tt large appl releases

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2007 Cisco Systems, Inc. All rights reserved. Cisco Public 1

Cisco ITTechnology TutorialLarge Enterprise

Application Releases

Produced by the Cisco on Cisco team within Cisco IT

Sachin Kulkarni

Enterprise Release Management Organization

May 2009


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Large Application Rollouts Agenda

Early Lessons Learned

Release Management Best PracticesUsed Today

Looking Forward

Key Lessons

Q & A

Future of ITIL at Cisco

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2008 Cisco Systems, Inc. All rights reserved. Cisco Public 3Virtual TP Feb 2008

Traditional Role of IT

Maintain theEnterprisePlumbingReduce Costs

IncreaseProductivity


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Foundational Releases Become a Necessity

Market Dynamics Internal Drivers

Growing recognition andappreciation for the powerof cross-functionalpartnerships

Greater demand for externalcollaboration with:

Suppliers

DistributorsPartners and customers

Enhanced ERP systemssupport fore-business models

Growing recognition andappreciation for the powerof cross-functionalpartnerships

Greater demand for externalcollaboration with:

Suppliers

DistributorsPartners and customers

Enhanced ERP systemssupport for

e-business models

Different Oracle versions

Service logistics / call

center system replacement

Total cost ownership

Outdated technology

platform Too many customized

applications, legacysystems, ordering systems

Different Oracle versions

Service logistics / call

center system replacement

Total cost ownership

Outdated technology

platform Too many customized

applications, legacysystems, ordering systems


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Historical Growth of Release Complexity

August2005

10,000+


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Enterprise-wide Release Management

As infrastructure systems, software development processes, andresources become more distributed, they invariably become more

specialized and complex Applications are typically in an ongoing cycle of development, testing,

and release

With the growing complexity of the platforms on which these systemsrun, hundreds of moving pieces must fit together seamlessly toguarantee the success and long-term value of a project

This is where enterprise-wide release management comes in


7/37 2009 Cisco Systems, Inc. All rights reserved. Cisco PublicPresentation_ID 7

Cisco Release Management Best Practices

Structure and Governance

Release Planning

Release Management

Transition

Business Integration


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8/37 2009 Cisco Systems, Inc. All rights reserved. Cisco PublicPresentation_ID 8

Ciscos Enterprise Release ManagementOrganization Supports IT Strategic Imperatives:

Manages large scale, cross-

functional implementationsBrings IT and business organizationstogether to drive decision-making at

the right time and right place Improves the functionality, efficiency

of vital operational systems,processes

Manages risks by reporting toaffected stakeholders


9/37 2009 Cisco Systems, Inc. All rights reserved. Cisco PublicPresentation_ID 9 2009 Cisco Systems, Inc. All rights reserved.Presentation_ID 9

FY2007

Create Value

Foundation/solidificationof ERMO

Cisco Public

FY2008

Deliver Value

Drive provenmethodologiesbeyond ERMO

FY2009

Ensure Value

Take firmerstand onenforcement ofpolicies,methodologies

FY2010

Grow Value

Balancevalue/riskprocess/results

EVOLUTION of Ciscos Enterprise ReleaseManagement Organization


10/37 2008 Cisco Systems, Inc. All rights reserved. Cisco Public 10Virtual TP Feb 2008

IT Operating Model

IT Operations / IT Support

Operational Requirements Information

ITServices

BusinessCapabilities

IT

Infrastructure

ReleaseManagement

Deliver

Build

Execute

Demand

Clearing

PortfolioProgram/Project

Definition

CommittedPlans

Planning

IntegratedRoadmaps

Architecture

Technical

Architecture

BusinessArchitecture

Vision

Strategy

Business ModelAssessment



EXECUTION

Promote Excellence at Cisco through World-Class Change Management

ERMO as Center of Collaboration Excellence

Partner with Business and IT teams

Demonstrate value of standardized processes

Provide release scheduling and delivery leadership

Drive risk management best practices to enhance user experience

Minimize negative impacts to business teams

Implement ERMO Globalization plans

Drive governance and apply enforcement of RLC and common

methodologies

Maintain 24-Month roadmap/schedule

STRA

TEGY

VISION

ERMO 2009 VSE



Governance Structure for Releases

ERMO Leadership TeamRepresentation from all Functional Areas and ERMO

Management Team (Under a Process Flow Structure)

