DevOps adoption has been going on for a decade and shows no signs of slowing. In Forrester’s 2024 developer experience survey, 87% of developers indicated that their organisation had already adopted DevOps practices or planned to do so in the coming year.
But for many organisations, scaling their DevOps practice has been complicated, expensive and, in the end, insufficient in delivering the value leaders had expected. These organisations start with a grassroots approach to DevOps adoption, with each team self-selecting its toolchain, creating its best practices and infusing its institutional knowledge.
Forrester clients tell us this team-based approach breaks down at scale. It creates as many problems as it solves and does not deliver the results the C-suite was expecting.
For instance, bespoke toolchains create headaches. Organisations that took this approach are now saddled with too many unique toolchains, each requiring nurturing by the same developers who are supposed to be building customer-focused products. These toolchains also require unique automation, create trapped institutional knowledge, contribute to tool sprawl and limit any chance for volume DevOps tool pricing.
All these factors create headaches for IT leaders trying to reduce overheads while improving productivity and efficiency.
Many organisations now understand that improving the developer experience increases efficiency by removing impediments to the development process. High among those impediments is unnecessary context switching, which breaks the concentration of developers and decreases flow.
Disconnected automation tools, multiple systems of record and multiple platforms slow developers down by forcing them to play hopscotch with numerous tools. Without a common platform as the backbone, when developers change projects, they may go through entirely new onboarding procedures to get access to repositories and commit their first pull request.
The lack of standardised practices causes governance issues as well. Without a standard approach to software delivery, you end up with ad hoc governance implemented differently depending on the toolchain. This creates trust barriers between developers and enterprise governance teams, can add manual oversight and red tape that slows processes down, and works against efforts to improve productivity and efficiency at scale.
Another issue software developers face is that the traditional IT service catalogue is a heavyweight solution. Many organisations have had service portals for years, grounded in IT and enterprise service management practices and based on products such as ServiceNow, Atlassian’s Jira Service Management or BMC Helix.
These tools remain because they often serve non-technical users and may be leveraged by traditional infrastructure organisations for ticketed offerings. However, developers find ticket ops to be too slow and unresponsive, which is why a market emerged for dedicated internal developer platforms (IDPs).
A scaled platform for services
IDPs provide a framework for creating an IT platform where services can be defined, automated and exposed across the enterprise.
Examples of IT services that can be incorporated into an IDP include allocating a new piece of infrastructure, such as a new virtual machine, instantiating an automated continuous integration/continuous delivery (CI/CD) pipeline to build and deliver code, or creating the scaffolding for a new microservice project using organisational best practices.
Internal developer platforms provide a framework for creating an IT platform where services can be defined, automated and exposed across the enterprise Forrester
IDPs facilitate management and access to service automations by providing a framework to manage and expose automation at scale.
IDPs can provide visibility into tools and frameworks. One feature of IDPs is scorecards, which provide information about both the technical and business performance of technologies. This helps developers make the right choice when faced with multiple frameworks, and also gives leaders insight into adoption.
New tool adoption becomes apparent to leadership, as does abandonment of older technologies, enabling leaders to deprecate and remove older components when it makes sense for the business.
At a high level, IDPs can serve a similar role to traditional platform as a service (PaaS) by providing an abstraction layer to IT infrastructure services. However, whereas many PaaS implementations have opaque abstraction layers, IDPs offer a transparent layer via service definition files that enable developers and infrastructure engineers to view, reuse and improve upon the underlying abstraction mechanisms.
Platform builders need to understand these differences to determine which abstraction model will serve their needs best.
There are several reasons for its adoption. Spotify has a reputation for transformational engineering processes. Many organisations have adopted the now-famous Spotify model, featuring squads, tribes and guilds. Having Backstage reside in the CNCF ensures governance and a healthy community of contributors and adopters. A growing number of commercial DevOps tool suppliers support Backstage plug-ins. And most importantly, because it’s open source, Backstage is free for developers to download and try, further accelerating interest in platforms in general.
