Configuration Management Best Practices

MM Half‐day Tutorial 6/3/2013 1:00 PM

"Configuration Management Best Practices"

Presented by:

Bob Aiello CM Best Practices Consulting

Brought to you by:

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Bob Aiello CM Best Practices Consulting

Editor-in-chief of CM Crossroads and author of Configuration Management Best Practices: Practical Methods that Work in the Real World, Bob Aiello is a consultant and software engineer specializing in software process improvement, including software configuration and release management. He has more than twenty-five years of experience as a technical manager at top New York City financial services firms, where he held company-wide responsibility for configuration management. Bob served as vice chair of the IEEE 828 Standards Working Group on CM Planning and a member of the IEEE Software and Systems Engineering Standards Committee (S2ESC) Management Board. Contact Bob at [email protected], via LinkedIn, or visit cmbestpractices.com.

Configuration Management Best Practices

Bob Aiello, Principal Consultant and Author of Configuration Management Best Practices : Practical Methods that Work in the Real World

htt // li k di /i /B bAi ll

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http://www.linkedin.com/in/BobAiellohttp://cmbestpractices.com

CM Best Practices Consulting © 2013

Who am I?

• CM Lead & Consultant for over 25 years• Editor in Chief at CM Crossroads• Editor-in-Chief at CM Crossroads• Author of CM Best Practices• IEEE Management Board • Tools and process agnostic

The guy called in the middle of the night• The guy called in the middle of the night when the release doesn’t work!

2 April 9, 2013 http://cmbestpractices.com © 2013

Goals of this Course

• Implement Effective Source Code Management practices including variantsManagement practices including variants• Automate build, package and deploy• Establish effective IT Controls• Use industry standards and frameworks• Create a CM function that grows &• Create a CM function that grows & improves


More Goals of this Course

• Use CM to support development• Understand the classic four CM functions• Understand the classic four CM functions• Introduce the core CM framework• Examine current and emerging trends• Guidance on implementing Agile CM

Establish IT governance and compliance• Establish IT governance and compliance• Establish your own plan for CM!


Goals of Code Management

• Never lose code• Know exactly what is running in Prod• Make a two line fix without any chance of the code regressing (due to the wrong version)

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What exactly is CM?http://cmbestpractices.com © 2013 April 9, 2013

Configuration Management• Configuration Identification

St t A ti• Status Accounting• Change Control• Configuration Audit

Tracking and Controlling Changes to

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Tracking and Controlling Changes to Configuration Items

http://cmbestpractices.com © 2013 April 9, 2013

Configuration Identification• Provides a specific and unique identity to each configuration item (e.g. binary, config file, documentation)

• Selecting the configuration items for a t d di th i f ti l

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system and recording their functional and physical characteristics (Sevocab)


Status Accounting

• Tracking the status of a configuration• Tracking the status of a configuration item throughout its lifecycle.

• Recording and reporting of information needed to manage a

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information needed to manage a configuration effectively (Sevocab)


Change Control• Establishing checkpoints including

t k i ( P d ti QA UAT)gatekeeping (e.g. Production, QA, UAT) and configuration control.

• Identifying, documenting, approving or rejecting and controlling changes to

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rejecting, and controlling changes to the project baselines (Sevocab)


Configuration Audit• Inspect and identify the exact version

f fi ti it ( h i l &of any configuration item (physical & functional)

• Independent examination of the configuration status to compare with

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configuration status to compare with the physical configuration (Sevocab)


CM is a full lifecycle effort• The four functions should be part of a d l t lif l ( ISO/IEEEdevelopment lifecycle (e.g. ISO/IEEE 12207, 15288) • There needs to be an implicit requirement for testing CM itself

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Leads us to V & V


Verification and Validation• Does the CI meet specified requirements?

• Have the requirements for a specific intended use or application been f lfill d?

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fulfilled?


