Avoiding the Release Weekend

© 2013 IBM Corporation

Avoiding the Release Weekend aka Happiness is more sleep… How DevOps thinking can lead to a happier you (the release team).

John-Mason Shackelford IBM UrbanCode Release Product Manager [email protected] © 2013 IBM Corporation


Acknowledgements and Disclaimers:

© Copyright IBM Corporation 2013. All rights reserved.

§  U.S. Government Users Restricted Rights - Use, duplication or disclosure restricted by GSA ADP Schedule Contract with IBM Corp.

IBM, the IBM logo, ibm.com,WebSphere, Rational, and IBM Mobile Enterrise are trademarks or registered trademarks of International Business Machines Corporation in the United States, other countries, or both. If these and other IBM trademarked terms are marked on their first occurrence in this information with a trademark symbol (® or ™), these symbols indicate U.S. registered or common law trademarks owned by IBM at the time this information was published. Such trademarks may also be registered or common law trademarks in other countries. A current list of IBM trademarks is available on the Web at “Copyright and trademark information” at www.ibm.com/legal/copytrade.shtml Other company, product, or service names may be trademarks or service marks of others.

Availability. References in this presentation to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates.

The workshops, sessions and materials have been prepared by IBM or the session speakers and reflect their own views. They are

provided for informational purposes only, and are neither intended to, nor shall have the effect of being, legal or other guidance or advice to any participant. While efforts were made to verify the completeness and accuracy of the information contained in this presentation, it is provided AS-IS without warranty of any kind, express or implied. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, this presentation or any other materials. Nothing contained in this presentation is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software.

All customer examples described are presented as illustrations of how those customers have used IBM products and the results they may have achieved. Actual environmental costs and performance characteristics may vary by customer. Nothing contained in these materials is intended to, nor shall have the effect of, stating or implying that any activities undertaken by you will result in any specific sales, revenue growth or other results.


What if you…

reduced release planning effort by 50%?

eliminated the Monday morning effect?

shortened production deployments by 90%?


Increasing Release Complexity

1.  Enterprise grade web technologies = ��many moving parts

2.  Integration of silo’d applications = ��system complexity, dependencies & coordination

3.  Market demand for more releases, more frequently

4.  Dynamic development environment = frequent changes, sometimes last minute


Small Errors = Significant Consequences

A bad software upgrade rendered a major bank unable to process payments for customers. ZDNet

NASDAQ chief blames software for delayed Facebook debut. Bloomberg

An internal glitch between Core systems and web-tiers on a major bank mobile app and website reduced client balances to zero. servicevirtualization.com


Organizations that effectively leverage software innovation outperform their competitors... yet few are able to deliver it effectively

86%

of companies believe software delivery is important or critical

25%

leverage software delivery effectively today

But only…

Source: “The Software Edge: How effective software development drives competitive advantage,” IBM Institute of Business Value, March 2013

69%

outperform those who don’t

of those who leverage software delivery today


Accelerate Software Delivery ��

Balance speed, cost, quality and risk��

Reduce time to customer feedback

DevOps Enterprise capability for continuous software delivery that enables clients to

seize market opportunities and reduce time to customer feedback

Continuous Innovation, Feedback and Improvements

DevOps Lifecycle

Operations/ Production

Development/ Test Customers

Business Owners


We have a process that works… (mostly)

…but how can we build on existing processes with new techniques that accelerate delivery while reducing risk?

Establish annual release calendar

Shepherd project selection & alignment

Monitor release process

milestones

Build implementation plan

Manage environment scheduling

Oversee release readiness

reviews & approvals

Coordinate release weekend

activities

Assist with triage & closure of post-release

issues

before development & test

cycle

during��development & test

cycle at release time

after release


Leverage the release train

•  Release train works for both agile and waterfall development teams.

•  Prepare to increase the number of releases ��year-on-year.

year Enterprise release count 1 30 2 100 3 200 4 400+

•  Streamline opt-in / opt-out process for projects and applications:

•  Minimize human interactions—adopt a notify & alert model.

•  Understand impacts and dependencies.


Employ a DevOps deployment strategy

SIT 120X

DEV 300X

QA 60X

UAT 3X

PT 15X

PROD 1X

Continuous Delivery Deployments Highly Orchestrated

Pull testing and validation as far left as possible

Push continuous delivery as far right as possible

Employ processes and tooling that can handle the spectrum


Look for breaks in the pipeline

SIT 120X

DEV 300X

QA 60X

UAT 3X

PT 15X

PROD 1X

Continuous Delivery Deployments Highly Orchestrated

•  Use same process as much as is feasible. •  Parameterize to account for intended environment

differences. •  Where process differs ensure that processes provide a bridge

so that no content gets lost or garbled across process gaps


Streamline deployment planning w/ collaborative tooling

•  Dozens if not hundreds of individuals are required to assemble a release implementation plan, single threading through a Release Manager w/ a spreadsheet is slow, error prone and soon out-of-date.

•  Distribute the work with a collaborative tool and distributed peer review with release manager monitoring and asking questions related to specific points of concern.


Fully distributing deployment responsibility?

Some organizations fully distribute deployment responsibility to participants, managing windows but not direct dependencies.

Can be much more efficient in planning, but… •  limited visibility between participants leads to more issues discovered during

deployment •  longer than necessary due to padding in windows

Better to distribute where dependencies are few and use collaborative tooling that provides visibility across distribution boundaries.

Um, I think something bad just happened?


Provide real-time status during deployment execution

We do have better technology than this.


Reduce number of human participants

The automation may be easier than you think.

TRY IBM URBANCODE DEPLOY




Deployment Plan (dashboard)

Dashboard indicates time remaining until the end of the outage window, remaining effort,

late and waiting tasks and shows rollout up individual plan segment status.


Deployment Plan (task assignment)

Production deployment plan – Individual tasks may be assigned to a role and a specific user

or may be claimed by a user with the appropriate role.


Deployment Master Plan technology

Deployment Master Plan

Scheduled Deployment Wed

Scheduled Deployment Thu

Scheduled Deployment Fri

1.  Rudy schedules three deployments each using the same master plan.






Scheduled Deployment Fri Otto corrects the master plan and

automatically updates the three scheduled deployments.






Scheduled Deployment Fri

During the deployment, Otto discovers another issue with the plan and makes an update. The master deployment plan is also updated as are other scheduled deployments.


Deployment Plan (suggested tasks)

21


Scheduled Deployments

22


Release Status

23


www.ibm.com/software/rational


© Copyright IBM Corporation 2012. All rights reserved. The information contained in these materials is provided for informational purposes only, and is provided AS IS without warranty of any kind, express or implied. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, these materials. Nothing contained in these materials is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software. References in these materials to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities referenced in these materials may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way. IBM, the IBM logo, Rational, the Rational logo, Telelogic, the Telelogic logo, and other IBM products and services are trademarks of the International Business Machines Corporation, in the United States, other countries or both. Other company, product, or service names may be trademarks or service marks of others.

www.ibm.com/software/rational

26

Technology

Avoiding the Release Weekend