically, North America has been the largest eDiscovery market, accounting for more than 65% of the global revenue in 2016, whereas the sales in Asia-Pacific are expected to witness the fastest growth, during the forecast period.

Technological advancements

Various factors that have influenced the eDiscovery market in North America in the recent past include the change in policies after the election of Donald Trump as the President, high-paced technological advancements, and various other policy changes related to antitrust law.

The growth in the Asia-Pacific market will be led by factors such as the surge in digitalisation within the legal sector, advancement in new data analytics and retrieving technologies by regional players, and the growth in investment in eDiscovery solutions.

Cloud SCM market has been growing at the highest pace in Asia-Pacific on account of surging industrialization in the region, and the growing adoption of automation among enterprises.

Growing e-commerce market coupled with increasing focus on reducing the ownership cost is the other factors driving the cloud SCM market in the region. The regional governments have also been supporting the industrial growth, which is being translated into the growth of cloud SCM market in the region.

Written from press release by Leah Alger

The post Survey says global government cloud market will reach US$49billion by 2023 appeared first on DevOps Online North America.

Micro Focus noted that its former HPE executive and boss, Chris Hsu, had decided to retire immediately “in order to spend more time with his family and pursue another opportunity”.

Micro Focus wrote in a statement: “Since the interim results on 8 January 2018, the rate of year-on-year revenue decline has been greater than anticipated.

“The recent revenue performance is primarily due to lower than expected license income and is a result of a number of factors, which management believe to be largely one-off transitional effects of the combination with HPE software.”

The UK tech giant’s issues have also stemmed since it purchased Hewlett Packard Enterprise for £6.8billion.

Written by Leah Alger

The post Micro Focus revenues decline as CEO resigns appeared first on DevOps Online North America.

Portworx said in its pitch Thursday: “The rise of on-demand applications such as ride-hailing apps is fueling a demand for cloud-native and container-based frameworks that can scale to meet growing performance requirements.

“Software containers are a tool used by developers that allows them to build applications capable of running on any platform, regardless of the underlying hardware or software.”

It also said it’s providing this framework by integrating its product with HPE’s Synergy platform, which combines computing, storage, and networking into a “composable” unit.

The new configuration uses Portworx’s storage platform alongside Kubernetes as the container orchestration tool.

‘Running enterprise container workloads’

The new “reference configuration” also highlights how on-demand apps are helping to accelerate a transition from “stateless” containers where data is destroyed when each instance is shut down, to “stateful” containers that can retain this data and are therefore better suited to production.

McLeod Glass, HPE’s vice president of production management, said: “Running enterprise container workloads at scale requires compute and storage that are highly flexible, scalable and available.”

That explains the need to combine Portworx’s cloud-native storage system with HPE’s Synergy platform, so as to scale computing services on Kubernetes clusters, the companies said.

Portworx chief executive, Murli Thirumale, added in a statement: “The reference configuration, therefore, helps to simplify the delivery of stateful container services, “striking an important balance for enterprise IT between automation and control.”

‘DevOps teams need greater automation’

HPE’s Synergy platform helps automate hardware provisioning, while Portworx’s PX enterprise storage layers for stateful workloads are used to automate application management.

Portworx said this is important because DevOps teams need greater automation to ensure their on-demand applications deliver the performance expected of them.

With the new configuration, it’s possible to run container applications and back-end databases on either bare metal servers, without the software installed, or virtual machines based on Synergy, the company said.

HPE also noted the reference configuration simplifies the integration of Kubernetes and makes it easier to fire up instances on demand, eliminating the need for third-party service providers.

Written from press release by Leah Alger

The post Portworx deploys containerised workloads with HPE appeared first on DevOps Online North America.

While complying with local regulations, Cloud 28+ has 20,000 cloud services offered by over 570 cloud partners, and a range of services available for large companies and small and medium sized businesses looking to move to a cloud platform.

HPE director service provider for Japan and Asia-Pacific, Pradeep Khemani, said the wide selection frees customers from having to search for needed services whilst supplying choice.

Khemani said in a press briefing: “For our partners, Cloud28+ drives down costs, increasing their business opportunities. It will create new leads, building new business alliances and offerings. Overall, it will expand their market visibility.”

