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International Journal of Recent Technology and Engineering (IJRTE)ISSN: 2277-3878, Volume-8 Issue-3, September 2019A Research on DevOps Maturity ModelsMohammad Zarour, Norah Alhammad, Mamdouh Alenezi, Khalid Alsarayrah Abstract: Despite the big number of software process modelscurrently available which have been used and practiced for manyyears, we could not till now totally solve the problem of projects’late submissions! Meanwhile Software have constantly becomebigger, more complex, and require high quality. A recentlydeveloped model, called DevOps, aims at producing fast andhigh-quality releases by bringing the development and operationteam to work together. Unfortunately, DevOps is still lacking aclear definition as well as empirical studies that document theexperience in implementing and enhancing it. Maturity modelsare used as a tool to assess the effectiveness of an organizationalprocesses on adopting certain practices and identify whatcapabilities they need to acquire next in order to improve theirperformance and reach higher maturity level. However, there arefew DevOps maturity models which have been emerged as meansto assess DevOps adopted practices. This research aims to identifyand benchmark the DevOps maturity models available inliterature. We were able to identify several maturity models andcompare among them.organizations have different motivations to adopt it, DevOpsrequires further investigation in assisting the quality of theadoption, as there is few DevOps maturity model that gaugesthe maturity. Recently, few DevOps maturity models havebeen emerged as means to assess DevOps adopted practices.However, the reported experience on using these maturitymodels for DevOps in literature is scarce. Same thing appliesfor the assessment methods for these DevOps maturity modelswhere the literature lacks detailed description of thesemethods that prescribe how to assess the DevOps adoption fororganizations to improve their maturity incrementally.This research will study the available maturity models ofDevOps that are documented in the literature, comparebetween them to identify the strengths and weaknesses of eachone, check the assessment methods available based on thesematurity models. Such study is crucial for process assessors toknow the various maturity models available and decide whichone to be uses for the proposed process assessment initiative.Index Terms: DevOps, Comparison, Maturity Model, ProcessModel.I. INTRODUCTIONDespite the big number of software process modelscurrently available which have been used and practiced formany years, we still could not totally solve the problem ofprojects’ late submissions! Meanwhile Software haveconstantly become bigger, more complex, and require highquality. A recently developed model, called DevOps, aims atproducing fast delivery to customers by bringing thedevelopment and operation team to work together.DevOps is the new software process that extends the agilitypractices within the collaborative culture to enhance theprocess of software development and delivery. DevOps isconcerned with improving the collaboration between thedevelopment and operation teams to achieve fast high-qualityreleases. Although DevOps is in use now for several years, butit is still in its infancy period [1] where this new philosophy todevelop software is still lacking a clear definition [2], [3] aswell as empirical studies that document the experience of itsimplementation worldwide.Despite the increasing adoption of DevOps whereRevised Manuscript Received on September 19, 2019.Mohammad Zarour, College of Computer and Information Sciences,Prince Sultan University , Rafha Street, Riyadh, Saudi Arabia, E-Mail:mzarour@psu.edu.saNorah Alhammad, College of Computer and Information Sciences,Prince Sultan University , Rafha Street, Riyadh, Saudi Arabia, E-Mail:norah.a.alhammad@psu.edu.saMamdouh Alenezi, College of Computer and Information Sciences,Prince Sultan University , Rafha Street, Riyadh, Saudi Arabia, E-Mail:malenzi@psu.edu.saKhalid Alsarayrah, College of Computer and Information Sciences,Prince Sultan University , Rafha Street, Riyadh, Saudi Arabia, E-Mail:khalidtorki@psu.edu.saRetrieval Number C6888098319/2019 BEIESPDOI: 10.35940/ijrte.C6888.098319II. DEVOPS MATURITY MODELSSince the nineties