Before committing to an IDP, IT leaders should build a compelling business case outlining which benefits the IDP will bring to the organisation and how it will measure these Forrester
Many teams had assumed, or hoped, that Backstage was a ready-to-use platform, but soon became overwhelmed by its complexity. This has created an opportunity for commercial software providers to differentiate their offerings from Backstage. These commercial tools providers claim their products are easier to get started with, have a lower learning curve and offer technological advantages to Backstage, such as providing a service orchestration layer.
Spotify also offers Backstage as a paid commercial subscription that includes product support, additional plugins and no-code capabilities to help companies get started faster with greater confidence. Users see these commercial add-ons, such as Soundcheck (a plug-in that helps teams visualise quality, security and reliability checks on services), as value-adds.
Before committing to an IDP, Forrester recommends IT leaders build a compelling business case outlining which benefits the IDP will bring to the organisation and how it will measure these. Developing a comprehensive business plan will ensure alignment between the stakeholders funding the platform initiative and those responsible for its creation.
Forrester has found that nearly every IDP company and end user who has successfully built an IDP started small by building a proof of concept (PoC). The first implementation can take several weeks to months.
Forrester recommends that IT leaders first identify a team that is collaborative and sees the benefit of an IDP approach. Then, build the PoC around a few of members’ crucial needs while engaging with them for additional suggestions and even their own contributions to improve the IDP. This approach can be built upon and used as a springboard for other teams to continue to grow the IDP in a sustainable way.
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One of the best ways to save big on fun tech purchases on Newegg is through Newegg combo deals. If you’re looking to build your own PC, when you buy the components to it on Newegg, you’ll save big. When you choose items from two or more categories, you’ll unlock combo savings, like processor, motherboard, and memory cards. Plus there’s AMD combo savings and Intel combo savings, with up to $15 off Intel processors.
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The collection of millions of hacked computers known as Aisuru and Kimwolf have been used to launch some of the biggest distributed denial-of-service (DDoS) attacks ever seen. Now United States law enforcement agencies have wiped both of them off the internet along with two of the other hordes of hijacked computers—known as botnets—in a single broad takedown.
On Thursday, the US Department of Justice, working with the cybercrime-fighting agency within the US Department of Defense known as the Defense Criminal Investigative Service, announced that it had dismantled four massive botnets in a single operation, removing the command-and-control servers used to commandeer the hacker-run armies of compromised devices known by the names JackSkid, Mossad, Aisuru, and Kimwolf. Together, operators of the four botnets had amassed more than 3 million devices, the Justice Department said, and often sold access to those devices to other criminal hackers as well as using them to target victims with overwhelming floods of attack traffic to knock websites and internet services offline.
Aisuru and Kimwolf, a distinct but Aisuru-related botnet, had together comprised more than a million devices, according to DDoS defense firm Cloudflare, with Aisuru infecting a variety of devices ranging from DVRs to network appliances to webcams, and its Kimwolf offshoot infecting Android devices including smart TVs and set-top boxes. Cloudflare says the two botnets, working in conjunction, carried out a cyberattack against a Cloudflare customer last November that reached more than 30 terabits of data per second, nearly three times the size of the previous biggest such attack.
No arrests were immediately announced along with the takedowns, but a Justice Department statement noted that the US government was collaborating with Canadian and German authorities, “which targeted individuals who operated these botnets.”
“The United States is steadfast in our commitment to safeguarding critical internet infrastructure and fighting the cybercriminals who jeopardize its security, wherever they might live,” US attorney Michael J. Heyman wrote in a statement.
Of the four botnets taken out in the operation, Aisuru had gained the most notoriety, thanks to a series of record-breaking or near-record cyberattacks it carried out last fall. The botnet, whose use was rented out like many such “booter” services offering their brute-force disruptive capabilities to anyone willing to pay, has been most visibly against gaming services like Minecraft and independent cybersecurity journalist Brian Krebs. Krebs, who has extensively investigated the botnet underground and Aisuru in particular, came under repeated attack from the botnet last year.
