Randomized trial explores secure CI/CD practices in digital banking, indicating improved software reliability.
In today's software landscape, Continuous Integration and Continuous Deployment (CI/CD) are essential practices that allow companies to make their software updates quickly and consistently without compromising on quality and reliability. The use of secure and reliable CI/CD pipelines is especially critical within the digital banking space, the place applications are utilized for delicate monetary transactions, individual buyer information, and mission-critical providers. In order to satisfy both the expectations and requirements of both customers and authorities, and to keep pace with cyber security issues, banking platforms need to constantly be evolving and adapting to changing customer needs, whilst maintaining system availability and data integrity. The traditional software deployment methods include lengthy release cycles, manual testing and increased risks of deployment that result in compromising innovation and critical features delivery. The CI/CD overcomes all these with automation of code integration, testing, security validation and deployment. But, financial institutions have specific challenges with implementing CI/CD – the complex legacy infrastructure, cyber threats, and zero downtime deployments are just a few. The article summarizes the existing CI/CD approaches for secure and reliable digital banking CI/CD pipelines. It covers DevSecOps concepts, automated security testing, infrastructure as code, containers, continuous monitoring, compliance automation and cloud-native deployment. Moreover, a conceptual CI/CD framework is introduced, which is specific to digital banking platforms, to illustrate the integration of security all the way through the SDLC. The review highlights the benefits of implementing secure CI/CD practices, including increased software reliability, improved quality, increased operational efficiency, and a better ability to comply with regulations; and fostering customer confidence and organizational resilience.
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Kehinde et al. (2026) studied this question.
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