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C2010-658 Fundamentals of Applying SmartCloud Applicaton Performa

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C2010-658 exam Dumps Source : Fundamentals of Applying SmartCloud Applicaton Performa

Test Code : C2010-658
Test title : Fundamentals of Applying SmartCloud Applicaton Performa
Vendor title : IBM
real questions : 69 actual Questions

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IBM Fundamentals of Applying SmartCloud

IBM declares fresh SmartCloud features, Partnership With Nirvanix | killexams.com actual Questions and Pass4sure dumps

IBM has today elevated its cloud computing services for commercial enterprise with the launch of latest IBM SmartCloud services. These fresh offerings encompass SmartCloud software services, IBM’s fresh PaaS for commercial enterprise, a portfolio of hardware and utility called SmartCloud foundation, and SmartCloud Ecosystem, which contains fresh functions for IBM partners and ISVs.

The enterprise plans to aid around 200 million users via the conclusion of 2012.

IBM says that it has ported SAP, ERP and All database purposes to its SmartCloud platform. With its new features, it might now automate labor-intensive tasks linked to running SAP in the cloud, mainly SAP cloning, refreshes and patching. In some circumstances, IBM says the time discounts can evaporate from months or weeks to days or hours, depending on the task.

additionally announced nowadays is a fresh partnership with Nirvanix, a cloud storage company. Going ahead, Nirvanix’s cloud storage know-how should exist built-in into IBM’s SmartCloud enterprise storage services, enabling customers to upload data of any measurement, any state in the world, and entry them from anyplace. The storage-as-a-carrier offering can aid tens of millions of users, billions of objects and exabytes of data.

in the meantime, IBM’s fresh platform-as-a-service offering, SmartCloud software features (SCAS) will launch into beta this 12 months (this autumn), providing commercial enterprise–grade protection, open Java and go-platform aid with out a vendor lock-in, and a complete set of utility infrastructure and managed functions to allow development and deployment of functions to the cloud. It will race on IBM’s SmartCloud enterprise and enterprise+ – the business-category infrastructure-as-a-platform above All designed to race traffic workloads at dedicated SLAs (service flat agreements). IBM SmartCloud business+ is purchasable within the U.S., and should exist deployed worldwide by using the conclusion of 2012.

finally, the fresh SmartCloud basis family of private cloud options aims to aid organizations instantly design and deploy inner most cloud environments, and contains SmartCloud Entry, prepackaged private cloud application, plus SmartCloud provisioning and monitoring software.


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Fundamentals of Applying SmartCloud Applicaton Performa

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Of Leadership, Sailboats, and Mission Command | killexams.com actual questions and Pass4sure dumps

I possess a confession. I value using doctrine in ways it isn't intended. doctrine Man is one of my personal heroes. I enjoy metaphorical legend telling. Don’t understand? Let me explain.

So your daughter can’t find her favorite toy? Apply the Seven Fundamentals of Reconnaissance. Getting ready to coach your son’s Pop Warner football team? Whip out the Characteristics of the crime and Defense as outlined in ADP 3–90. Negotiating for that raise with the boss? Then the four steps to Intelligence Preparation of the Battlefield* may exist just what you’re looking for.

*Note: I realize the link is to an outdated manual. FM 34–130 is quiet the most comprehensive IPB aid I possess reach across.

When I can design out how to apply doctrine in a route it isn't originally intended AND secure the double gratuity of applying a metaphor that makes it easier to understand I secure the identical emotion as Double Rainbow Dude. More importantly, when I was an instructor I institute it a sure-fire route for students to bethink complex concepts.

The following is an adaptation of a presentation I gave in Atlanta at Rendezvous 2015 with the focus for the Advancement of Leader development and Organizational Learning (CALDOL). It started as an scheme in an airport terminal with serve from a metaphor I possess heard before within a different context from my friends Ori Brafman and Judah Pollack. It turned into a fresh route of thinking about how to deal with interpersonal relationships and Mission Command.

— — — — — —

Army Doctrinal Reference Publication 6–0, Mission Command, explains the six principles of the mission command philosophy.

