According to industry experts, the DevOps pipeline is the most effective way to integrate developers and operations. This scenario, though, is evolving. More businesses are now embracing DevSecOps, which incorporates the most important part of building large-scale systems—security—into the standard DevOps pipeline.
It’s more vital than ever to incorporate security into DevOps. According to the 2021 Upskilling Enterprise DevOps Skills Report, DevSecOps is a must-have in the automation tool category, according to 56% of respondents. A DevSecOps approach, on the other hand, involves more than just adding security tools and practices. It, like any other DevOps strategy, should be integrated into the company’s culture, processes, and technology.
It’s simple to run into security difficulties or roadblocks when DevSecOps isn’t systematically applied across the organization. Avoiding these possible pitfalls from the start is the greatest bet for success. Here are a few DevSecOps pitfalls that CIOs should avoid:
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Attempting to accomplish too much at once
Small steps are the key to getting there. Starting with a pilot project is a good idea: To implement a DevSecOps pipeline and process, identify a project and cross-functional team (app development, operations, and security). Businesses should prepare to iterate by identifying goals and use cases. Document the deployment and results, including business value, after the team is performing successfully.
Keeping cultural baggage at bay
Culture was a must-execute factor when teams began using DevOps over a decade ago. Collaboration, empathy, and innovation are at the heart of DevOps. Teams that failed to establish the appropriate culture struggled to implement the tactical elements of building, testing, deploying, and constantly running apps.
DevSecOps is no exception, however, teams may have to deal with much more cultural baggage. Historically, developers and security have had opposing goals, which has put them in conflict. Developers were focused on speeding up product development, while security was concerned with reducing risk.
Security is, after all, just another aspect of code quality, and every team has a vested stake in releasing the best code possible. Teams who rally around this and create a culture around it will be successful. Those who are only concerned with tactical implementation and ignore culture and all that it entails, will struggle.
Not knowing how to use the tools, getting in too soon, and disturbing the engineering process
It is crucial to slowly integrate one security control at a time to ensure a better success rate, and make sure the results are useful to the team. To minimize disruptions, CIOs should always monitor and enhance security operations. This includes analyzing results, fine-tuning scanners, and actively collaborating with engineering teams to reduce false positives. The failure of DevSecOps is due to a failure to accomplish this cultural transformation.
Shift left implies ensuring that all duties and responsibilities are explicitly and concisely distributed to each individual participating at the start of a software development project or product. Bring DevSecOps and security to the places where people already work. It is crucial to make it simple for engineers to start security processes using the tools they already have.
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Not garnering senior leadership buy-in
DevSecOps, like DevOps, is a culture, not a team or job. Adding a security/DevSecOps engineer role to existing teams/processes without addressing the culture factor is not the same as embracing DevSecOps and is unlikely to generate the guaranteed profits. Since culture frequently starts at the top, businesses should have senior leadership buy-in for DevSecOps to succeed.
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