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

1. 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
jpshack@us.ibm.com
© 2013 IBM Corporation
© 2013 IBM Corporation

2. Acknowledgements and Disclaimers:
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
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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.
© Copyright IBM Corporation 2013. All rights reserved.
§
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© 2013 IBM Corporation

3. What if you…
reduced release planning effort by 50%?
eliminated the Monday morning effect?
shortened production deployments by 90%?
© 2013 IBM Corporation

4. 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
© 2013 IBM Corporation

5. Small Errors = Significant Consequences
A bad software upgrade
rendered a major bank
unable to process
payments for customers.
ZDNet
An internal glitch between
Core systems and webtiers on a major bank
mobile app and website
reduced client balances to
zero.
NASDAQ chief
blames software
for delayed
Facebook debut.
Bloomberg
servicevirtualization.com
© 2013 IBM Corporation

6. 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
But only…
25
%
of those who
leverage software
delivery today
69
%
outperform
those who don’t
leverage software delivery effectively today
Source: “The Software Edge: How effective software development drives competitive advantage,” IBM Institute of Business Value, March 2013
© 2013 IBM Corporation

7. DevOps
Enterprise capability for continuous software delivery that enables clients to
seize market opportunities and reduce time to customer feedback
DevOps Lifecycle
Customers
Business
Owners
Development/
Test
Operations/
Production
Continuous Innovation, Feedback and Improvements
Accelerate Software Delivery
Balance speed, cost, quality and risk
Reduce time to customer feedback
© 2013 IBM Corporation

8. We have a process that works…
(mostly)
before
development test
cycle
Establish annual
release calendar
Shepherd project
selection alignment
Manage
environment
scheduling
during
development test
cycle
Monitor
release process
milestones
Build
implementation plan
at release time
Oversee
release readiness
reviews approvals
Coordinate
release weekend
activities
after release
Assist with
triage closure
of post-release
issues
…but how can we build on existing processes with new techniques
that accelerate delivery while reducing risk?
© 2013 IBM Corporation

9. 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
1
2
3
4
•
•
•
Enterprise release count
30
100
200
400+
Streamline opt-in / opt-out process for projects and
applications:
Minimize human interactions—adopt a notify alert
model.
Understand impacts and dependencies.
© 2013 IBM Corporation

10. Employ a DevOps deployment strategy
DEV
300X
SIT
120X
QA
60X
PT
15X
UAT
3X
Continuous Delivery Deployments
PROD
1X
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
© 2013 IBM Corporation

11. Look for breaks in the pipeline
DEV
300X
SIT
120X
QA
60X
PT
15X
Continuous Delivery Deployments
UAT
3X
PROD
1X
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
© 2013 IBM Corporation

12. 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.
© 2013 IBM Corporation

13. Fully distributing deployment responsibility?
Some organizations fully distribute deployment responsibility to
participants, managing windows but not direct dependencies.
Um, I think
something bad
just happened?
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.
© 2013 IBM Corporation

14. Provide real-time status during deployment execution
We do have better technology than this.
© 2013 IBM Corporation

15. Reduce number of human participants
The automation may be easier than you think.
TRY IBM URBANCODE
DEPLOY
TRY IBM URBANCODE
DEPLOY
TRY IBM URBANCODE
DEPLOY
© 2013 IBM Corporation

16. 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.
© 2013 IBM Corporation

17. 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.
© 2013 IBM Corporation

18. Deployment Master Plan technology
Scheduled
Deployment
Deployment
Master Plan
1. Rudy schedules three deployments
each using the same master plan.
Wed
Scheduled
Deployment
Thu
Scheduled
Deployment
Fri
© 2013 IBM Corporation

19. Deployment Master Plan technology
Scheduled
Deployment
Deployment
Master Plan
Otto corrects the master plan and
automatically updates the three
scheduled deployments.
Wed
Scheduled
Deployment
Thu
Scheduled
Deployment
Fri
© 2013 IBM Corporation

20. Deployment Master Plan technology
Scheduled
Deployment
Deployment
Master Plan
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.
Wed
Scheduled
Deployment
Thu
Scheduled
Deployment
Fri
© 2013 IBM Corporation

21. Deployment Plan (suggested tasks)
21
© 2013 IBM Corporation

22. Scheduled Deployments
22
© 2013 IBM Corporation

23. Release Status
23
© 2013 IBM Corporation

24. www.ibm.com/software/rational
© 2013 IBM Corporation

25. 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.
© 2013 IBM Corporation

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