Functional description of CM• Easier to understand in the context of a lifecyclea lifecycle • Consisting of six core CM functions• Closely matches the job descriptions of the people doing the work• Can be tailored to your needs

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Can be tailored to your needs

So what are the six functions?http://cmbestpractices.com © 2013 April 9, 2013

CM Functions• Source Code Management• Build Engineering• Build Engineering• Environment Configuration• Change Control• Release Engineering• Deployment

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• Deployment

Let's start with a brief overviewhttp://cmbestpractices.com © 2013 April 9, 2013

Source Code Management• Control of every configuration item (e g source code config binaries(e.g. source code, config, binaries, compile and runtime dependencies). • Much more than just checkin and checkout (version control)• Provides sanity to the development

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y pprocess (reduces cognitive complexity)


Terminology

• Configuration items (CIs) includeConfiguration items (CIs) include binaries, source code, config files and even documents• ISO 1007 notes end user function• Bob says, “anything where getting the

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y , y g g gwrong version would be bad”


What is Control?

• In CM, control is managing theIn CM, control is managing the evolution of a CI throughout its lifecycle• Change Control• Configuration Control

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Is control really the right word?


Principles• Code is locked down and can never be lostbe lost• Code is baselined marking specific milestones• Managing variants using branches• Code changed on a branch can be

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• Code changed on a branch can be merged


More Principles• Processes are repeatable Agile and LeanLean• Traceability and tracking of all changes• Improves productivity and quality

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Best Practices• How do we establish source code management that adheres to thesemanagement that adheres to these principles?• Better question is how does CM add value and help facilitate the development effort?

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development effort?


Sandboxes• Provide a degree of isolation• Support multiple sandboxes• Support multiple sandboxes• Allows the “what-if” scenario• Cheap and disposible• Make sure that you refresh before commiting your code

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commiting your code


Variants in the code• Supporting multiple operating systems


CopyBranches• Example of a copybranch (versus delta)delta)


Handling a bugfix• We need to change Revision 2, but 3 is already being developedis already being developed


Inner Merge• You need to merge the change on the bugfix branch back to the main trunkbugfix branch back to the main trunk


Outer merge• You also might want some new code merged from trunk to the bugfixmerged from trunk to the bugfix


Software Patterns• Fixing bugs while developing next version of a product in parallelversion of a product in parallel • Support for developers working in parallel• Track component baselinesSoftware Configuration Management

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Software Configuration Management Patterns By Steve Berczuk


Streams• Provides a clear usage paradigm• Model components and architecture• Model components and architecture• Control flow of changesets• Snapshots create baseline of code• Ability to load a particular snapshot• Strong security authorization and

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• Strong security authorization and entitlements• Complete history and traceability


Examples• Organize code into components• Use Streams & branches• Use Streams & branches• Make merging viable and traceable• Navigate your repository metadata• Use Tasks to track your work


Defect & Task Tracking • Track changesets to workitem • Traceability to who made the change• Traceability to who made the change• Makes release notes a breeze to create• Ties back to requirements and test cases

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cases• Allows for ALM and workflow automation


Globally Distributed team• Managing work for a globally distributed teamdistributed team• Effective communication• Better coordination• Traceability • Visibility

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• Visibility


Defining the Usage Model• You need to create a clear and compelling usage modelcompelling usage model• Otherwise everyone will do whatever worked well on the last project• Helps even when you have to live with an inferior tool

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an inferior tool


Training• Training is the “hill to die on”• Best when given by your CM support• Best when given by your CM support team• Includes the process you want them to use• Much more than just vendor training

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• Much more than just vendor training• Test first and then teach


Future • More robust Application Lifecycle Management solutionsManagement solutions• Integration with the entire ALM• Open standards (OSLC)• Toolchains for everyone!


Source Code Management• Makes everything else easier to managemanage• Helps to juggle multiple code lines• Improves productivity & quality• Leads us to build engineering!


Build Engineering• Reliable and repeatable automated process to compile link and packageprocess to compile, link and package code components. • Must handle complex compile dependencies • Continuous integration (or nightly

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g ( g ybuild)• Visibility into who broke the build


Principles• Builds are understood and repeatable• Builds are fast and reliable• Every configuration item is identifiable• Source and compile dependencies can be easily determined


More Principles• Code should be built once, but deployed anywheredeployed anywhere• Build anomolies are identified and managed • The cause of broken builds is quickly and easily identified and fixed!

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and easily identified and fixed!


CI Identity Crisis• Who am I?• What if you cannot reach the version• What if you cannot reach the version control system (VCS)?• CIs should be identifiable outside of the VCS• Breadcrumbs are not enough

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• Breadcrumbs are not enough• Its tagged so I can build it - right?(not so fast – maybe you can't!)


