Quotes About Deployment

Right now, we focus mostly on having deployable code at the end of the project. I propose we change that requirement. At each three-week sprint interval, we not only need to have deployable code but also the exact environment that the code deploys into, and have that checked into version control, too.

When Dev teams had problems with testing or deployment, they needed more than just technology or environments. What they also needed was help and coaching. At first, we embedded Ops engineers and architects into each of the Dev teams, but there simply weren't enough Ops engineers to cover that many teams. We were able to help more teams with what we called an Ops liaison model and with fewer people.

DevOps practices can be made compatible with ITIL process. However, to support the shorter lead times and higher deployment frequencies associated with DevOps, many areas of the ITIL processes become fully automated, solving many problems associated with the configuration and release management processes (e.g., keeping the configuration management database and definitive software libraries up to date).

In addition to collecting telemetry from our production services and environments, we must also collect telemetry from our deployment pipeline when important events occur, such as when our automated tests pass or fail and when we perform deployments to any environment. We

Instead, code is only "done" when it has been fully tested and is operating in production as designed. (Note

When we have long deployment lead times, heroics are required at almost every stage of the value stream. We may discover that nothing works at the end of the project when we merge all the development team's changes together, resulting in code that no longer builds correctly or passes any of our tests. Fixing each problem requires days or weeks of investigation to determine who broke the code and how it can be fixed, and still results in poor customer outcomes.

By the 2000's, because of advances in technology and the adoption of Agile principles and practices, the time required to develop new functionality had dropped to weeks or months, but deploying into production would still require weeks or months, often with catastrophic outcomes.

One of the most significant things they did to help change the outcomes of deployments was to have all Facebook engineers, engineering managers, and architects rotate through on-call duty for the services they built. By

delayed because of external commitments made to Wall Street or customers. Then you add a bunch of developers who use up all the time in the schedule, leaving no time for testing or operations deployment. And because no one is willing to slip the deployment date, everyone after Development has to take outrageous and unacceptable shortcuts to hit the date.

a deployment pipeline. That's your entire value stream from code check-in to production. That's not an art. That's production. You need to get everything in version control. Everything. Not just the code, but everything required to build the environment. Then you need to automate the entire environment creation process. You need a deployment pipeline where you can create test and production environments, and then deploy code into them, entirely on-demand.

virtualized environments from Bill's team work as expected, we can go into production one week from Friday." I gape at Chris. He just made up an arbitrary date to go into production, with complete disregard for all the things we need to do before deployment. I have a sudden flashback. In the Marines, we had a ritual for

Because our goal is to enable small teams of developers to independently develop, test, and deploy value to customers quickly and reliably, this is where we want our constraint to be. High performers, regardless of whether an engineer is in Development, QA, Ops, or Infosec, state that their goal is to help maximize developer productivity.

Continuous Delivery.

In other words, when we conflate deployment and release, it makes it difficult to create accountability for successful outcomes—decoupling these two activities allows us to empower Development and Operations to be responsible for the success of fast and frequent deployments, while enabling product owners to be responsible for the successful business outcomes of the release (i.e., was building and launching the feature worth our time).

Code deployment lead time, code deployment frequency, and time to resolve problems are predictive of software delivery, operational performance, and organizational performance, and they correlate with burnout, employee engagement, and so much more.

The plot is simple: First, you take an urgent date-driven project, where the shipment date cannot be delayed because of external commitments made to Wall Street or customers. Then you add a bunch of developers who use up all the time in the schedule, leaving no time for testing or operations deployment. And because no one is willing to slip the deployment date, everyone after Development has to take outrageous and unacceptable shortcuts to hit the date.

Chuck Rossi, Director of Release Engineering at Facebook, described, "All the code supporting every feature we're planning to launch over the next six months has already been deployed onto our production servers. All we need to do is turn it on.

The team quickly made a surprising discovery: only 50% of the source code in their development and test environments matched what was running in production.

The goal is clear: enable fast and safe deployments into production, and for the first time in years, do it using the same environments across Dev, Test, and Production.

We cannot achieve deployments on demand if each of our production code deployments take weeks or months to perform (i.e., each deployment requires 1,300 manual, error-prone steps involving up to three hundred engineers). The countermeasure is to automate our deployments as much as possible, with the goal of being completely automated so they can be done self-service by any developer.

We cannot achieve deployments on demand if every code deployment requires two weeks to set up our test environments and data sets, and another four weeks to manually execute all our regression tests. The countermeasure is to automate our tests so we can execute deployments safely and to parallelize them so the test rate can keep up with our code development rate.

But clearly the fact that we've gone from zero Iraqi security forces on duty in May to up to 200,000 today is an enormous accomplishment, but it's not enough.

My guess is that before Obama departs, he will adopt some of the more aggressive military options he has been resisting, such as 'safe zones' inside Syria and more aggressive deployment of U.S. special forces.

From my perspective, to really be ready, we can't afford to have these deep degradations in readiness associated with personnel turbulence post-deployment.