  • Build cohesive teams through mutual trust.
  • Create shared understanding.
  • Provide a lucid commander’s intent.
  • Exercise disciplined initiative.
  • Use mission orders.
  • Accept prudent risk.
  • An Overview of the Exercise of Mission Command, ADRP 6–0, Mission Command, March 2014

    The flat of dependence affects how efficacious organizations are in creating a shared understanding and how willing leaders are to accept prudent risk. The flat of acceptable risk can drive or stifle disciplined initiative and serve sheperd three commander tasks and four staff tasks executed through the mission command warfighting function. The Commander’s Tasks are:

  • Drive the operations process through the activities of understand, visualize, describe, direct, lead, and assess.
  • Develop teams, both within their own organizations and with unified action partners.
  • Inform and influence audiences, inside and outside their organization.
  • While there are other tasks conducted by both the commander and the staff, I want to focus specifically on the first commander task. Instead of driving the operations process, I’m going to apply the six activities of understand, visualize, describe, direct, lead, and assess to the realm of interpersonal skills. I’m furthermore going to apply the metaphor of a boat’s components to accountfor the function of each activity in accomplishing goals and both establishing and maintaining relationships.

    Understand

    In the context of the operations process understanding refers to the skill to deem details related to terrain, the enemy, friendly forces, civilian populace, society, infrastructure, and other variables that may influence the conduct of operations. Mission Command doctrine furthermore talks about understanding in the context of the philosophy of mission command, that understanding the commander’s intent and the overall common objective enables “subordinates to adjust to rapidly changing situations and exploit fleeting opportunities” (Page 1–4, ADRP 6–0). But what about understanding in the context of relationships? Understanding the strengths, weaknesses, limitations, and competencies of those you toil with allow for more efficacious disburse of their talents. Further, the understanding of individuals for who they are, their motivations, fears, interests, passions, dislikes, personality, and even personality quirks, is instrumental in designing specific approaches to working with individuals in order to secure the most out of them. Understanding of their family life, stresses, and hobbies furthermore allows insight that provide invaluable comprehension to what makes them tick.

    From http://www.guapa-tbs.com/mediac/400_0/media/f88747465e363f76ffff840fffa86322.JPG

    The skill to understand the individuals in your organization is enjoy the keel of a sailboat. It is essential to the stability of the vessel. It prevents the boat from capsizing — it keeps things privilege side up. Without the keel the boat does not remain upright in times of trouble. Without understanding the organization may fail in turmoil.

    Visualize

    Visualization in the operations process refers to the commander’s skill to “see” the battle and operational environment before the execution of the mission. Leaders must visualize, based upon understanding, the halt condition and objective of their endeavor and how to secure there. Visualization includes identifying the keys tasks and helps formulate the intent for how to conduct an activity. Visualization framed through understanding of individuals allows for a similar construct; that is, I must know what the individuals in the organization are capable and incapable of doing in order to visualize how their strengths will compliment each other to culminate in a successful outcome. Visualization in the context of relationships furthermore may include the skill to “read” others and anticipate their actions or reactions based upon your information of them as a person. Visualizing allows for an scheme of how to enact something to manifest itself in the description of what is desired.

    From https://mcowlerson.files.wordpress.com/2012/01/a-really-cool-looking-compass.jpg

    Visualization is enjoy a compass. It can provide direction but may drift over time requiring a bit of calibration to figure it read true. Visualization uses the understanding of the individuals within the organization to dream within the realm of the possible. enjoy a proper compass, leaders must revisit their visualization of the relationships and goals of the organization periodically.

    Describe

    Once leaders visualize the desired halt condition they picture their intent and their visualization to their subordinates and staff. In military operations this typically takes on the figure of commander’s guidance during the planning facet and manifests itself in an operations order during the “direct” activity. Commanders picture how they observe the terrain, how they observe the enemy, and how they observe themselves and other friendly units. Based upon visualization framed through understanding, description helps the leader process their own intent through vocalization and helps the rest of the organization gain insight into the thinking of the leader. In other applications this includes describing roles and relationships within an organization, norms and rules, and responsibilities.

    From http://www.mapcruzin.com/free-maps-australia-pacific/midway_islands_91.jpg

    The map or marine chart*, a graphical representation of the earth as seen from above, describes and paints the picture and helps provide finer detail to the compass. By describing intent and the visualization of the halt condition the leader provides a map to the desired destination; a route to secure from here to there. But without a route to coast and steer, a map and compass can only expose you where you want to go.