of the previous century, softwareorganizations have shown growing interest in assessing andimproving their software process using variouswell-established maturity models that includes CMM, CMMIand ISO/IEC 15504 [4]. It is observed that the maturityassessment is an expensive and arduous activity fororganizations and more work is needed to automate thisprocess [5]. While researchers and practitioners are workingto better understand the software processes, their bestpractices and ways to assessing them, new software processmodels emerge with their own practices. This would increasethe burden on software process engineers to define andpractice the maturity models for the new emerged processmodels.Note that this paper’s focus is not to conduct a systematicliterature review as the DevOps concept is new and thematurity models related to it are few. Hence neither thesystematic literature review nor the mapping studies are usedin this research. A simple search in the main databases thatincludes IEEE, ACM, Springer, and google scalar is enoughand serve our purposes. Unpublished work or thesis work isexcluded.We were able to identify seven maturity models, namely:[6]–[12]. Note that four out of the seven identified maturitymodels are documented as white papers which raises a threatto this study hence their validity and applicability arequestionable. At the same time, we believe that this is a strongdriver for more theoretical and empirical research related to4854Published By:Blue Eyes Intelligence Engineering& Sciences Publication
A Research on DevOps Maturity ModelsDevOps concepts and adoption that should follow thisresearch work.2.1 IBM DevOps Maturity ModelBahrs, P form IBM [6], provided a thorough analysis on theadoption of IBM DevOps approach for promoting continuousdelivery of software. The author identified four dimensions inadopting or implementing continuous software growth withinan organization. These dimensions include Planning andmeasuring, Developing and testing, Releasing and deploying,and Monitoring and optimizing. The IBM DevOps maturitymodel is a practice-based and reflects a wider context withinthe adoption framework of an organization. It focuses ondefining the best practices to be applied in the adoption ofnew software solutions iteratively.A well-articulated approach for assessing current DevOpspractices within an organization is also provided in [6]. It alsohelps in defining a clear roadmap for DevOpsimplementation. Furthermore, the mentioned research workprovided its readers with a high-quality approach formeasuring the improvement made by an organization inimplementing the IBM DevOps approach. Most importantly,this DevOps maturity provides a clear set of steps forpreparing, piloting and releasing system improvements withinan organization.It is important to note that his model does not specify theapplicability of the IBM DevOps approach in other softwareplatforms that do not run on IBM software. Another limitationis that it does not provide a clear justification on theinvestment strategy for achieving DevOps maturity. IBMDevOps maturity model has 4 levels, as follows, See Fig. 1:Level-1 is “Practiced”: At this level, the enterprisestandards are not defined, inconsistent automation, and teamsmay perform some activities associated with the practiceinconsistently.Level-2 is “Consistent”: The enterprise standards at thislevel are defined, automation follows the standards, and teamsperform activities associated with the practice according tothe standards.Level-3 is “Reliable”: At this level, enterprise’s standardsare being followed, an exist mechanisms to assist adoption, amentor team is available to assist in adopting the bestpractices.Level-4 is “Scaled”: At this level, institutionalizedpractices are defined for the adoption across the enterprise,matured core team is formulated, and feedback process isestablished for the standards improvement.Fig.1. IBM DevOps Maturity Model [6]significant risks such as downtime during implementation.2.2 MOHAMED DEVOPS MATURITY MODELThe strength of this model is that, using techniques of theMohamed, S [12], has introduced a new DevOps maturityCMMI model helps in identifying the capability of themodel and then assessed how the model can affect the existing DevOps model at each level of its maturity. It also provides aglobal