Optimized release management in software development
Industry: Heating manufacturer | Period: 1 year | Team size: 3 consultants
In software development, it is essential that releases are not only created through a fixed process, but are also comprehensively checked – from the quality of the source code to release notes and baselines. The restructuring of release management was essential for the success of the project.
The customer decided to develop a new product line and, in doing so, to change the development processes from a rigid waterfall model to a flexible and agile approach. In addition, the switch to platform software led to process adjustments. By recording the current situation and modeling the target situation, Ventum Consulting worked with the experts on site to define and introduce the new release processes, thereby laying the foundation for future product innovations.
The Challenge:
- Coordination of different teams: Coordination between different teams in terms of locations, languages and hierarchical levels was a major challenge. Each team had its own priorities and schedules, which did not always coincide with those of other teams.
- Development of the process during ongoing software development: The fact that the software development was already in full swing and the changeover to the new processes had to take place simultaneously made both the conceptual design and the rollout more difficult.
- Unclear responsibilities: There were a large number of stakeholders in the project who had different requirements and expectations. Confusion and inefficient decision-making were a result of unclear responsibilities.
- Sub-processes are not implemented or do not exist: Sub-processes are not lived or do not exist The already defined sub-processes were not yet consistently implemented. In addition, sub-processes were still missing in some areas and had yet to be defined and established. This led to inefficient discussions and unnecessary use of resources, as fundamental questions had to be clarified again and again.
The Success Journey:
Recording the current situation
By designing new, common business processes and an IT landscape that enables them, we were able to create the basis for a successful implementation of the project.
This included the introduction of new systems and the continued operation of central legacy systems.
To support the solution architecture, we also ensured end-to-end data availability and integrity between the data infrastructure and the IT systems.
Concept
The results of the current status were incorporated into the concept together with the wishes of the stakeholders. The involvement of the various specialist departments and hierarchy levels led to an overarching picture.
Rollout in the organization
The rollout of the concept began even before the official implementation. In line with the change management principle of “turning those affected into participants”, we already incorporated the process experiences and wishes of the affected employees during the conception phase. The training sessions we conducted and the accompanying communication ultimately supported the process.
The Impact at Launch:
- Standardized documentation: Our releases in the area of R&D have comprehensive and standardized accompanying documentation, which is backed up by checklists and a review meeting. One positive effect is that simplifying the documentation allows employees to focus on their actual activities.
- On-time releases and cascading testing: The releases are synchronized and the lead time has been reduced by two months. This has increased the efficiency of cascade testing so that problems can be identified and rectified at an early stage. This improves the stability and quality of the software products, which has led to increased confidence in the product.
- Transparency about development progress: All those involved, from the development teams to management and external stakeholders, now have an overview of the status of the work. This makes coordination and collaboration much easier and helps to ensure that changes and new requirements can be integrated more quickly and efficiently.
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Author
Kristina Fischer
Consultant at Ventum Consulting and project manager in this project
Author
Franziska Maaßen
Consultant at Ventum Consulting and project manager in this project