    Direct

    Direction can include specific tasks or ways to enact things. The amount of direction required is relative upon the understanding of the visualization and description of the leader as well as the capabilities and limitations of those doing the work. dependence plays a huge role. In military operations the Operations Order (OPORD) is the primary formal “direct” mechanism, though direction takes on many forms. Direction takes on many forms relative upon the situation and atmosphere; prescriptive, descriptive, laissez-faire, disinterested, absent. Those who are trusted to accomplish the intent typically are given more leeway and less direction than those who are less trusted or whose abilities are not as strong.

    From https://www.sailboatstogo.com/images/fishingboatsail%2030.JPG

    The rudder provides direction to the vessel, allowing it to maintain the direction required to achieve the destination indicated on the map and compass. The more inputs to the rudder, the more the vessel will deviate from the intended direction. minute inputs are best; likely a metaphor itself.

    Lead

    Leadership, as defined in ADRP 6–22, Army Leadership, is the process of influencing people by providing purpose, direction, and motivation to accomplish the mission and ameliorate the organization. Influence mechanisms include cooperation, persuasion, and coercion. Leaders who understand their organization minister to exist much more efficacious in influencing cooperatively than those who enact not understand the organization or operating environment, fail to visualize realistically, or cannot picture adequately to their organization what they’re trying to accomplish.

    From http://www.s20.org/AndrewsCorner/AndrewsCorner2005-1/andrew1.jpg

    The sail is the propulsion mechanism to secure the vessel from one state to another. Leadership is the propulsion system for the organization. Without it the organization remains stagnant and unmoved.

    Assess

    The monitoring and candid analysis of progress throughout any execution facet is valuable to seize upon previously unforeseen break or to mitigate unexpected hardship. Relationships and personalities should exist assessed over time as well to secure a more comprehensive and unprejudiced assay of abilities. Further, assessment allows for identification of inputs or corrections necessary to maximize success during execution that may ameliorate the stakes of accomplishment. Assessment before, during, and after an exercise, project, or operation increases the trait of the product and allows for timely corrective measures while in progress. Assessment is the hallmark of a learning organization and a performance measure of successful teams. In the leadership realm assessment of personal and organizational performance affords a more accurate and realistic vision of strengths and limitations of the plan, execution, and participants.

    From http://upload.wikimedia.org/wikipedia/commons/9/9d/KHETD.jpg

    The radar provides input and senses data that cannot exist seen on the map and can aide navigation when visibility is reduced or obscured. Continuous assessment is required to identify opportunities or mitigate unforeseen hazards. Insight gained from the radar (assessment) may require changes to the compass (visualization), change to map data (description), require rudder movement (direction), and either additional or less propulsion or sails (leadership) to achieve the desired destination.

    Understand, visualize, describe, direct, lead, assess — six activities that drive the operations process militarily but furthermore possess application in other endeavors. The keel, compass, map, rudder, sail, and radar All possess valuable roles in the operation of a ship; so too enact these activities in leadership and accomplishing goals and objectives.

    Until next time, unprejudiced winds and following seas…


    Colorado Springs' incentive scheme for retailer Scheels is a fresh twist on an extinct debate | killexams.com actual questions and Pass4sure dumps

    A Colorado Springs proposal to funnel millions of dollars to outdoor retailer Scheels All Sports has achieve a renewed focus on a close debate about the disburse of government incentives for private businesses.

    The disburse of tax breaks and other incentives by cities and states to woo employers has been around for decades. Critics, however, complain incentives are cramped more than giveaways that allow government to pick corporate winners and losers.

    In the case of Scheels, the Colorado Springs City Council eventual week approved creation of a funding implement that would license a $16.2 million tax incentive for the North Dakota-based retailer. In exchange, Scheels plans to build a mammoth, $84 million store in the diligent InterQuest commercial zone northeast of Interstate 25 and InterQuest Parkway on the Springs’ north side.

    A City Council vote on whether to endorse an agreement between the city and Scheels, which spells out details of the incentive, is scheduled Feb. 26.

    With 27 stores in a dozen states, Scheels combines sales of outdoor clothing, footwear, hunting and fishing gear and sports equipment with Ferris wheels, aquariums, candy stores and other amenities. Customers reach from several cities away and spin their shopping trips into family outings.

    “It’s not about actually the products, it’s about creating an experience,” Councilwoman Yolanda Avila said eventual week in supporting the Scheels incentive plan. “And they’re creating an suffer that people want to enjoy.”

    Councilman Bill Murray, the proposal’s most vocal critic, said Scheels is fresh and shiny, but shouldn’t need an incentive to locate in the bustling InterQuest area, a short drive from thousands of homes and apartments and just off I-25.

