Continuous Delivery is an Agile approach that emphasizes automated and frequent software releases. It leverages practices such as automated testing, continuous integration, and deployment automation to achieve faster releases, reduced risks, and improved collaboration. However, implementing it may require addressing challenges such as cultural shift and test automation.
Continuous Delivery relies on automated testing practices to ensure that code changes meet quality standards and do not introduce regressions. Automated tests, including unit tests, integration tests, and acceptance tests, are integrated into the development pipeline to validate changes at each stage of the delivery process.
Deployment Pipelines
Continuous Delivery utilizes deployment pipelines to automate the process of building, testing, and deploying software changes. Deployment pipelines consist of sequential stages, such as code compilation, automated testing, deployment to staging environments, and deployment to production environments, with each stage triggered automatically upon successful completion of the previous stage.
Infrastructure as Code (IaC)
Continuous Delivery leverages Infrastructure as Code (IaC) principles to automate the provisioning and configuration of infrastructure resources needed for software deployment. IaC tools, such as Terraform and Ansible, enable developers to define infrastructure configurations using code, ensuring consistency, repeatability, and version control across environments.
Continuous Integration (CI)
Continuous Delivery builds upon continuous integration (CI) principles, which involve the frequent integration of code changes into a shared repository, followed by automated testing and validation. CI ensures that code changes are continuously integrated and validated, laying the foundation for seamless and reliable software delivery.
Strategies for Implementing Continuous Delivery
Incremental Deployment
Implement incremental deployment strategies, such as feature toggles and canary releases, to gradually roll out code changes to production environments while minimizing risk and impact on users. Incremental deployment allows organizations to validate changes in real-world scenarios and gather feedback iteratively.
Automated Rollbacks
Implement automated rollback mechanisms to revert code changes in case of failures or unexpected issues during deployment. Automated rollbacks enable organizations to mitigate the impact of deployment failures quickly and restore service availability with minimal manual intervention.
Monitoring and Feedback Loops
Implement monitoring and feedback loops to continuously monitor the performance, availability, and user experience of deployed applications. Monitoring tools, such as Prometheus and Grafana, provide real-time insights into application health and performance, enabling organizations to detect issues proactively and optimize system behavior.
Collaborative Culture
Foster a collaborative culture of continuous improvement and learning within development and operations teams. Encourage cross-functional collaboration, knowledge sharing, and experimentation to drive innovation, efficiency, and resilience in the software delivery process.
Benefits of Continuous Delivery
Accelerated Time-to-Market
Continuous Delivery enables organizations to deliver new features and enhancements to users rapidly and reliably, reducing time-to-market and gaining a competitive edge in dynamic market environments.
Improved Software Quality
Continuous Delivery fosters a culture of quality and accountability by integrating automated testing, code reviews, and deployment validation into the development process. This results in higher software quality, fewer defects, and enhanced user satisfaction.
Enhanced Collaboration
Continuous Delivery promotes collaboration and alignment between development and operations teams by breaking down silos, automating repetitive tasks, and streamlining communication channels. Collaboration leads to increased efficiency, shared ownership, and faster problem resolution.
Reduced Risk
Continuous Delivery reduces the risk of software delivery failures and outages by automating deployment processes, implementing incremental deployment strategies, and leveraging automated rollback mechanisms. This enhances resilience, availability, and reliability of production systems.
Challenges of Continuous Delivery
Complexity
Continuous Delivery introduces complexity in managing deployment pipelines, infrastructure configurations, and automated testing frameworks. Organizations must invest in training, tooling, and infrastructure to address the challenges associated with complexity effectively.
Cultural Resistance
Continuous Delivery may face resistance from individuals or teams accustomed to traditional software development practices or organizational structures. Overcoming cultural resistance requires leadership support, communication, and education to foster buy-in and alignment across the organization.
Tooling and Automation
Continuous Delivery relies on robust tooling and automation to orchestrate and manage the software delivery process effectively. Organizations must invest in selecting, configuring, and maintaining suitable tools and automation frameworks tailored to their specific needs and requirements.
Security and Compliance
Continuous Delivery introduces security and compliance considerations related to the automation of deployment processes, access controls, and data protection. Organizations must integrate security and compliance practices into the Continuous Delivery pipeline to mitigate risks and ensure regulatory compliance.