ERMO Release Manager

ERMO Steering CommitteeExecutive Support from all Business and IT Operations

Manufacturing

Cust.Service

TechServices

Finance

Infrastructure

BIDS(EDW)

EB2B

Sales

Marketing

HR

BIDS(EDSG)

Legal

Customs/Tax

BPOCTop

Bus.Priorities

Infrastructureincludes: DBAs,

System Administrators,Network Services,Storage, InformationSecurity and ITOperations



Environment Services (Infrastructure)

PortfolioMgmt

Demand

Clearing

System Performance Management

ReleasePlanning

Release Management

Change Management

Release Operations

Cust. Service,Tech Service

GSCM

Finance

Customs

EB2B

Tax

WWSPS

Commerce

HR

BIDS

Legal

Marketing

GBPs/ProgramOffices

Capital

Transition

Business Integration

Quality Assurance

Communications/Organizational Adoption

NDCS

Enterprise Release Management Organization

ERMO Enables Integrated Release Management



ERMO Major Functions

Transition

Bus. Integration

Change Mgmt

Release Mgmt

Release Operations

Release Planning

Quality Assurance

Release management from Release Assessment through Normalization Management reporting and escalations Success criteria: Issues/risk mitigation, minimal production defects

Manage systems cutovers and practice runs (TTx, FPR) Partner with infrastructure teams for environment readiness Success criteria: Transitions occur as planned (especially system

downtime)

Prep business for cutover and post Go-Live activities

Determine downtime window tolerance and impact to tools Success criteria: Communications and contingency plans in place -

Normalization support provided

Manage test execution to ensure all projects meet exit criteria Collect and provide release-level visibility into QA metrics Success criteria: Projects meet exit criteria in each cycle

Operational management from Release Planning to Go Live Drive use of PROPEL for issue/risk management, CRs Success criteria: Smooth release with minimal operational issues

Consolidates enterprise release roadmaps to enable business

capabilities Success criteria: Early visibility into release project pipeline, right-sizing

releases

Drive the assessment and approval process for release-levelchange requests that impact the official plan of record

Success criteria: CRs closed by required date; Change ApprovalBoard members can focus on value-added activities



Thorough, advance planning: Aligns cross-functional, complex,

transformational roadmaps with enterpriseexecution capacity leading to prioritization across

multiple Cisco organizations Matches demand ( business capabilities) to

supply (shared resource capacity) within ERMOstandard process framework

Generates 18-24 month enterprise level releasepipeline and release schedule

Drives these results: Fewer diving catches Better prioritization of resources More predictable downtime windows Fewer major defects, increased release quality Improved customer and employee experience

Planning for Optimal Release Throughput



Alignment of PLC (Project Life Cycle) to theRLC (Release Life Cycle)

GOLIVE!

ReleaseAssessment

(RA)ReleaseCommit

(RC)

