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One of the most costly factors in providing a global computing infrastructure such as the WLCG is the human effort in deployment, integration, and operation of the distributed services supporting collaborative computing, data sharing and delivery, and analysis of extreme scale datasets. Furthermore, the time required to roll out global software updates, introduce new service components, or prototype novel systems requiring coordinated deployments across multiple facilities is often increased by communication latencies, staff availability, and in many cases expertise required for operations of bespoke services. While the WLCG (and distributed systems implemented throughout HEP) is a global service platform, it lacks the capability and flexibility of a modern platform-as-a-service including continuous integration/continuous delivery (CI/CD) methods, development-operations capabilities (DevOps, where developers assume a more direct role in the actual production infrastructure), and automation. Most importantly, tooling which reduces required training, bespoke service expertise, and the operational effort throughout the infrastructure, most notably at the resource endpoints (sites), is entirely absent in the current model. In this paper, we explore ideas and questions around potential NoOps models in this context: what is realistic given organizational policies and constraints? How should operational responsibility be organized across teams and facilities? What are the technical gaps? What are the social and cybersecurity challenges? Conversely what advantages does a NoOps model deliver for innovation and for accelerating the pace of delivery of new services needed for the HL-LHC era? We will describe initial work along these lines in the context of providing a data delivery network supporting IRIS-HEP DOMA R&D. 

Developing sustainable software for the scientific community requires expertise in software engineering and domain science. This can be challenging due to the unique needs of scientific software, the insufficient resources for software engineering practices in the scientific community, and the complexity of developing for evolving scientific contexts. While open‐source software can partially address these concerns, it can introduce complicating dependencies and delay development. These issues can be reduced if scientists and software developers collaborate. We present a case study wherein scientists from the SuperNova Early Warning System collaborated with software developers from the Scalable Cyberinfrastructure for Multi‐Messenger Astrophysics project. The collaboration addressed the difficulties of open‐source software development, but presented additional risks to each team. For the scientists, there was a concern of relying on external systems and lacking control in the development process. For the developers, there was a risk in supporting a user‐group while maintaining core development. These issues were mitigated by creating a second Agile Scrum framework in parallel with the developers' ongoing Agile Scrum process. This Agile collaboration promoted communication, ensured that the scientists had an active role in development, and allowed the developers to evaluate and implement the scientists' software requirements. The collaboration provided benefits for each group: the scientists actuated their development by using an existing platform, and the developers utilized the scientists' use‐case to improve their systems. This case study suggests that scientists and software developers can avoid scientific computing issues by collaborating and that Agile Scrum methods can address emergent concerns.