Version IDs• You need to embed an immutable and unique version IDunique version ID• You must have a procedure to easily pull out the version ID at runtime• Cannot depend upon the version control system (VCS)

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control system (VCS)• Stamp in the tag or label


How does this help?• Create a sandbox from the tag or label which identifies a baselinelabel which identifies a baseline• Create a variant in the code or bugfix branch• Allows you to create a 2 line fix without any chance of the code

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without any chance of the code regressing due to a version control issue


Compile Dependencies• Get environment variables understood• You must be able to build at the• You must be able to build at the command line• Developers forget what they set in the IDE• What was that classpath?

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• What was that classpath?• What libraries did I use?


Independent Build• Code must be built using a different computer account on seperatecomputer account on seperate computer• First time it always fails !• You have to find whatever they forgot to check into version control

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to check into version control• Verification and validation of the build• Satisfy regulatory requirements (audit)


Overengineering the Build• Beware of overly complex builds• Don't embed calls to the version• Don t embed calls to the version control tool• Use components that can be run separately• Automate everything

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• Automate everything• Treat this like any other development effort


Continuous Integration• Framework for structuring the entire build package and deploybuild, package and deploy• Determine build and integration issue early in the process • Should include deployment to a test environment

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environment


Code Analysis• Source code repository helps code analysis in two different waysanalysis in two different ways• Static Code Analysis by providing a repository• Instrument the code using variants• Security Audits

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• Security Audits• Uncover code defects• Code coverage


Build Frameworks• Build agents• Preflight builds• Preflight builds• Allows use of the build farm• Moves the build framework upstream• Supports rapid iterative development


Ergonomics of the Build• “Bob-proof” your build• Implicit verification and validation• Implicit verification and validation• Avoid the possibility of mistakes• Each step should be easy to understand• One step should not break the stream

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• One step should not break the stream• Use dashboards and reports to communicate status


Partnering with Development• Development will always be a step aheadahead• Set entry criteria and require that you get advanced notice of when they change the architecture• Development should be able to build

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• Development should be able to build the release on the command line


DevOps• Set of Principles where development and operations partnersand operations partners• Better communication• Knowledge sharing• Moving build and deploy upstream


Future• Focus on complete deployment frameworkframework• Support rapid iterative development• Virtualization and cloud computing leads us to very fast build, package and deploy

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deploy• Don't forget the automated testing


Environment Configuration• Managing the environments including creation and controlled configurationcreation and controlled configuration• Procedures to manage compile and runtime dependencies (e.g. database access)• Monitoring runtime environment for

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gunauthorized changes (e.g. ports open)


Principles• Environment configuration dependencies are identified anddependencies are identified and understood• Environments can be interogated for current status• Code is built once and configured

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• Code is built once and configured using automated procedures


More Principles• Environment configurations should be changed in a controlled and predictablechanged in a controlled and predictable way• Environment configurations should be documented and understood by all


Supporting Code Promotion• Promotion of code throughout the application lifecycleapplication lifecycle• Environments must be isolated from each other• QA should never “accidently” access production

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production


Using Tokens• Your code should read $DB1• Substitute the correct database• Substitute the correct database• Centralize environment variable assignment


Configuration Control• Should identify and control environment configurationenvironment configuration• Trust but verify • Good example of where a CMDB can help keep surveillance during runtime• Depends upon Change Control

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• Depends upon Change Control


Future• Cloud computing and virtualization are having a huge impactare having a huge impact• Full size environments created on the fly• Sharing a pool of resources• Can I rent a super computer for a few

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• Can I rent a super computer for a few days please?


Change Control• Management of changes including gatekeeping and configuration controlgatekeeping and configuration control• Process related changes managed through the SEPG• Change Advisory Board (CAB) to evaluate the downstream impact of a

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pchange• A priori change control


Principles• Changes should be planned and not just last minute eventsjust last minute events• Changes should be understandable, including their downstream impacts• Authority and approvals for changes should be established and obtained as

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should be established and obtained as appropriate


More Principles• Procedures for emergency changes should be established to covershould be established to cover emergency incidents• Change control should assess and confirm that all configuration management processes are being

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management processes are being followed


Types of Change Control• A priori• Gatekeeping• Gatekeeping• Configuration Control• Change Advisory Board• Emergency Change Control• Process Engineering

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• Process Engineering• Senior Management Oversight


A Priori• May I have permission to make that change?change?• Facilitates an ALM task based approach• Who said you could work on that?• Common for defense contractors

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• Common for defense contractors• My friends at the FAA


Gatekeeping & Configuration

• Is the release ready to be promoted?Is the release ready to be promoted?• What are the downstream impacts?(Hint – check with the CAB)• What happens if we make this change?