FinalReadiness

Review

ReleaseKickoff

Cut-overApproval

ReadinessReviews

RL-CAB

Normaliz

ation/

Close

out

ReleaseC

ommit

ReleaseP

lanning

FinalPracticeRun

Cut-ov

er

Go-Live

Cut-ov

er

ReleasePreparation

Transit

ion

TTx

Testin

g

TCx

PRA

CheckPoints

Build &Unit Test

EnterpriseTest

ImplementSupport &Maintain

ProjectCC

DR RR PPA

Analysis DesignID &

Assess

ProjectEC

ImplementationTransition & Enterprise Testing

Discovery Timing Quality & Timing Quality &Execution

BABEnterprise Testing

RL-CAB



TCA TCB TCCBuildID Assess/Analysis

TCA TCBBuildID Assess/Analysis

FY08 Q1Aug -Oct

FY08 Q4

May-Jul

FY08 Q4May-Jul

FY09 Q1Aug-Oct

FY09 Q2Nov-Jan

TCA TCB TCCBuild

FY09Q3

FY08 Q3Feb- Apr

FY08 Q2Nov-Jan

FY09Q1

FY09Q2

CC12/6

EC13/5

CC5/26 EC

6/18

CC15/7

EC16/25

FY09 Q3Feb-Apr

FY09 Q4May-Jul

TCA TCBBuildID Assess/AnalysisFY09Q4

CC11/20

EC12/18

ID Assess/Analysis

CC24/2

EC24/30

CC28/13

EC29/10

TTA4/9-4/11

TTB5/21-5/23

TTC7/14-7/16

TTA8/4-8/6

TTB9/24-9/26

TTA8/20-8/22

TTB

10/1510/17

TTC1/6-1/8

TTA2/4-

2/6

TTB3/18-

3/20

Go-Live9/7/08

Go-Live11/9/08

Go-Live3/01/09

Go-Live5/10/09

Go Live 9/7/08 11/9/08 3/1/09 5/10/09

FY09 Roadmap



Test Cycle Pass and Defect Exit Criteria

Test Cycle

Test Cycle Goal

TC-A TC-B TC-C

DiscoveryDiscovery, Quality

& StabilityQuality & Regression

1.Exercise all code and data (bothnew data and converted data) foreach sub-cycle2. Uncover the maximum numberof defects3. Retest for defects found in TCA

1.Exercise all code and data2.Regression test fixes for defectsuncovered in TCA3.Uncover defects 'hidden' or 'blocked' inTCA4.Fix maximum number of defects toincrease quality of code and data5.Retest fixes for bugs found in TCB

1. Exercise all code and data2. Stabilize the code base and data3. Regression test fixes for bugsuncovered in TCA and TCB4. Fix maximum number of bugs toincrease quality of code and data w/odestabilizing the code base and/or data5. Retest fixes for bugs found in TCC6. Regression test to ensure bug fixesdidn't cause defects in other areas7. Certify system is ready for Go Live

Exit Criteria

Test CaseExecution

Goal = 100% Goal = 100% Goal = 100%

Test Case PassRate

Goal = 85%

SOX and High Priority

Test cases 90%

Goal = 90%


Test cases 95%

Goal = 95%


Test cases 100%

Exit CriteriaProject

Level

Open S1 Defects



Cutover Managed in Distinct Phases

Advance &Advance &Ramp DownRamp Down

Ramp UpRamp Up

BusinessProcess

Activity Level

MeteredBusinessRamp Up

GO/NO-GO

CommunicationsCommunications

Flushin

g

Pre-DataA

udit

Custom

CodeInstall/

ITVerification

Upgrad

eandCustom

DataMigration

Pos

tDataAudit/SmokeTest

Post GoPost Go--LiveLive

ManagementManagement

Cutover

Key Systems DownKey Systems Down



IT Project Registry

Common Project Info

PLC Info

ERMO Release Planningand Scheduling Info

GBP-specific Info

Additional Info

BC CC EC DR RRGo-Live

Issues

Risks

Action Items

Status Reporting

Change Requests

Project Schedules

Resource Management

Project and Portfolio Management Tool

Single source of IT project information for more informed decision making

Increased visibility of project status to manage projects more effectively

Repeatable process that reduces human error of project consolidation and improvesthe project quality

Saves compliance costs by keeping a clear audit trail of all project information

ProjectPrioritization

GBP1Prioritization

Process

GBP2Prioritization

Process

GBP3Prioritization

Process

GBP4Prioritization

Process



Promoting Change Management Excellence

Execution

Streamline and standardize the change control processfor documenting, assessing, and approving changerequests

Ensure release-level change requests are both relevant

and visible to appropriate stakeholders for consideration

Strategy

Ensure release and production stability of critical ITbusiness systems by minimizing risk associated withplanned changes to enterprise

Encourage business flexibility and agility while ensuringassociated change to plan of record is both systematicand controlled



Business Integration Best Practices

Executive sponsor participation is critical for business groupsto understand how theyre impacted by changes