    “It’s fancier, it’s newer, it’s prettier. Got you covered, guys,” Murray told colleagues. “But it doesn’t even need this ‘incentivization’ to coast into an zone that has the demographics to figure them incredibly profitable. This just adds to the profit and not to the benefit of what they need to race their city.”

    Their back-and-forth highlights the benevolent of disagreements over incentives that play out in cities such as Colorado Springs or even on the national stage for high-profile projects enjoy Amazon’s second headquarters. Amazon abandoned plans eventual week for locating a portion of its fresh headquarters and 25,000 jobs in fresh York after politicians and activists complained that nearly $3 billion in promised tax breaks were too lucrative for the wealthy online retail giant.

    Local and condition governments often disburse incentives to woo so-called primary employers — businesses which attract wealth and investment to a community, but who sell their goods and services outside the area. An example is manufacturers that disburse huge sums on equipping factories and buying machinery and seek to offset those hefty capital costs.

    Primary employers often hire big numbers of workers who pump money into a local economy when they disburse paychecks on homes, cars, appliances and the like. It’s one of the reasons cities and states offered billions in incentives to attract Amazon when it announced plans for a second headquarters.

    “Incentives are the pivotal piece in almost anything that goes on now in the United States and virtually All around the world,” said Tom Clark, former CEO of the Metro Denver Economic development Corp. who now sits on the Colorado Economic development Commission.

    Colorado’s incentive toolbox includes income tax credits to promote job creation, attract aviation-related manufacturers and maintenance companies near airports and hearten businesses to locate in economically distressed areas, including portions of Colorado Springs and El Paso County. Incentives are performance-based and typically tied to the number of jobs added and how long employees are on a payroll.

    Colorado Springs offers sales tax rebates on purchases of construction materials, personal property and machinery and equipment; businesses must meet guidelines on fresh jobs and the amount of their investment to qualify. The Springs furthermore has its own commercial aeronautical zone at the city’s airport for aviation and aeronautical businesses.

    The city’s urban renewal districts are another figure of incentive; newly generated tax dollars in those areas serve pay utility, street and other public improvements, which encourages developers to enact traffic in blighted areas.

    What role incentives ultimately play in an employer’s expansion and location decisions, however, varies with each business.

    In 2011, Lowe’s Home Improvement Warehouse sought and received a $250,000, five-year tax wreck — tied to its sales — in exchange for building a store at Citadel Crossing, southeast of Academy Boulevard and Galley Road in Colorado Springs. The city anted up willingly; the post-Great Recession economy needed a boost and city officials had identified Central and South Academy as deteriorating areas.

    A year earlier, the city approved a sales tax sharing agreement with Springs attorney and hotelier Perry Sanders Jr. to serve him remodel the Mining Exchange office building into what is now a boutique hotel downtown. AAA took notice of the trendy hotel a few years later and gave it a four-diamond rating.

    Last week, the Colorado Springs City Council approved sales and disburse tax rebates totaling $32,000 over four years for Trisco Foods of Australia, which is locating its U.S. headquarters and production facility in a former plastics plant in northwest Colorado Springs. Trisco had been awarded about $720,000 in condition income tax credits by the Colorado Economic development Commission.

    Alex Travnicek, project manager for Trisco’s fresh plant, said the company liked the Springs’ educated workforce, cheap utility rates and lower cost of living. Incentives helped, but weren’t the deciding factor in coming to Colorado Springs, he said. A family connection — the wife of the company CEO grew up in Black Forest, north of the Springs — was a bigger consideration, he said.

    “We liked the city so much, they probably would possess reach anyway, but it is nice to possess that benevolent of support,” Travnicek said of the incentives.

    Trisco’s conclusion is a reminder that incentives don’t necessarily drive an economic development deal, but they can serve nigh it for a company that likes a city’s workforce, cost of doing traffic and utility rates, among other factors.

    “They’ll identify a list of cities that they assume are an usurp market or a location for their investment,” said Bob Cope, the city’s economic development officer. “That doesn’t start with the incentive package. That starts with the fundamentals. As they narrow down the cities that are a best match for their operations, then they would secure into the incentive discussions.”

    Also, not All incentives are created equal. Colorado incentives are modest compared with more extensive offerings in other states, said Tammy Fields, chief economic development officer of the Colorado Springs Chamber of Commerce & EDC.