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g


Minding the Process

• Software Engineering Process GroupSoftware Engineering Process Group• Senior Management • What makes something an emergency?


The 29 Minute Meeting• Change control meetings can be problematicproblematic• Need to be structured and controlled• Entry and exit criteria• Control the dynamics!


e‐Change Control• Routine changes• Still requires traceability and• Still requires traceability and transparency• Good way to implement the change advisory board (CAB)


Drive the Entire CM Process• You can drive the entire CM Process from change controlfrom change control• Review the CM Plan• Ensure that there are procedures in place for code promotion• Don't forget the fallback plan

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• Don t forget the fallback plan• Identify and manage risk


Retrospective• After action review• Need open and honest evaluation• Need open and honest evaluation• Opportunity to improve the process• Drives the entire release process


Release Management• Consists of Release Engineering and release coordination (PMO)release coordination (PMO)• Packaging and identification (e.g. manifest) of all components built in the build engineering function• Automation to build, package, stage

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, p g , gand deploy releases• Don't forget being able to rollback!


Principles• Releases should be readily identifiable with an immutable versionidentifiable with an immutable version ID• Releases should be packaged with all dependencies identified and controlled• Packaging should be automated and

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• Packaging should be automated and and designed to avoid human error


More Principles• Release management should be fast and reliable to facilitate iterativeand reliable to facilitate iterative development• Must be able to audit the release package• Contents of release trackable (audit)

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• Contents of release trackable (audit)• Release management source of information on status of all releases


Manifest• Documents contents of release packagepackage• Embedded (immutable) version ID• Requires procedure to retrieve version ID• Created through automated

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• Created through automated procedure• Verifiable through configuration audit


Release Maps• Complete list of release contents with MAC SHA1 or MD5 hashMAC-SHA1 or MD5 hash • Utility to recreate release map and compare to version shipped with release• Should be able to verify MAC-SHA1

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• Should be able to verify MAC-SHA1 or MD5 hash


My Three Step Process• Common task is to fix the build & releaserelease• Observe the first time and take notes• Then I drive with my checklist and developer at my side• Third time I have some scripts to

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• Third time I have some scripts to automate parts and my checklist


Release Coordination• More of a PMO function that works closely with Change Controlclosely with Change Control• Release Calendar is essential • Track requirements completed in release notes• Communicate status of release to all

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• Communicate status of release to all stakeholders


Staging• Essential practice that ensures the success of the deploymentsuccess of the deployment• Should be fully automated• Must be fully traceable• Configuration audit verifies successful completion

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completion


Future• Complete release and deployment frameworkframework• Both open source and commercial solutions• Integration with the ALM• Status of my deploy on the dashboard

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• Status of my deploy on the dashboard


Deployment• Should be the smallest of the functionsfunctions • Should be engineered to be a push button lightswitch• Requires full traceability • Run by Ops

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Run by Ops• Rollback is essential• Relies upon release engineering


Principles• Promoting a release should be as simple as possiblesimple as possible• Backing out a release should be as important as promoting• Promoting a release should be fully traceable with an audit log of all

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traceable with an audit log of all changes


More Principles• Only Ops should be involved with deploymentdeployment• Separation of controls essential for compliance• Unauthorized changes should be detected

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detected• Configuration audit to verify• Retrospective & ongoing improvement


I Make Mistakes• But I will always be able to tell you what mistakes I madewhat mistakes I made• Full traceability• Few steps, if any, are done manually• Verification that steps were completed correctly is essential

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correctly is essential• Automate everything!


Communicating the Deploy• Communication to all stakeholders is essentialessential• Announce outages and completed deployments• Should be automated and part of a console

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console


Smoke Testing• Last step of the deploy is always testingtesting• CM should be part of the QA and testing function


Current and Emerging Trends• Agile principles are impacting CM in many essential waysmany essential ways • We will talk about Agile CM next• Agile ALM – related to status accounting• Tracking the status of a configuration item is essentially the lifecycle

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item is essentially the lifecycle• Agile release planning• Focus on process maturityhttp://cmbestpractices.com © 2013 April 9, 2013

Changing Landscape

• Cloud computing and virtualizationCloud computing and virtualization• OSGi – plug and play• Application servers to handhelds• Can we get that build & deploy done now?

