Reimagining DevOps with Emerging Technologies: Towards Intelligent, Adaptive, and Secure Software Engineering Practices
##plugins.themes.bootstrap3.article.main##
Abstract
This research article examines how new technologies can be incorporated into DevOps practices to improve software development. The paper investigates the possibility of artificial intelligence (AI), machine learning (ML), and blockchain technology to build intelligent, adaptive, and secure DevOps environments through detailed case studies of Netflix and Capital One. In addition, Netflix uses AI and ML for predictive analytics, adaptive monitoring, and improving security, which have improved deployment reliability and user satisfaction. Capital One has been applying blockchain technology that has helped to build more security, compliance with regulatory requirements, and transparency. The case studies showcase benefits, challenges, and lessons learned that will interest organizations in integrating emerging technologies within their DevOps workflows.
##plugins.themes.bootstrap3.article.details##
References
[2]. Azadeh, K., De Koster, R., & Roy, D. (2019). Robotized and automated warehouse systems: Review and recent developments. Transportation Science, 53(4), 917–945. https://doi.org/10.1287/trsc.2018.0874
[3]. Brock, J. K. U., & Von Wangenheim, F. (2019). Demystifying AI: What digital transformation leaders can teach you about realistic artificial intelligence. California Management Review, 61(4), 110–134. https://doi.org/10.1177/0008125619863437
[4]. Buchalcevova, A., & Doležel, M. (2019). IT systems delivery in the digital age: Agile, DevOps, and beyond. In Proceedings of the 27th Interdisciplinary Information Management Talks (pp. 421–429).
[5]. Coombes, L., Allen, D., Humphrey, D., & Neale, J. (2009). In-depth interviews. In Research Methods for Health and Social Care (pp. 197–210).
[6]. Duan, Y., Edwards, J. S., & Dwivedi, Y. K. (2019). Artificial intelligence for decision-making in the era of big data: Evolution, challenges, and research agenda. International Journal of Information Management, 48, 63–71. https://doi.org/10.1016/j.ijinfomgt.2019.01.021
[7]. Dwivedi, Y. K., Hughes, L., Ismagilova, E., Aarts, G., Coombs, C., Crick, T., Duan, Y., Dwivedi, R., Edwards, J., Eirug, A., et al. (2019). Artificial intelligence (AI): Multidisciplinary perspectives on emerging challenges, opportunities, and agenda for research, practice, and policy. International Journal of Information Management. https://doi.org/10.1016/j.ijinfomgt.2019.101994
[8]. Finelli, L. A., & Narasimhan, V. (2020). Leading a digital transformation in the pharmaceutical industry: Reimagining the way we work in global drug development. Clinical Pharmacology & Therapeutics, 108(4), 756–761. https://doi.org/10.1002/cpt.1925
[9]. Frick, N. R., Mirbabaie, M., Stieglitz, S., & Salomon, J. (2021). Maneuvering through the stormy seas of digital transformation: The impact of empowering leadership on the AI readiness of enterprises. Journal of Decision Systems. https://doi.org/10.1080/12460125.2021.1878498
[10]. Gallego, D., & Bueno, S. (2014). Exploring the application of the Delphi method as a forecasting tool in information systems and technologies research. Technology Analysis & Strategic Management, 26(9), 987–999. https://doi.org/10.1080/09537325.2014.941849
[11]. Gioia, D. A., Corley, K. G., & Hamilton, A. L. (2013). Seeking qualitative rigor in inductive research: Notes on the Gioia methodology. Organizational Research Methods, 16(1), 15–31. https://doi.org/10.1177/1094428112452151
[12]. Laato, S., Vilppu, H., Heimonen, J., Hakkala, A., Björne, J., Farooq, A., Salakoski, T., & Airola, A. (2020). Propagating AI knowledge across university disciplines: The design of a multidisciplinary AI study module. 2020 IEEE Frontiers in Education Conference (FIE), 1–9. https://doi.org/10.1109/FIE44824.2020.9273960
[13]. Magistretti, S., Dell’Era, C., & Petruzzelli, A. M. (2019). How intelligent is Watson? Enabling digital transformation through artificial intelligence. Business Horizons, 62(6), 819–829. https://doi.org/10.1016/j.bushor.2019.08.004
[14]. Mäntymäki, M., Baiyere, A., & Islam, A. N. (2019). Digital platforms and the changing nature of physical work: Insights from ride-hailing. International Journal of Information Management, 49, 452–460. https://doi.org/10.1016/j.ijinfomgt.2019.07.001
[15]. Mäntymäki, M., Hyrynsalmi, S., & Koskenvoima, A. (2019). How do small and medium-sized game companies use analytics? An attention-based view of game analytics. Information Systems Frontiers. https://doi.org/10.1007/s10796-019-09969-x
[16]. Manyika, J., Lund, S., Chui, M., Bughin, J., Woetzel, J., Batra, P., Ko, R., & Sanghvi, S. (2017). Jobs lost, jobs gained: Workforce transitions in a time of automation. McKinsey Global Institute, 150. Retrieved from https://www.mckinsey.com
[17]. Matt, C., Hess, T., & Benlian, A. (2015). Digital transformation strategies. Business & Information Systems Engineering, 57(5), 339–343. https://doi.org/10.1007/s12599-015-0401-5
[18]. Schwartz, J. H., & Wool, J. (2019). Reframing the future of work. MIT Sloan Management Review. Retrieved February 19, 2019, from https://sloanreview.mit.edu/article/reframing-the-future-of-work
[19]. Tabrizi, B., Lam, E., Girard, K., & Irvin, V. (2019). Digital transformation is not about technology. Harvard Business Review, 13, 1–6.
[20]. Vial, G. (2019). Understanding digital transformation: A review and a research agenda. The Journal of Strategic Information Systems, 28(2), 118–144. https://doi.org/10.1016/j.jsis.2019.01.003
[21]. Wu, S. Y. (2019). Key technology enablers of innovations in the AI and 5G era. 2019 IEEE International Electron Devices Meeting (IEDM), 36–3. https://doi.org/10.1109/IEDM19573.2019.8993465