Cloud28+ is currently available in Japanese, Korean and English.

Written by Leah Alger

The post HPE launches Cloud 28+ in Asia-Pacific appeared first on DevOps Online North America.

In an effort to transform the enterprise software business into an enterprise software leader, HPE parted against Autonomy, which acquired US$11billion.

The American multinational enterprise information technology company fired Autonomy’s chief executive, Leo Apotheker, and chief financial officers, Michael Lynch and Sushovan Hussain “respectively”, according to a statement.

Glenn O’Donnell, a Forrester Research analyst, said to Reuters: “Autonomy was a distraction (a big one) and HPE can now stop spending its energy on defending its decision and dealing with the aftermath.”

Focusing on data centre software and hardware, HPE now includes ArcSight’s security platform merged with the British software company, Micro Focus International.

Chief operating officer at HPE, Chris Hsu, added: “A highly fragmented industry of enterprise software creates an environment whereby we will be well positioned to benefit from that industry consolidation.”

HPE also adjusted the change of corporate computing to cloud services, with help from the likes of Microsoft and Amazon.

Written by Leah Alger

The post Hewlett Packard Enterprise part with Autonomy appeared first on DevOps Online North America.

Is there anything that can stir emotions or debate more than “culture”? Well, the discussions were certainly lively at the DevOps Focus Groups during the “Culture eats strategy for breakfast” roundtable, but they were also positive and constructive.
There was an excellent mix at the October 2016 event, with IT professionals at all levels of seniority, multiple disciplines, covering Development, Operations and all areas around and in-between. The topic may have been based on the Peter Drucker quote of “Culture eats strategy for breakfast”, but something that became clear is that culture likes a varied, and sometimes contentious, menu.

As we reviewed what was discussed at the roundtable, certain key things came to the fore. They could be broken down into: challenges and solutions, outstanding questions, and statements of fact, and general observations.

Challenges and solutions

There was much discussion around the challenges that were faced by those who were about to undergo a DevOps transformation, or who were in the process of one. Thanks to the breadth of experience in the room, everyone learnt at least one thing new, but it also showed that there was never one simple answer to the cultural challenge.

For example, one particular point that was hotly debated was around team formation and specialism. For some, the goal was to have teams that could cover all roles and be in a position where, regardless of the required task, everyone in a DevOps team could handle the work. However, for others it was about forming a team made from a broad range of specialists. This way, there would always be expertise at hand, but it would require a greater amount of sharing workload between the team members.

A third, middle-ground option was to ensure that team members were mentored to have at least a base level of knowledge across the broad set of skills that provided core support and where specialism was required, certain members of the team could be called upon.

The consensus in the end was that the formation of the team would be down to the cultural set up of the organisation in question.

So although the challenges may have been common across those present, the solutions were multiple and varied according to the culture of the organisation. This underpinned the idea that in order for any strategy to exist, the culture had to be clearly understood and utilised.

Outstanding questions

Yet, for all the challenges for which there were options, there were still some outstanding issues. Examples were, supporting a bi-modal IT framework, where some teams operate agile, and others waterfall. How can the two operate together where systems are integrated? Who owns changing the culture, especially when “Us and Them” barriers can exist in an organisation? At least on that latter point, although there was no solution offered, it was agreed that an approach would be to identify a DevOps champion, and that it was often beneficial to use an external third party to fulfil that role.

The use of a third party can be beneficial in ensuring that there is an unbiased opinion, and one that is offered from a point of view of expertise. However, the third party must not dictate the terms of any change, but must operate according to the desired „ behaviour of the organisation. In other words, a third party must work according to the client organisation’s cultural goals, and not its own.

Statements and observations

Defining success was widely discussed during the roundtable at the DevOps Focus Groups. To achieve it, you must introduce accountability, scale up to DevOps, and then measure and ensure feedback loops are in place.

In scaling up, the transformation must be targeted enterprise wide, encompassing all, with a view to removing siloes, and should be viewed as a journey. It is key to remember that collaboration is not just about working together, but targeting the same goals, the endpoint for the journey.