Conclusion
Continuous Delivery (CD) is a software development practice that emphasizes the frequent and automated release of code changes to production environments.
Key components of Continuous Delivery include automated testing, deployment pipelines, Infrastructure as Code (IaC), and continuous integration (CI).
Strategies for implementing Continuous Delivery include incremental deployment, automated rollbacks, monitoring and feedback loops, and fostering a collaborative culture.
Continuous Delivery offers benefits such as accelerated time-to-market, improved software quality, enhanced collaboration, and reduced risk.
However, it also faces challenges such as complexity, cultural resistance, tooling and automation, and security and compliance considerations. By addressing these challenges effectively, organizations can harness the full potential of Continuous Delivery to deliver value to customers rapidly and reliably.
Case Study
Use Case – Feature Flag Rollouts:
Example: The development team is working on a major feature with a long development cycle. With continuous delivery, they can use feature flags to gradually roll out and test parts of the feature with a subset of users, ensuring a smooth and controlled release.
Benefit: Ensures that new features can be tested in a real-world environment without affecting all users at once, reducing the risk of widespread issues.
Use Case – Rapid Bug Fixes:
Example: A critical security vulnerability is discovered in the production environment. With continuous delivery practices in place, the development team can quickly develop and test a fix and deploy it to production within hours, ensuring the security of the system.
Benefit: Allows for rapid response to critical issues, reducing the potential impact and downtime.
Use Case – Cross-Functional Collaboration:
Example: Continuous delivery encourages cross-functional collaboration between development, testing, operations, and other teams. Teams work together to automate and streamline the entire software delivery pipeline, from code commits to production releases.
Benefit: Enhances collaboration and alignment among different teams, leading to smoother and more efficient software delivery.
Challenges – Managing Release Pipelines:
Example: In a complex application with multiple microservices, managing the release pipeline for each service can be challenging. Coordinating the timing of releases and ensuring compatibility can require careful planning.
Challenge: Overcoming the complexity of coordinating and managing multiple release pipelines in a distributed system.
Challenges – Regulatory Compliance:
Example: For industries with strict regulatory requirements, implementing continuous delivery while maintaining compliance can be complex. Ensuring that automated processes meet regulatory standards is essential.
Challenge: Balancing the benefits of continuous delivery with the need to adhere to regulatory and compliance standards.
Use Case – Rollback and Rollforward:
Example: A new software release experiences unexpected issues in the production environment. Continuous delivery practices enable the team to quickly roll back to the previous stable version. Once the issues are resolved, they can roll forward to the new version with confidence.
Benefit: Provides the ability to respond to issues by reverting to a known stable state and then progressing once the issues are addressed.
Continuous Delivery Highlights
Agile Approach: Emphasizes automated and frequent software releases within Agile development.
Practices: Includes Automated Testing, Continuous Integration, Infrastructure Automation, and Deployment Automation.
Use Cases: Supports Agile Environments, Facilitates DevOps Adoption, and Enables Rapid Software Updates.
Challenges: Involves Cultural Shift, Managing Complex Deployments, and Ensuring Test Automation.
Related Frameworks, Models, Concepts
Description
When to Apply
Continuous Delivery (CD)
– A software engineering approach where teams produce software in short cycles, ensuring that it can be reliably released at any time. – Involves automated testing and release processes to ensure software can be deployed to production at any moment.
– Ideal for organizations aiming to reduce the time between coding and deployment, allowing rapid iterations and improvements.
Continuous Integration (CI)
– A development practice where developers integrate code into a shared repository several times a day. – Each check-in is then verified by an automated build and automated tests.
– Applied in projects where multiple developers are working on different features simultaneously to ensure code consistency and prevent integration issues.
DevOps
– A set of practices that combines software development (Dev) and IT operations (Ops), aiming to shorten the development lifecycle and provide continuous delivery with high software quality.
– Suitable for teams seeking to enhance collaboration between development and operations and streamline the entire software lifecycle.
Agile Software Development
– A group of software development methodologies based on iterative development, where requirements and solutions evolve through collaboration between self-organizing cross-functional teams.
– Used in environments that need to adapt to changing product requirements frequently and focus on customer satisfaction.