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• Continuous Integration becomes Continuous CM


Paradigm Shift• In many organizations deployment means giving up your weekendgiving up your weekend• We need to shift the way that we look at deployment • Making the deploy a non-event• You don't believe so I will quote a few

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• You don t believe so I will quote a few colleagues


Let's Talk About Agile

A il hift th fAgile shifts the focus...

(But you will also see that there will be much in common)


Goals of Agile CM

R idl b ild k d d l• Rapidly build, package and deploy• Reliable and repeatable process• Traceability and forensics


CM for AgileCM that is adapted to suit the continuous nature of change that Agile providesnature of change that Agile provides without sacrificing the values of CM.

Adapting Configuration Management for Agile Teams: Balancing Sustainability and Speed by

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ea s a a c g Susta ab ty a d Speed byMario Moreira


Agile on CM

B t ll d t A ilBut we really need to use Agile principles to implement Agile CM


Agile Configuration Management

Individuals and interactions over processes and toolsp

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan


Characteristics of Agile CM• Customer centric (which one?)

R id it ti d l t• Rapid iterative development• Pragmatic approach to requirements• Support for testing• Collaborative communication • Role in the SCRUM

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• Role in the SCRUM

April 9, 2013 http://cmbestpractices.com © 2013

More to Agile CM than just CI• Continuous Delivery

Li ht i ht (l )• Lightweight (lean ceremony)• Easy to maintain (respond to change)• Continuous Integration (of course!)• Devops focus on the full ALM

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What are the first seven things?


Agile Release Train (ART)Making each product a successful and routine event – an event that is indeed planned and eagerly anticipated yet one one that happens almost on autopilot

Dean Leffingwell’s Agile Software Requirements, p. 299


Build in the Cloud• Virtualization allows you to create a f ll d b ild bfully resourced build box• Make the build fast with no penalty for frequent builds• Builds should be logged and traceable• Make sure you can tag “interesting”

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• Make sure you can tag interesting builds and purge unneeded builds


Architect Your Build for CM• Architect Your Application to facilitate CM ( i t bl i ID )CM (e.g. immutable version IDs)• CM also helps facilitate an effective architecture• Overly complex builds are a huge waste

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waste• Rapidly changing architecture can outpace the build


Lessons From ITIL• Configuration Management Database (CMDB)(CMDB)• Federated CMDB• Configuration Management System• Definitive Media Library (DML)

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Devops = Agile + ITIL


Puppet/Chef• Automate provisioning, patching and

fi ti f ti t dconfiguration of operating system and application components• Systems integration framework• Scalable and extensible• Used in other deployment frameworks

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• Used in other deployment frameworkswww.puppetlabs.com www.opscode.com


Continuous Deployment• Rapid iterative deployment• Automate everythingAutomate everything• Keep the deployments small• Minimize risk• Easier to deal with problems • Ability to fall back is importantAbility to fall back is important


Common Problems• Deployments can be risky• Missing a single step can result inMissing a single step can result in problems• Too many mistakes• Takes too long • No way backNo way back• Assumed defeat


Deployment PipelineA deployment pipeline is … an

t t d i l t ti fautomated implementation of your application’s build, deploy, test and release process

Jez Humble and David Farley’s

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Jez Humble and David Farley s Continuous Delivery, p 3.


Aim of the Pipeline• Makes building, deploying, testing and releasing software visible to everyone involved

I f db k th t bl• Improves feedback so that problems are identified, and so resolved, as early in the process as possible• Enables teams to deploy and release any version of their software to any environment at ywill through a fully automated process (p. 4)


Antipatterns• Deploying Software Manually

D l i t P d ti lik• Deploying to Production-like environment only after Development is complete• Manual Configuration of Production Environments

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EnvironmentsContinuous Deployment, p. 7 – 10


Verification & Validation

• Deming – build quality in g q y• Test your own framework• Configuration Audit• Consider the ergonomics of your automation