software engineering practices and processes. The clear transformation framework as the DevOps modelproposed DevOps maturity model is based on the Capability matures from one phase to another. The maturity model isMaturity Model Integration (CMMI) and it is composed of defined as follows, See Fig. 2:five maturity levels against four dimensions that includequality, automation, collaboration and governance.Mohamed, S clarified that the implementation of theCMMI based DevOps maturity model helps in improvingoperational efficiency, increase visibility and mitigatingRetrieval Number C6888098319/2019 BEIESPDOI: 10.35940/ijrte.C6888.0983194855Published By:Blue Eyes Intelligence Engineering& Sciences Publication
International Journal of Recent Technology and Engineering (IJRTE)ISSN: 2277-3878, Volume-8 Issue-3, September 2019Level-1 is “Initial”: At this level, ad-hoc communicationwith no clear process, no automation implemented,uncontrolled governance/process where the outcome of anyservice is not predictable, and no quality standards exist. Thewhole activities are done based on the process ownerobjectives.Level-2 is “Managed”: At this level, communications arecontrolled but not shared between teams, documentedautomation process but not executed, executed governancebut not standardized, and ad-hoc quality management is inplace.Level-3 is “Defined”: At this level, the communication,automation, and governance are standardized. Qualitystandard exists.Level-4 is “Measured”: At this level, the communicationmetrics, automation metrics, and governance metrics, qualitymetrics exist for improvement and measurement.Level-5 is “Optimized”: At this level, constructivecommunication environment, tools and processes areadopted, smart automation to maximize throughput,optimized governance self-adaption, and continuous qualityimprovement.Fig. 2. Mohammed’s DevOps Maturity Model [12]Level-3 is “Co-ordinated”: here, operational team areengaged in the first phases. There are joint processes for the2.3 CAPGEMINI DEVOPS MATURITY MODELdevelopment and operational aspects. The environment setupG. Menzel and A. Macaulay [11] from Capgemini, and characteristics are partially understood and automateddesigned DevOps maturity model that enables businesses toLevel-4 is “Enhanced”: The entire solution lifecycle fromidentify the current maturity level. This model has five levels design, build, test to run has been covered by the joint team.of maturity that measure three dimensions which are people, There is a single process for the entire solution lifecycle. Theprocess and tools. It is defined as follows, See Fig. 3:environment setup and characteristics are clear and most ofLevel-1 is “Basic”: at this level, the strategy, design, the setups for development, testing and operation aredevelopment, and testing are separated. Teams focus on their automated.goals and objectives, ad-hoc process, all activities are manual,no automation tools, and no integration and sharing.Level-2 is “Emerging”: teams are separate, developersfocus on functional and less focus on the non-functionalrequirements, establish a managed process that is restricted toa specific environment, and automatic scripts are developedfor some environments such a development environment.Retrieval Number C6888098319/2019 BEIESPDOI: 10.35940/ijrte.C6888.0983194856Published By:Blue Eyes Intelligence Engineering& Sciences Publication
A Research on DevOps Maturity ModelsLevel-5 is “Top level”: One collaborative team with fullknowledge sharing. There is a single process that cover theentire solution lifecycle and organization strategy. Setup forall environments are automated from one single repository.Fig. 3. Capgemini’s DevOps Maturity Model [11]2.4 Hewlett Packard Enterprise DevOps Maturity ModelInbar et al. [10] from Hewlett Packard Enterprise (HPE),developed a new maturity model that is aligned with theCMMI maturity model to measure DevOps adoption. Thismodel is designed to cover the entire lifecycle of anapplication for large organizations. It is applied to measurethe process, automation, and collaboration dimensions. Thematurity model is defined as follows, see Fig. 4:Level-1 is “Initial”: The collaboration is poor, ad-hoc teamcommunication, and independent stakeholders’ decisions, noautomation processes, and unrepeatable processes.Level-2 is “Managed”: The collaboration is managed,communication and coordination are managed, the process ispartially automated and documented and is not standardizedacross projectsLevel-3 is “Defined”: The collaboration is establishedbetween the teams, central automated infrastructure,automation is tailored for application and environments.processes are characterized and standardized across projects.Level-4 is “Measured”: The collaboration is measuredbased on processes communication to identify bottlenecks,the process is automated, measured, and controlled. Theprocess is visible and predictable of entire process.Level-5 is “Optimized”: The collaboration is optimizedand effective knowledge sharing and individualempowerment. Continuous improvement for the automatedprocess, continuous assessment for the entire process, andminimize risk and cost for the business objectives.Fig.4. Hewlett Packard Enterprise’s DevOps Maturity Model [10]Retrieval Number C6888098319/2019 BEIESPDOI: 10.35940/ijrte.C6888.0983194857Published By:Blue Eyes Intelligence Engineering& Sciences Publication
International Journal of Recent Technology and Engineering (IJRTE)ISSN: 2277-3878, Volume-8 Issue-3, September 20192.5 Bucena DevOps Maturity ModelBucena and Kirikova [12], have developed a DevOpsmaturity model based on CMM approach, which consist offive maturity levels. Each of these levels has four dimensionswhich are technology, process, people and culture. It isdefined as follows, See Fig. 5:Level-1 is "Initial": The environments, tests, datamigration, and deployment are performed manually. Thedelivery process and project management are inconsistent,ad-hoc approaches for learning. Communication is restricted,and lack of awareness as how the culture impacts day to daybusiness.Level-2 is “Repeatable”: The environments configurationsare externalized and versioned, the delivery process isscheduled, project and requirement are managed, requirementis based on testing, development documents are up-to-date,scrum development, and managed processes but notstandardized, the team organized around deliveries, In theculture dimension, the communication among internal teamare rapid.Level-3 is “Defined”: Environments virtualization isadopted. The delivery process is automated, and integrated.The team is organized around projects, the communicationbetween teams are rapid, clear project requirements, activecollaboration, and identified culture traits.Level-4 is “Managed”: The environments are managedeffectively, smoked tests shared with operation team,production deployment is automated. The process deliversfrequently, visible and predictable. The team organizedaround products, frequent collaboration and communication,clear product requirements, and culture viewed as asset to bemanaged.Level-5 is “Optimized”:The environments fully automated, continuous work onprocess improvement for better visibility and faster feedback,continuous delivery process, and the collaboration betweenoperation and development teams to manage risks and reducecycle time. Teams are organized around KPIs. Fig.5illustrates a sample of this maturity model.Fig. 5. Sample of Bucena’s DevOps Maturity Model [7]Eficode Maturity Modelpractices, but they are in their early stages and there are roomEficode’s maturity model [9], see Fig. 6, has five for improvement. The last level in Eficode’s model focuses ondimensions which are: organization and culture, the use of metrics for continuous improvement to achieveenvironments and release, builds and continuous integration, efficiency and quality where the DevOps practices become inquality assurance, and visibility and reporting. The model an ideal state.defines four maturity levels. At the first level, DevOpspractices are not used. At the second and third level,organization has started to implement some DevOpsRetrieval Number C6888098319/2019 BEIESPDOI: 10.35940/ijrte.C6888.0983194858Published By:Blue Eyes Intelligence Engineering& Sciences Publication