Microservices Architecture
– A design approach to build a single application as a suite of small services, each running in its own process and communicating with lightweight mechanisms, often an HTTP-based API.
– Effective in complex applications where teams need to deploy, scale, and develop components independently.
Deployment Automation
– The process of automating the deployment of applications to testing or production environments. It aims to create repeatable and reliable processes.
– Applied when organizations want to reduce human errors and increase efficiency in deploying applications.
Build Automation
– The process of automating the creation of a software build and the associated processes including compiling computer source code into binary code, packaging binary code, and running automated tests.
– Necessary for teams that require consistent builds and aim to eliminate manual build processes.
Feature Flagging
– A technique that allows developers to enable or disable features of software without deploying new code, thus facilitating testing and incremental rollouts.
– Utilized to test new features in production environments with specific user segments and manage feature releases more effectively.
Configuration Management
– The practice of handling changes systematically so that a system maintains its integrity over time. – Involves the use of tools to assist in deploying and operating software.
– Essential for maintaining consistency of performance across different deployment environments.
Test Automation
– The use of special software (separate from the software being tested) to control the execution of tests and the comparison of actual outcomes with predicted outcomes.
– Used to speed up the testing process, ensure accuracy, and extend test coverage, especially in frequent integration and deployment cycles.
AIOps is the application of artificial intelligence to IT operations. It has become particularly useful for modern IT management in hybridized, distributed, and dynamic environments. AIOps has become a key operational component of modern digital-based organizations, built around software and algorithms.
Agile started as a lightweight development method compared to heavyweight software development, which is the core paradigm of the previous decades of software development. By 2001 the Manifesto for Agile Software Development was born as a set of principles that defined the new paradigm for software development as a continuous iteration. This would also influence the way of doing business.
Agile Program Management is a means of managing, planning, and coordinating interrelated work in such a way that value delivery is emphasized for all key stakeholders. Agile Program Management (AgilePgM) is a disciplined yet flexible agile approach to managing transformational change within an organization.
Agile project management (APM) is a strategy that breaks large projects into smaller, more manageable tasks. In the APM methodology, each project is completed in small sections – often referred to as iterations. Each iteration is completed according to its project life cycle, beginning with the initial design and progressing to testing and then quality assurance.
Agile Modeling (AM) is a methodology for modeling and documenting software-based systems. Agile Modeling is critical to the rapid and continuous delivery of software. It is a collection of values, principles, and practices that guide effective, lightweight software modeling.
Agile Business Analysis (AgileBA) is certification in the form of guidance and training for business analysts seeking to work in agile environments. To support this shift, AgileBA also helps the business analyst relate Agile projects to a wider organizational mission or strategy. To ensure that analysts have the necessary skills and expertise, AgileBA certification was developed.
Agile leadership is the embodiment of agile manifesto principles by a manager or management team. Agile leadership impacts two important levels of a business. The structural level defines the roles, responsibilities, and key performance indicators. The behavioral level describes the actions leaders exhibit to others based on agile principles.
The andon system alerts managerial, maintenance, or other staff of a production process problem. The alert itself can be activated manually with a button or pull cord, but it can also be activated automatically by production equipment. Most Andon boards utilize three colored lights similar to a traffic signal: green (no errors), yellow or amber (problem identified, or quality check needed), and red (production stopped due to unidentified issue).
Bimodal Portfolio Management (BimodalPfM) helps an organization manage both agile and traditional portfolios concurrently. Bimodal Portfolio Management – sometimes referred to as bimodal development – was coined by research and advisory company Gartner. The firm argued that many agile organizations still needed to run some aspects of their operations using traditional delivery models.
Business innovation is about creating new opportunities for an organization to reinvent its core offerings, revenue streams, and enhance the value proposition for existing or new customers, thus renewing its whole business model. Business innovation springs by understanding the structure of the market, thus adapting or anticipating those changes.
Business modelinnovation is about increasing the success of an organization with existing products and technologies by crafting a compelling value proposition able to propel a new business model to scale up customers and create a lasting competitive advantage. And it all starts by mastering the key customers.
A consumer brand company like Procter & Gamble (P&G) defines “Constructive Disruption” as: a willingness to change, adapt, and create new trends and technologies that will shape our industry for the future. According to P&G, it moves around four pillars: lean innovation, brand building, supply chain, and digitalization & data analytics.