Then in November, Cloudflare absorbed a recording-breaking combined attack from Aisuru and Kimwolf that lasted only 35 seconds but reached 31.4 terabits per second, a volume of attack traffic close to triple the size of any seen before. (The company hasn’t revealed which of its customers was hit with that attack.)
In a report on the state of the DDoS ecosystem, Cloudflare described the maximum attack traffic of the combined Aisuru and Kimwolf botnets as equivalent to “the combined populations of the UK, Germany, and Spain all simultaneously typing a website address and then hitting ‘enter’ at the same second.” The botnet was capable, Cloudflare’s analysts wrote, of “launching DDoS attacks that can cripple critical infrastructure, crash most legacy cloud-based DDoS protection solutions, and even disrupt the connectivity of entire nations.”
In fact, all four botnets disrupted by the US operation were variants of Mirai, an internet-of-things botnet that first appeared in 2016, broke records at the time for the size of the cyberattacks it enabled, and eventually was used in an attack on the domain-name service provider Dyn that took down 175,000 websites simultaneously for much of the United States. Mirai’s code base has since served as the starting point for a decade of other internet-of-things botnets.
This week onUncanny Valley, hosts Brian Barrett and Zoë Schiffer discuss the highlights from Nvidia’s annual developer conference, and why Tesla recently got in trouble with some of its most loyal fans online. Plus, Meta’s initial decision to shut down Horizon Worlds VR on the Quest headset signals the end of the metaverse dream. (Meta has since reversed course, saying it will keep the platform on limited support for the “foreseeable future.”)
You can always listen to this week’s podcast through the audio player on this page, but if you want to subscribe for free to get every episode, here’s how:
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Transcript
Note: This is an automated transcript, which may contain errors.
Zoë Schiffer: Brian, hello. Very exciting to have another way to talk to you when I’m not pinging you on Slack every five seconds.
Brian Barrett: It’s great, because Slack doesn’t have the voice part.
Zoë Schiffer: It doesn’t.
Brian Barrett: I will say: very sad that Leah won’t be a part of that journey today.
Zoë Schiffer: I know. It is really sad, but when the Leah’s away, the mice will play, and we will be talking about topics that Leah hates, so just wait.
Brian Barrett: And to be clear, she’ll be back next week. She’s just sick.
Zoë Schiffer: Yeah.
Brian Barrett: It’s allergy season.
Zoë Schiffer: Welcome to WIRED’s Uncanny Valley. I’m Zoë Schiffer, WIRED’s director of business and industry.
Brian Barrett: I’m Brian Barrett, executive editor.
Zoë Schiffer: This week on the show, we’re diving into Nvidia’s annual developer conference, why some Tesla influencers are fleeing the brand, and why Meta has finally shut down Horizon Worlds on Meta Quest. So to start us off, this week, Nvidia had its annual developer conference in San Jose. This is the big event in the AI industry. Some people even call it the Super Bowl of AI. Developers go, CEOs, researchers, WIRED reporters—and we’re all waiting to hear what CEO Jensen Huang is going to tell us about the future of the company.
Brian Barrett: One thing that’s interesting about the Nvidia conference too, is I feel like so much of it is business facing. It’s not a lot of stuff that you, as an AI consumer or someone who plays around with Claude, wouldn’t necessarily connect with. One thing, with a grain of salt, because this is someone who stands to make this money, but Jensen did say the revenue opportunity for artificial intelligence chips just at Nvidia might reach at least a trillion dollars through 2027.
Zoë Schiffer: Pocket change.
Brian Barrett: Pocket change, I mean, really, for Nvidia at this point. One thing that was really interesting: He introduced a new product. I always like when there’s an actual product tied to this rather than the promise of a product. A while ago, Nvidia struck a licensing deal with a company called Groq, not to be confused with the occasionally—
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