A Research on DevOps Maturity ModelsFig.6. Eficode DevOps Maturity Model [9]2.7 Feijter Maturity ModelIII. COMPARISON AND DISCUSSION OF THEFeijter DevOps maturity model [8], shown in Table-1,DEVOPS MATURITY MODELS & RESULTSincludes focus areas that enables software productionThe comparison among DevOps maturity models is basedorganizations to mature in a fine grain manner. The model ison three factors which are:dedicated to be used by software product organizations (SPO)Maturity models’ levels names.that produces software to be used by several customers but notMaturity models’ number of levels, publication year,a customized software for specific customer. Feijter modelnumber of dimensions, and applicationincludes sixty-three capabilities (represented as letters in theMaturity models’ dimensionsmodel) and are distributed over ten capability levels. A caseThe result of this comparison and the following discussionstudy was carried out, at Centric organization, to experienceare informative to identify the strengths and weaknesses of thethe maturity model in practice. The model consists of threeexisting maturity models and to decide which maturity modelmain dimensions namely: culture and collaboration, productto use in any DevOps process assessment activity.and process quality, and foundation.Table 1. Feijter et al. DevOps Maturity Model [8]Retrieval Number C6888098319/2019 BEIESPDOI: 10.35940/ijrte.C6888.0983194859Published By:Blue Eyes Intelligence Engineering& Sciences Publication
International Journal of Recent Technology and Engineering (IJRTE)ISSN: 2277-3878, Volume-8 Issue-3, September 20193.1 Maturity Models’ Levels Namesenhanced or measured, but they all reflect the same meaningof having a managed process:Level 1: A level for the starting point for use of the newprocess (Initial).Level 2: A level where the process is at least documentedsufficiently (Managed).Level 3: A level where the process is defined as a standardprocess (Defined).Level 4: A level where the process is managed inaccordance metrics (Measured).Level 5: A level where the process managed efficiently(Optimized)From our investigation of the DevOps maturity models, wehave noticed that, see Table 2:There are two similar models which are: Mohamed’smodel, and Inbar’s model because both of them comply withCMMI.There are three similarities in the levels’ names betweenMohamed’s model, Inbar’s model, and Bucena’s modelwhich are level 1,3, and 5.The level names are different from one maturity model toanother but their meanings, may have some similarities anddifferences. For instance, the first level (initialization) forBahrs’s model is named “Practiced” while in Menzel’s modelit is named “Basic”, and the others name it “Initial”.Eficode and Feijter models used numbers to name thematurity levelsThe fourth level has different names, e.g. scaled, managed,Table 2. Maturity Models’ LevelsMaturityLevel 1Level 2Level 3Level 4Level 5modelBahrs’s ’sBasicEmergingCo-ordinatedEnhancedTop levelmodelInbar modelInitialManagedDefinedMeasuredOptimizedBucena de’s1234NAmodelFeijter modelDiffer than other models with 10 maturity levelsOne odd model has 10 maturity models that is Feijter3.2 Maturity Models’ Number of Levels, Publication Year, model.Number of Dimensions, and ApplicationRegarding the maturity models’ publishing year, note thatFrom Table 3, we noticed that the maturity models have all the models are relatively new and published in the perioddifferent number of levels:of 2013-2018 which justifies the scarce of published workTwo maturity models have four levels, Bahrs’s and related to DevOps, which we expect to increase the comingEficode’s models.few years. Furthermore, regarding the number of dimensions,Four maturity models have five levels, which are: note that all models have 3-5 possible dimensions, asMohamed’s model, Inbar’s model, Menzel’s model and discussed in the next section.Bucena’s model.Table 3. Maturity Models’ Number of levels, YearNumberPub.Number ofOrganizationsMaturity modelof levelsYeardimensionsValidated the modelBahrs’s model42013 41 (IBM)Mohamed’s model52015 4Menzel’s model52015 3Inbar’s model52013 31 (Hewlett Packard)Bucena’s model52017 41 Anonymous SMEsEficode’s model42015 5Feijter Model102018 31 (Centric)G. Menzel and A. Macaulay [4] has tool dimension, Bucena3.3 Maturity Models’ Dimensions[6] has a technology dimension and Eficode [8] has aDifferent DevOps maturity models have different environment and release dimension that contains automationdimensions, see Table 4:and tools as sub dimension.Four maturity models have Process dimension which are:Mohamed’s model, Menzel’s model, Inbar’s model, andBucena’s model.In the second dimension (dimension B), Mohamed, S [3],and Inbar et al. [5] models have automation dimension, whereRetrieval Number C6888098319/2019 BEIESPDOI: 10.35940/ijrte.C6888.0983194860Published By:Blue Eyes Intelligence Engineering& Sciences Publication