Changing the culture must be paramount and considered first over enabling tools. Automation must not be ignored, but the tools must service the process and the people, not the other way around. Tooling is a key part of both culture and strategy, however, the difference is that strategy is about how you do something, and culture is about why you do it. Any transformation should be driven from why a business seeks to make the change.

To ensure that the transformation is meeting the business needs, i.e., answering the question of “why change?”, it is important to have the correct measures in place. Key examples for measuring success were customer satisfaction or speed to market, but these are defined according to what is of greatest value to the business.

Feedback is key. Without it, there is no way to determine if there is true collaboration, or that siloes are being broken down. Do it early, get everyone involved, be clear on the information provided and don’t forget to say thank you.

Conclusion

Culture and strategy go hand in hand with each other. Without culture, a strategy cannot be executed successfully. Without strategy, culture can be conflicting and destructive.

However, in performing any transformation, the key question to ask should be “why?”. Without a reason to transform, all we are doing is implementing tools. The tools, and those using them, must have a purpose, and that purpose is driven from the values of the business. The trick is to understand it, because every organisation’s culture is unique.

Edited for web by Jordan Platt.

The post “Culture eats strategy for breakfast” appeared first on DevOps Online North America.

DevOps Focus Groups

You’ll also see a DevOps Focus Groups supplement alongside this issue, sharing the outcomes and learnings from the roundtable event that took place last year.

Click here to read DevOps Focus Groups Supplement online

The post DevOps Focus Groups Supplement & TEST Magazine now online appeared first on DevOps Online North America.

Today’s enterprise is responsive to the digital economy, where business is defined by software, and the speed of business innovation is measured in minutes not months. Many IT and business leaders are choosing DevOps as a path to increase velocity and quality, while reducing risk.

Katie Linendoll interviews Ashish Kuthiala, Senior Director, Marketing and Strategy, HP Software.

The post Video: DevOps – the catalyst of the agile enterprise appeared first on DevOps Online North America.

Part 1 is published here.

Key technology adoptions that enable DevOps will take off

Because DevOps is still in the beginning stages of adoption, there are few defined tool chains for DevOps and no accepted single standards. However, as organisations increasingly learn and share success from their DevOps practices, this will start to change in 2016, with a few key technology concepts helping IT maximise speed and quality throughout the software development lifecycle.

Increasing automation

Automated testing, infrastructure, and application deployments speed up cycles and reduce errors. This is particularly important for decreasing cycle times in the software delivery lifecycle. As enterprises look to adopt DevOps, the first few wins from a technology tool chain perspective will occur through the adoption of automation that will accelerate tasks, eliminate manual handoffs, and cut down error-prone processes.

Decreasing latency

As organisations move to increase the pace of application delivery, they must look carefully at each lifecycle stage and identify and remove the biggest hurdles that impede rapid, high quality delivery cadence of software releases to customers. You can make significant progress by initially identifying the biggest bottlenecks in the “conveyer belt” delivery pipeline. It’s not particularly useful to remove smaller bottlenecks first because the major obstructions can still cause technical “debt” to build up earlier in the pipeline or reduce key resources further down in the pipeline.

Enabling visibility

For high quality applications to be delivered at a rapid pace from inception to the hands of end users, it is important to continuously assess and monitor them at every stage of the lifecycle. You must measure and analyse key metrics such as application user experience, the health and availability of the application and infrastructure, and threat and risk monitoring, sharing them across the team through continuous feedback loops. As you gather these metrics, it’s critical to measure them against the metrics that the company demands. If they don’t meet the business needs, you must then improve and iterate, making constant forward progress.

Job roles will evolve

Most IT organisations’ adoption of DevOps will force everyone to learn new skills – not just from a technical perspective, but also from a cultural one. As developers become more familiar with infrastructure, and operations staff gets more familiar with code, it’s inevitable that jobs will begin to evolve. Beginning in 2016, those changes will stretch beyond development and operations to impact business analysts, planning teams, and even C-level executives. For example, traditional system administrator roles will become less relevant as automation takes over many tasks, while “full-stack” engineers, who are familiar with the entire application technology stack, will start to become more critical. Roles will transform as teams become more horizontally embedded around products and services, and multiple roles become part of the extended DevOps delivery chain.