    A few years ago, an international law firm with multiple locations had the Springs on its short list for an office that would possess brought 250 high-wage jobs to town, she said. The law firm wound up taking the jobs to Louisville, Ky., where tax credits being offered were more flexible in their application; the ones in Colorado could only exist used to offset the firm’s income tax liability, she said.

    “We lost the deal,” Fields said.

    Some companies are less concerned with incentives, she added.

    In-N-Out Burger, the current California fast-food chain, plans to open patty production and distribution facilities and its first Colorado restaurant in 2020 in northern Colorado Springs.

    But In-N-Out hasn’t shown interest in incentives, Fields said. City officials furthermore haven’t talked about incentives with In-N-Out, Cope said. And a Colorado Office of Economic development and International Trade spokeswoman said via email, “we enact not possess an executed contract with In-N-Out.”

    In-N-Out declined to comment.

    Scheels, however, appears All in on its Springs incentive package.

    The City Council voted 7-2 eventual week to create a mechanism that would allow the city to chop its 2 percent sales tax rate to 1 percent in a designated area, and then permit a company doing traffic at that site to substitute a 1 percent public improvement fee for the reduced portion of the sales tax.

    The fresh fee would function as a private sales tax on behalf of the company, which then could disburse the fee’s proceeds to pay for public upgrades at its site or to offset its investment costs.

    Based on Scheels’ projected annual sales of $60 million, which includes drawing 40 percent to 50 percent of sales from outside the immediate area, the fresh incentive would allow the retailer to preserve $16.2 million generated by the public improvement fee over 25 years, according to information Cope presented eventual week to the City Council.

    Scheels won’t respond to questions about its Colorado Springs deal.

    “As a private company, they enact not possess a observation on this topic,” a spokeswoman said via email.

    Others possess plenty to say.

    Murray — who has supported other incentives, including the Trisco package — said he wouldn’t fight serve for Scheels if it wanted to build its store on Colorado Springs’ southeast side. The older, lower-income piece of town needs jobs and an economic development shot in the arm. A fresh retailer could serve draw consumers to the southeast side who otherwise would never visit the area, he said.

    InterQuest on the city’s far north side, however, is one of the city’s hottest retail and commercial markets, Murray said. Along with InterQuest Marketplace, the zone is home to the InterQuest Commons and conquest Ridge developments. The three projects vaunt hotels, restaurants, movie theaters and apartments, among other activity.

    Employers furthermore are flocking to the area. In-N-Out plans to build its facilities and first restaurant at conquest Ridge; Ent Credit Union has targeted a fresh headquarters near I-25 and InterQuest Parkway and Centura Health will build a hospital southeast of I-25 and InterQuest where it bought nearly 60 acres eventual week.

    Scheels’ first Colorado store opened in September 2017 in Johnstown, north of Denver. But Johnstown’s population is only about 15,000, so Scheels naturally attracts customers from outside the town, Murray said.

    With Colorado Springs’ metro population of about 700,000 and the drawing power of the InterQuest area, Scheels will cannibalize sales from zone retailers, he predicted.

    Councilman Andy Pico said he worries the Scheels incentive will give the retailer an unfair edge over longtime stores that aren’t eligible for the identical help. That’s not the case with, say, the city’s airport aeronautical zone, where All businesses can receive the identical deal, Pico said.

    “It’s going to exist in direct competition with, or at least, overlapping competition with Bass Pro, Dick’s Sporting Goods, Big 5, All these others that are benevolent of in the identical traffic and geographically not too far away in some cases,” Pico said.

    Bass Pro Shops opened in 2013 in the Polaris Pointe development about 3 miles north of the proposed Scheels site. Polaris Pointe is piece of an urban renewal district created by the city in 2010 to serve fund a north-side extension of Powers Boulevard. That extension would race through Polaris Pointe, and, in theory, bring more shoppers to Bass Pro’s doorstep.

    Still, Polaris Pointe developer Gary Erickson said eventual week that city staffers denied a Bass Pro request years ago for a similar incentive to the one Scheels would receive — although Cope said he’s unaware of such discussion. In any case, Erickson said he expects Bass Pro to lose 30 percent to 40 percent of its sales because of Scheels’ presence.

    A Bass Pro spokeswoman didn’t respond to requests for comment.

    But Cope said Bass Pro’s customer base isn’t the identical as Scheels, and the two can co-exist. And while the City Council is likely to endorse the incentive for Scheels, other retailers could apply for the identical tax wreck as well. To qualify, they’d need to expand their operations or invest in public improvements, extend the city’s tax base and add jobs, Cope said.