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Ergonomics of Build & Release• Cockpit of a plane

C t l t d• Controls are easy to read• Traceability• Designed to avoid mistakes


Devops

• Synergy of Agile & ITILy gy g• Full lifecycle approach • Good communication to all stakeholders• Break down barriers• Don’t forget separation of rolesDon t forget separation of roles

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Dev/QA Focus• Development

QA & T ti• QA & Testing• Operations• Self Managing/Organizing Teams


Agile Focus On Seven Items1. Source Code Management2 B ild d R l E i i2. Build and Release Engineering3. Environment Configuration4. Continuous Integration5. Continuous Deployment6 Verification and Validation

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6. Verification and Validation7. Devops


Skills for CM guru• Hands-on technical • At least some development skills• At least some development skills• Strong scripting (e.g. Perl, Python, Ruby)• Knowledge of some frameworks or standards

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standards• Process orientation (enjoy improving the process)


CM/Devops• Flexible technical background• Good knowledge of development• Good knowledge of development• Knowledge of QA/Ops• Strong automation skills• Some systems administration• Ability to work across silos

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• Ability to work across silos


Toolsmith/Devops• Strong technical background• Strong scripting skills• Strong scripting skills• Diving deep into the tools including troubleshooting• Understands toolchains and finds flexible solutions

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flexible solutions• Process orientation – focus on traceability


IT Governance & Compliance• IT Governance needs to be in alignment with corporate governancealignment with corporate governance• Financial reports needs to be accurate• Separation of controls• Security measures to prevent

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• Security measures to prevent unauthorized access• Audit in place for intrusion detection


Sox Compliance• Section 404 of the Sarbanes Oxley Act of 2002Act of 2002• Using ISACA Cobit 4.1 • 34 high level IT controls• PCI compliance• SAS-70

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SAS 70


ISO 9001• Establishes the quality management systemsystem• ISO 90003 is the software standard in the 9000 family of standards • Uses ISO 12207 (or 15288) to specify lifecycle processes

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lifecycle processes• ISO 10007 for CM• IEEE 828, EIA 649-A, Mil Std coming!


Which Standards?• IEEE 828 – CM Planning• EIA 649 A Non compliance• EIA 649-A – Non compliance• ISO 90003 to support QMS• Full lifecycle ISO 12207

Tailor !

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Tailor !


Moving Upstream• Dev to CM to QA to Ops

C f ti l f• Cross functional focus• Speed up development• Build a great deployment architecture• Give it to Devs as a service!


Frameworks• ITIL v3 including CMDBs, federated CMDBs CMS DMLCMDBs, CMS, DML…• Cobit for SOX• CMMI ->>>> Agile


The CM Process• Should be Lean• Processes need to be reviewed• Processes need to be reviewed• Tailor down or tailor up• More collaboration and consensus building• Use standards and frameworks

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• Use standards and frameworks


Assessment• First step is to assess current practices “As Is”practices - As-Is• Compare to industry standards and frameworks• Determine “To-Be” • Create a plan for improving your CM

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• Create a plan for improving your CM processes


Plan for Improvement• Improve training and use case for source code managementsource code management• Improvement build automation• Setup or improve continuous integration• Automate package and deployment

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• Automate package and deployment• Create procedures for configuration audit


Configuration Management• Configuration Identification

St t A ti• Status Accounting• Change Control• Configuration Audit

Tracking and Controlling Changes to

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Tracking and Controlling Changes to Configuration Items


Goals of this Course

• Implement Effective Source Code Management practices including variantsManagement practices including variants• Automate build, package and deploy• Establish effective IT Controls• Use industry standards and frameworks• Create a CM function that grows &• Create a CM function that grows & improves


More Goals of this Course

• Use CM to support development• Understand the classic four CM functions• Understand the classic four CM functions• Introduce the core CM framework• Examine Current and emerging trends• Implement Agile CM – the first 7 things

Establish IT governance and compliance• Establish IT governance and compliance• Establish your own plan for CM!


Configuration Management Best Practices

Bob Aiello, Principal Consultant and Author of Configuration Management Best Practices : Practical Methods that Work in the Real World

htt // li k di /i /B bAi ll

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http://www.linkedin.com/in/BobAiellohttp://cmbestpractices.com

CM Best Practices Consulting © 2013

Configuration Management Best Practices

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