A Research on DevOps Maturity ModelsMost of the maturity models have dimension for teamBahrs, P [2] model dimensionscollaboration, as in Mohamed, S [3] and Inbar et al. [5]. G. automationMenzel and A. Macaulay [4], Bucena [6] call it people andOne model has fifth dimensiondifferentiate it from the culture dimension, Eficode and reportingFeijter models call it culture dimension.Table 4 Maturity Models’ rity modelABCDBahrs’s tionAutomationProcess /QualitymodelGovernanceMenzel’s model PeopleToolProcessInbar’s modelCollaborationAutomationProcessBucena’s model PeopleTechnologyProcessCultureEficode’s model OrganizationEnvironmentsBuilds andQualityand cultureand releasecontinuousassuranceintegrationCulture &Product, Process FoundationFeijter ModelCollaboration& Qualityrevolve on the processrelated to visibility andDimensionEVisibility &reporting-V. REFERENCESIV. CONCLUSION AND FUTURE WORKTo conclude, it is clear from the conducted comparison thatmost of the maturity models have 5 levels either followingCMM or CMMI, others have 4 and one exceptional model has10. Regarding the experiment application two of the modelsare applied and validated by the institute that alreadydeveloped the mode while other to models are validated byapplying the model in one independent organization. Thismeans that the usage of the DevOps maturity models is stillvery limited and is not yet used by variety of organizationsand this would make the validity of such models questionable.Accordingly, more research and empirical work is vitallyneeded to practice and validate the proposed DevOpsmaturity models.It is also noted that there are large similarities in themeasured dimensions in most of models expect Bucena’s andFeijter’s models. Both models assist the culture dimensionand both of them have validated their model in oneorganization from the industry, i.e. an independentorganization that they do not work for. Moreover, we foundthat Bucena’s model is holistic and covers all of DevOpsdimensions while Feijter’s model is dedicated for SPOorganizations. Hence, we believe that Bucena’s and Eficode’smodels are comprehensive and promising models to build onthem and conduct future assessment to assess DevOpsmaturity.Another observation concerning the application of thevarious DevOps maturity models, is that none of theresearchers have documented the adopted assessment methodin an academic publication. All of them documented themodel and its applications then discussed the findings andresults. We believe that this is not enough. Developedassessment method should also be published to be used orenhanced by other researchers. The next step is to use one ofthe recommended models to assess the maturity of Saudiorganization in adopting DevOps via an empirical study.Retrieval Number C6888098319/2019 BEIESPDOI: 10.35940/ijrte.C6888.09831948611. P. Rodríguez et al., “Continuous deployment of softwareintensive products and services: A systematic mappingstudy,” J. Syst. Softw., vol. 123, pp. 263–291, Jan. 2017.2. F. M. A. Erich, C. Amrit, and M. Daneva, “A qualitativestudy of DevOps usage in practice,” J. Softw. Evol.Process, vol. 29, no. 6, p. e1885, Jun. 2017.3. J. Sharp and J. Babb, “Is Information Systems Late to theParty? The Current State of DevOps Research in theAssociation for Information Systems eLibrary,” inAMCIS 2018 Proceedings, 2018.4. J. Becker, R. Knackstedt, and J. Pöppelbuß, “DevelopingMaturity Models for IT Management,” Bus. Inf. Syst.Eng., vol. 1, no. 3, pp. 213–222, Jun. 2009.5. D. Proença and J. Borbinha, “Maturity Models forInformation Systems - A State of the Art,” ProcediaComput. Sci., vol. 100, pp. 1042–1049, Jan. 2016.6. P. Bahrs, “Adopting the IBM DevOps approach forcontinuous software delivery: Adoption paths and theDevOps maturity model,” 2013.7. I. Bucena and M. Kirikova, “Simplifying the devopsadoption process,” CEUR Workshop Proc., vol. 1898,2017.8. R. de Feijter, S. Overbeek, R. van Vliet, E. Jagroep, and S.Brinkkemper, “DevOps Competences and Maturity forSoftware Producing Organizations,” in Enterprise,Business-Process and Information Systems Modeling,vol. 318, Springer, 2018, pp. 