The philosophy of continuous deployment
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Presentation given to Sydney Tech Leaders Meetup 11-June-2015. Focuses on behaviours and culture change that is required within the delivery team and throughout the enterprise to assist and complement the technical capability of the organisation.
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The philosophy of continuous deployment
- 1. The Philosophy of Continuous Deployment
- 2. Scope Philosophy and culture change Not a technical how to
- 3. Deliver more features value, more quickly for less cost Improves •Focus •Efficiency •Quality Reduces •Cycle time •Bureaucracy •Release overheads •Bug/feature management •Cost
- 4. Traditional Culture You release what you test Phase gates and sign-off Quality is the responsibility of Ops and QA
- 5. Can we do this faster? TEST, TEST, TEST 100% Unit Test coverage ~75% Cucumber Tests (BDD) Substantial integration tests in pre-prod Deployment Automation
- 6. Global Release Vicious Circle Confidence to release is low despite automated tests Patching changes into RC causes further delays Delays cause more features to be added to RC QA fall behind on functional testing Engineers become careless Anxiety from Release Manager delays releases Difficult to identify cause of regressions
- 8. What? De-centralisation of decision-making Trust! Autonomy, Transparency, Accountability Decoupled Architecture (SOA)
- 9. How? Clear definition of ownership Shared responsibility for quality (not just QA) Culture of personal responsibility Collaboration rather than phase-gates and sign-off Production releases focus the mind
- 11. Collaboration Collaboration with the operations team (DevOps) Communicating about change impact Understanding business drivers
- 12. Decoupling Releasing features in small chunks Pragmatic automated testing Considering backwards compatibility
- 13. Responsibility Code is well-tested and production ready Monitoring vital statistics (in all environments) When to back-out and when to fix-forward Nuanced understanding of risk and QA Definition of Done == In production.
- 14. Change in Team Less focus on points and commitment More focus on output and why? Shared ownership of product and quality Teams judged on effectiveness rather than velocity
- 15. Finally.. It’s not “same same but faster” You cannot solely automate and test your way to CD You need to change your culture You need trust and autonomy Requires personal responsibility and accountability at every level You cannot leave it to engineering
Notes de l'éditeur
- Today I’m focusing on culture change rather than technical implementation details
- Quick reminder of benefits of CD
- Traditionally Ops own responsibility for production systems and can only feel secure if everything has had a full regression test in a prod-like environment. This made sense for code delivered on a CD-Rom but is not so relevant for server-hosted software.
- At Westfield we attempted to speed up this cycle by investing in Test and build automation. You do need a lot of this but you need more than merely speeding up the old process.
- Someone has to sign this release off! Every change is perceived as a regression risk. For Ops and QA to have certainty, everything gets tested together, each change has a huge overhead, that slows the process down further. Releases always take days rather than hours or minutes which builds a new backlog/bottleneck of changes which set the next release up for delays. This makes more sense if you are deploying infrequently.
- Teams, and specifically engineers are trusted to make good judgements In return, they accept and understand accountability Transparency is delivered through frequent releases and performance data Hard to do any of this without a de-coupled architecture
- Assign ownership at the team and individual level Engineers take responsibility for delivering code that has been properly tested and ask for help if necessary. The rest of the team commit to helping with testing and monitoring. Personal responsibility is the idea that human beings choose, instigate, or otherwise cause their own actions Formal sign-off becomes meaningless when you are releasing so many changes to so many moving parts
- Changes that were observed in the team and individuals after changing our philosophy.
- Backwards compatibility is critical. At Westfield we had a very clear strategy that you couldn’t release changes to dependent components at the same time. A backward compatible component must go right through to production first. This creates a robust system and process. Nothing is in the pipeline that could cause a regression if release order goes wrong.