Conclusions

In the digital revolution where software will determine business leadership in the marketplace, it’s critical that enterprises understand the power of DevOps to help deliver higher quality software faster. DevOps is no longer a fringe movement or even simply an idea for so-called “unicorns.” It’s the way enterprise IT must operate to compete and stay relevant in the marketplace. Armed with these predictions, you can be ready for the changes to come – and take steps to be among the innovators, not those left behind.

Edited from source by Cecilia Rehn.

Source: Hewlett Packard Enterprise

The post Predictions for DevOps in 2016 – part 2 appeared first on DevOps Online North America.

Savvy businesses are using the rapid pace and malleability of software to drive more and more differentiation into the marketplace. They’re using instant feedback from users to continuously improve software. And increasingly, they’re doing this through DevOps. By ensuring close collaboration between developers and operations staff throughout the entire software development lifecycle, enterprises are becoming better at ensuring quality, maximising speed, and reacting to – or even forecasting – market changes.

In a recent report, Hewlett Packard Enterprise predicts that 2016 will bring some significant advances in the DevOps world.

Large enterprises will get onboard fully

In most large enterprises, DevOps isn’t new. Small teams are using DevOps principles to work on discrete projects, and after a few years of experimenting, they’re starting to rack up successes. But in general, DevOps hasn’t been adopted widely throughout the enterprise. As a result, software releases in the enterprise are still too slow, too buggy, and too costly.

Now that multiple teams are proving the value of adopting DevOps practices, C-level executives are taking notice and beginning to wonder whether DevOps might be an answer to some of their organisation’s top business challenges. They’re starting to engage with IT and ask how they can employ DevOps principles enterprise-wide to bring more speed and quality to business applications.

Interest at the C-level is a positive development because DevOps can’t succeed in large enterprises without executive support. DevOps requires a fair amount of experimentation and a tolerance for failure – the kind of experimentation and failure that might not be acceptable to the organisation’s leaders unless they’re confident that the eventual outcome will be worth it.

DevOps will play a central role as enterprises begin to modernise legacy applications in 2016 and beyond. Within five years, DevOps will be the norm when it comes to software development.

Standards will emerge

DevOps currently has no defined standards, so what passes for DevOps in one organisation might not look much like DevOps in another. That means DevOps entails a certain amount of risk – and large enterprises are notoriously risk averse. Even if your small teams are documenting wins, scaling out DevOps successes to the broader organisation can be a process of trial and error, which most enterprises don’t tend to engage in willingly.

As different teams experiment with DevOps and share their successes, there will be opportunities to standardise best practices gleaned from the lessons learned. Initially, the goal of standardisation will be to help mitigate the risk of scaling DevOps practices. Those new standards could involve everything from testing processes to determining the best deployment tools to how to use internal coaching across teams. Eventually, as best practices emerge and are validated, they will likely become adopted and pervasive across industries.

Security will increasingly become integrated with DevOps

All large enterprises are focused on security. Whether they learned the hard way or watched other organisations get burned, they know that problems caught by users are far more damaging than a issues caught internally before they are released into production. As the pace of software delivery increases, it poses a challenge for security teams because their primary focus is on releasing and maintaining safe and secure applications. Doing things faster doesn’t necessarily give them the needed time to thoroughly vet applications before they get into end users’ hands. The challenge lies in finding the right combination of processes that allows thorough security assessments and keeps software releases flowing at a rapid pace. Bringing security and DevOps teams together o ers a solution.

Recent high-profile incidents have made it clear that security cannot be an afterthought. Security best practices and testing must be built into the development process from the beginning – and that means making it a part of the DevOps team.

Even though some DevOps teams have already started integrating security, full integration has not yet become mainstream. In 2016 and beyond, however, security team members will become increasingly integrated into DevOps practices. Since there are currently far more developers than application security experts, security will need to coach DevOps on how to selectively and efficiently embed application security within software development, deployment, and production cycles.

You can find Part 2 here. 

Edited from source by Cecilia Rehn.

Source: Hewlett Packard Enterprise

The post Predictions for DevOps in 2016 – part 1 appeared first on DevOps Online North America.