244–259.9. Eficode Oy, “DevOps Quick Guides,” Helsinki Finland,2015.10. S. Inbar, S., Sayers, Y., Pearl, G., Schitzer, E., Shufer, I.,Kogan, O., & Ravi, “DevOps and OpsDev: How MaturityModel Works,” Hewlett Packard Enterprise, 2013.11. G. Menzel and A. Macaulay, “DevOps - The Future ofApplication Lifecycle Automation,” Capgemini.Com, p.24, 2015.12. S. Mohamed, “DevOps shifting software engineeringstrategy-value based perspective,” Int. J. Comput. Eng.,vol. 17, no. 2, pp. 51–57, 2015.13. S. I. Mohamed, “DevOps Shifting Software EngineeringStrategy Value Based Perspective,” IOSR J. Comput.Eng. Ver. IV, 2015.Published By:Blue Eyes Intelligence Engineering& Sciences Publication
International Journal of Recent Technology and Engineering (IJRTE)ISSN: 2277-3878, Volume-8 Issue-3, September 2019AUTHORS PROFILEMohammad ZarourDr. Zarour holds a Ph.D. in SoftwareEngineering (2009) from University of Quebec andmaster degree in Computer Science (1998) fromUniversity of Jordan. He is currently a facultymember in college of computer and informationsciences (CCIS) at Prince Sultan UniversityRiyadh, Saudi Arabia. He has more than 12 yearsof teaching experience in university and academicenvironment and also has several years of industryexperience in information systems development and project management.His research interests include software process assessment andimprovement, software quality, cost estimation, and web technologies. Hehas many peer-reviewed publications.Norah AlhammadMrs. Norah has a master degree in software engineering from PrinceSultan University Norah has a Master degree in Software Engineering fromPrince Sultan University. Her work focus in software development andDevOps. Currently, she is an Information Technology Project Manager inSemi Government Industry.Mamdouh AleneziDr. Alenezi is currently the Dean ofEducational Services and the ChiefInformation & Technology Officer (CITO) atPrince Sultan University. Dr. Alenezireceived his MS and Ph.D. degrees fromDePaul University and North Dakota StateUniversity in 2011 and 2014, respectively. Hehas extensive experience in data mining andmachine learning where he applied severaldata mining techniques to solve severalSoftware Engineering problems. He conducted several research areas anddevelopment of predictive models using machine learning to predictfault-prone classes, comprehend source code, and predict the appropriatedeveloper to be assigned to a new bug.Khalid Al-SarayrehDr. Al-Sarayreh is an associate professor ofSoftware Engineering at the Prince SultanUniversity in Saudi Arabia. He has a Ph.D.degree in Software Engineering from theUniversity of Québec in Canada. He also has adoctoral degree in Computer InformationSystems, MSc in Computer Engineering(Embedded Systems) and BS degree inComputer Science from Jordanian Universities. He served during 25 years inboth national and international institutions. With over 70 publications, hisresearch interests include Software Quality Engineering, Software QualityAssurance using international standards, Software Requirements(Functional and Nonfunctional requirements), Software Measurement,Software Reuse, Software Engineering Standards (ECSS, IEEE, and ISO).Retrieval Number C6888098319/2019 BEIESPDOI: 10.35940/ijrte.C6888.0983194862Published By:Blue Eyes Intelligence Engineering& Sciences Publication
Fig. 3. Capgemini's DevOps Maturity Model [11] 2.4 Hewlett Packard Enterprise DevOps Maturity Model Inbar et al. [10] from Hewlett Packard Enterprise (HPE), developed a new maturity model that is aligned with the CMMI maturity model to measure DevOps adoption. This model is designed to cover the entire lifecycle of an
Understand the basics of the DevOps cycle Become familiar with the terms and concepts of DevOps Comprehend the beginning of the DevOps cycle . DevOps and Software Development Life Cycle 3. DevOps main objectives 4. Prerequisites for DevOps 5. Continuous Testing and Integration 6. Continuous Release and Deployment 7. Continuous Application .
DevOps literature, including the DevOps maturity model. The case project is also assessed in terms of its DevOps maturity. Finally, impediments and problems regarding DevOps adoption are discussed. Based on the case study, major challenges in the project include the large size and
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