    City Council members furthermore worry that failing to lasso Scheels will prompt the retailer to assume its store to Monument to the north or Fountain to the south, which would cost revenue and jobs.

    “They’re going to build it either here or somewhere near here,” Councilman David Geislinger said of Scheels. “It’s best that it exist built here.”

    The Gazette’s Wayne Heilman contributed to this report.

    “Incentives are the pivotal piece in almost anything that goeson now in the United States and virtually All around the world.” Tom Clark, member of the Colorado Economic development Commission


    Totally automatic: ameliorate DevOps and security in three key steps | killexams.com actual questions and Pass4sure dumps

    The goal of DevOps is to engage the development and operations teams simultaneously throughout the software development...

    lifecycle. That means both during the code's initial development and whenever developers modify or update it. No matter what the stage, it's essential to maintain security and compliance by building them in at the outset. Here's the proper news: There's not necessarily a tradeoff between security and agility. It's workable to develop code that's even more secure than before the coast to DevOps if you approach DevOps and security properly.

    Initial steps to DevOps and security

    The first step to marrying DevOps and security is to exist certain you understand the security controls that are currently in state and the ones that are desired. A proper starting point is to meet with your enterprise risk management team; if you don't possess one, or need additional background, a proper framework can exist institute through the not-for-profit security organization ISACA, which recommends a lineup of key controls for software development that include the following:

    Automated software scanning. Developers should deploy an application code scanning implement and furthermore examine log files or other evidence to prove scans are taking place.

    Automated vulnerability scanning. In addition to code scanning, ISACA furthermore recommends performing automated vulnerability scanning.

    Developer application security training. Auditors should validate that developers received adequate training and demonstrate the disburse of that training in their practices. That is, developers need to know which tests are usurp and validate that the tests possess been run.

    Software dependency management. Tracking dependencies that internally developed code has on software libraries is a captious component of crafting clean, modular code -- and minimizing dependencies makes code cleaner and, generally speaking, easier to secure.

    Access and activity logging. Developers should deploy tools that automate developer activity logins so that there's a timestamped trail of changes made by each developer. It's furthermore sensible to integrate this with traffic feature tracking -- so it's lucid when and why inescapable traffic features were modified.

    Documented policies and procedures. ISACA directs auditors to review policies to ensure that they cover All aspects of the production release process.

    Application performance management. The ISACA recommendation here is to collect metrics to manage performance and address them when they occur.

    Asset management and inventory. Unsurprisingly, an automated implement should maintain a record of assets and applications.

    Separation of duties. All code must exist peer reviewed, and approvers cannot exist the individuals who developed that code. Nor can change managers exist the individuals who implemented the change.

    The second step, after determining which controls to apply, is to assess the security tools that are currently in state and compare that to what's needed. proper tools for vulnerability assessment include Fortify, SonarQube and Nexus IQ. For automated DevOps and security testing, there's a big portfolio of product types, including static application security testing, dynamic application security testing, interactive application security testing and runtime application security testing. Vendors include Contrast Security, Fortify, Veracode and Waratek. And for activity logging, both Jira and Cucumber can track changes. Many of the other controls can exist met by a combination of tools and enhanced processes.

    Step three? Automation

    The third step to DevOps and security is to observe if these automated tools enable any degree of process streamlining. One zone in which they likely will is separation of duties. A traditional approach might require four people to record a change: One person creates the change, a second reviews it, a third approves it and the fourth does the actual deployment. Although this sounds extremely secure, in practice it's not: It's too facile for someone in the record process to figure a human error.

    Automated tools can transform this into a simpler, more automated two-step process in which one person changes and a second person approves, with the rest automated, logged and documented. The automation improves both traceability and error rates.

    Finally, don't forget about implementing security during the update facet of the software development lifecycle. Specifically, the tools described above can and should extend to the handoff of code to the operations teams. As this is often done in piece by creating specific rules for deployment -- a concept sometimes referred to as configuration as code -- security teams may find fresh checkpoints where valuable DevOps and security requirements can exist verified.

    The bottom line? Integrating application security into DevOps isn't as difficult as it may appear. Leading firms typically establish an appsec bootcamp that trains developers on the fundamentals of application security, including the disburse of chosen tools. This serves to distribute security information quickly and effectively throughout the developer organization. 



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