Templates drive consistent Business Integration plans tomonitor/correct course while progressing through transition

stages Business Normalization metrics define normal so the

business and project teams have an understanding ofsuccess criteria

Coordinate closely with Organizational Adoption teams

Business Integration includes activities required toprepare Ciscos impacted businesses for a successfulimplementation resulting in minimal disruption to

customers, vendors, suppliers, and employees



Organizational Adoption Best PracticesMove Users Up the Commitment Curve

Build awareness of objectives, changes,impacts and benefits

Generate readiness for key milestonesand activities

Communications

Awareness Understanding Buy-in Ownership Adoption

Stakeholder Commitment Levels

Go

Live

BlissfulIgnorance

Commitment

Level

Stakeholder Impact and Readiness

Identify impacts, known issues Provide 24x7 access to information and support

Sponsorship/ End User Network

Leverage functional-level ambassadors toensure users are ready, willing andempowered throughout change process

Training

Use technology to create, deliverand monitor training progress

Build a framework of knowledge

about the new tools and processes



Release Management Center of Excellence

All necessary information for successful ERMO release participation in one location Three easy-to-navigate options: by Release Life Cycle, Release Function, or Templates Access all tools and templates to complete the primary ERMO release activities



ERMO Boot Camp Training

Trying to do any mass communication session to people with varying

business needs is always very difficult, but the team did quite well. The

topics selected were very useful and helped us get a good understandingof ERMO tools and processes. Overall, job well done and thank you.The ERMO Boot Camp should be mandatory attendance for all

Program/Project resources that work to provide support for ERMO

releases. I wish I would have had the opportunity to attend ERMO

Boot

Camp a year ago for March 08 Release.

Boot camp sessions offered quarterly (4 8

sessions each quarter)

40 90 attendees each session

Topics focus on functional areas, tools, and

Release Lifecycle

Survey results:

95% of survey respondents rated the sessions

as Very Useful

and 100% would recommend

ERMO Boot Camp to their co-workers


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Large Application Releases Going Forward

The Network as the Platform

Changing Market Drivers

Changing Role of IT

Key Messages

Q & A


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John Chambers,Chairman and CEO, Cisco

Ciscos strategy is a story based

on changethe market transitionsthat affect our customers.Through multiple transitionsin the last decade and overthe next 35 years, the network

will evolve from the plumbingof the Internetprovidingconnectivityto the platform thatenables people to experience life.

The Network as a Platform


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Changing Market Drivers

Market Dynamics Internal Drivers

Major business processtransformational programs

occurring concurrently

Customers demandbetter services and newbusiness capabilitiesmore quickly and more

frequently


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Traditional Role of IT

Maintain theEnterprisePlumbingReduce Costs

IncreaseProductivity


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Serve

CustomersBetter

Enable RevenueGrowth with New


Increase

BusinessAgility

Changing Role of IT


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Ciscos Unique Value Proposition

Business ArchitectureBusiness Architecture

Technology ArchitectureTechnology Architecture

IT Strategic ImperativesIT Strategic Imperatives


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Productivity

Growth

Experience

Enable Every Move We Make with IT

Measuring

Success

Strategies


OperationalFunctionality


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Capabilities

Arch

itecture

IT Value Proposition

Technology/Business Architectures

New Business

Process

Growth/Productivity Strategies

Vision/Strategy

IT/Program Progress,Capabilities

CIO CEO


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Release Management Lessons Learned

Central release management organization is essential for bringingtogether teams with different business processes

Advance planning is key

Need flexibility in process to address business needs

Risk management is critical: delicate balance between IT risk and

business value Consistent adoption of tools and processes by all teams increases

efficiency


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Key Messages

Involve your customers, stakeholders

Enforce process, but process itself should provide agility

Use metrics as framework to drive decisions

Meaningful governance; candid, open conversations

Collaboration is how we get better


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To learn more about real-worldCisco IT deployments, visit

www.cisco.com/go/ciscoit
http://www.cisco.com/go/ciscoithttp://www.cisco.com/go/ciscoit


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