Avoiding the Release Weekend

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

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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

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


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

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


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?


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.


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


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

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.

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.


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

TRY IBM URBANCODE
DEPLOY

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

Scheduled
Deployment

Deployment
Master Plan

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

Wed

Scheduled
Deployment

Thu

Scheduled
Deployment

Fri



Scheduled
Deployment

Deployment
Master Plan

Otto corrects the master plan and
automatically updates the three
scheduled deployments.

Wed

Scheduled
Deployment

Thu

Scheduled
Deployment

Fri



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


Deployment Plan (suggested tasks)

21


Scheduled Deployments

22


Release Status

23


www.ibm.com/software/rational


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.

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