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DevSecOps: Embracing Cultural Change for Transformative Security

Security is typically distinct from other technical teams, such as development, operations, networking, IT, etc. For example, suppose you concentrate on the release of new software or new features and functions in existing software. In that case, you will notice that while development and operations collaborate rapidly and efficiently, they are still turning over these functions and features to security. Security is pushing them back, similar to how development and operations operated before DevOps.

To succeed, organizations must recognize that DevSecOps is, first and foremost, a culture. The DevSecOps culture focuses on integrating the traditionally compartmentalized functions of Development, Security, and Operations into a paradigm of collaborative shared responsibility. It tries to eliminate barriers like pointing the finger and deflection. Instead, it seeks to foster understanding and shared objectives between various professions inside the firm.

DevSecOps does for development, operations, and security what DevOps accomplished for development and operations. It is a cultural practice supported by technology that simplifies the work of teams for better collaboration. Similar to DevOps, a component of the DevSecOps culture shift is establishing empathy for one another by comprehending the unique needs of each team.

What and How DevSecOps Operates

DevSecOps still needs to eliminate the need for a security team or the discipline of security. In the same way, DevOps did not eliminate the need for operations. Instead, it changed how the development and operations teams worked together.

DevSecOps differs slightly from DevOps in terms of how this occurs. As a reminder, the DevOps model appears as follows:

In the preceding approach, development and operations were still distinct but no longer isolated. Therefore, the DevSecOps model appears as follows:

As you can see, security is part of every step of the DevOps lifecycle. It is not separate from development or operations.

This is accomplished through “shifting left” (i.e., incorporating security earlier and earlier into the cycle, beginning with the design/build phase). At each level, new tests and other tasks must be performed. For instance, when addressing security at the code phase, security must participate in code reviews and conduct tests such as a SAST (static application security test) and an SCA (security configuration audit) (software composition analysis). Before construction, testing, and so on, any faults discovered here are resolved. The same holds for each phase: the earlier a security vulnerability is found, the less time and experience are required to remedy it.

Develop Interfunctional Empathy

A significant number of security specialists need to gain experience operating services in production. Similarly, many developers and operations specialists need more security skills. To bridge these differences, it is necessary to “walk a mile in each other’s shoes.”

For security purposes, this entails ownership of a service in production. The team must assume responsibility for the entire life cycle of this service; they are not simply performing a single deployment. Security must collaborate with development and operations to decide which service is the best fit for the business, not just in terms of what is required to operate and maintain it but also in terms of its financial value. For instance, if there are any security-related services, it would make sense for security to assume responsibility for those services.

For development and operations, they must do security awareness and posture-improving exercises. Participating in threat modelling exercises during the design phase for various features and releases is one approach to accomplishing this. When teams analyze the security implications of new or altered software, services, or environments using threat modelling, for example, if a modification is made to the network’s design, the new design must be threat-modelled to be adequately guarded.

Create a Culture of Collaboration

It is essential to work with instead of against the human mind. We are a curious species that enjoy engagement and interaction. Additionally, we are a species with a significant negative bias.

The primary objective of security awareness is to increase employee awareness of potential security vulnerabilities. Another goal is to be there to fix any problems that come up. For this to happen, though, the team needs to build up enough trust that employees feel safe enough to report problems.

You can utilize your team to curate information around areas where your organization is weaker and be more generic in areas where it is strong by offering customized security training. It also enables you to engage with staff truly; you can do something to capture their interest. For example, demonstrate a cross-site scripting attack or how to pick a lock and tie the latter into the themes you’re attempting to convey.

Applying DevSecOps Culture with iVedha

By transitioning from DevOps to DevSecOps services, enterprises may revolutionize their development pipeline management. Increased coordination between the development, security, and operations teams guarantees that vulnerabilities are found early on, and that security risks are mitigated.

iVedha is one of the few companies that offers comprehensive DevSecOps consulting services and solutions. Our consultants are experts in evaluation, implementation, and support for our clients’ DevSecOps initiatives, which range from straightforward to complicated enterprise-level IT projects. We develop customized DevSecOps platforms that integrate security into areas such as build automation, test automation, deployment automation, monitoring, and environment management, among others.

Contact our experts to learn more about DevSecOps culture.