That is a process that requires a continuous feedback loop to develop a valuable product and build a viable business model. Continuous innovation is a mindset where products and services are designed and delivered to tune them around the customers’ problem and not the technical solution of its founders.
A design sprint is a proven five-day process where critical business questions are answered through speedy design and prototyping, focusing on the end-user. A design sprint starts with a weekly challenge that should finish with a prototype, test at the end, and therefore a lesson learned to be iterated.
Tim Brown, Executive Chair of IDEO, defined design thinking as “a human-centered approach to innovation that draws from the designer’s toolkit to integrate the needs of people, the possibilities of technology, and the requirements for business success.” Therefore, desirability, feasibility, and viability are balanced to solve critical problems.
DevOps refers to a series of practices performed to perform automated software development processes. It is a conjugation of the term “development” and “operations” to emphasize how functions integrate across IT teams. DevOps strategies promote seamless building, testing, and deployment of products. It aims to bridge a gap between development and operations teams to streamline the development altogether.
Product discovery is a critical part of agile methodologies, as its aim is to ensure that products customers love are built. Product discovery involves learning through a raft of methods, including design thinking, lean start-up, and A/B testing to name a few. Dual Track Agile is an agile methodology containing two separate tracks: the “discovery” track and the “delivery” track.
eXtreme Programming was developed in the late 1990s by Ken Beck, Ron Jeffries, and Ward Cunningham. During this time, the trio was working on the Chrysler Comprehensive Compensation System (C3) to help manage the company payroll system. eXtreme Programming (XP) is a software development methodology. It is designed to improve software quality and the ability of software to adapt to changing customer needs.
Feature-Driven Development is a pragmatic software process that is client and architecture-centric. Feature-Driven Development (FDD) is an agile software development model that organizes workflow according to which features need to be developed next.
A Gemba Walk is a fundamental component of lean management. It describes the personal observation of work to learn more about it. Gemba is a Japanese word that loosely translates as “the real place”, or in business, “the place where value is created”. The Gemba Walk as a concept was created by Taiichi Ohno, the father of the Toyota Production System of lean manufacturing. Ohno wanted to encourage management executives to leave their offices and see where the real work happened. This, he hoped, would build relationships between employees with vastly different skillsets and build trust.
GIST Planning is a relatively easy and lightweight agile approach to product planning that favors autonomous working. GIST Planning is a lean and agile methodology that was created by former Google product manager Itamar Gilad. GIST Planning seeks to address this situation by creating lightweight plans that are responsive and adaptable to change. GIST Planning also improves team velocity, autonomy, and alignment by reducing the pervasive influence of management. It consists of four blocks: goals, ideas, step-projects, and tasks.
The ICE Scoring Model is an agile methodology that prioritizes features using data according to three components: impact, confidence, and ease of implementation. The ICE Scoring Model was initially created by author and growth expert Sean Ellis to help companies expand. Today, the model is broadly used to prioritize projects, features, initiatives, and rollouts. It is ideally suited for early-stage product development where there is a continuous flow of ideas and momentum must be maintained.
An innovation funnel is a tool or process ensuring only the best ideas are executed. In a metaphorical sense, the funnel screens innovative ideas for viability so that only the best products, processes, or business models are launched to the market. An innovation funnel provides a framework for the screening and testing of innovative ideas for viability.
According to how well defined is the problem and how well defined the domain, we have four main types of innovations: basic research (problem and domain or not well defined); breakthrough innovation (domain is not well defined, the problem is well defined); sustaining innovation (both problem and domain are well defined); and disruptive innovation (domain is well defined, the problem is not well defined).
The innovation loop is a methodology/framework derived from the Bell Labs, which produced innovation at scale throughout the 20th century. They learned how to leverage a hybrid innovation management model based on science, invention, engineering, and manufacturing at scale. By leveraging individual genius, creativity, and small/large groups.
The Agile methodology has been primarily thought of for software development (and other business disciplines have also adopted it). Lean thinking is a process improvement technique where teams prioritize the value streams to improve it continuously. Both methodologies look at the customer as the key driver to improvement and waste reduction. Both methodologies look at improvement as something continuous.
A startup company is a high-tech business that tries to build a scalable business model in tech-driven industries. A startup company usually follows a lean methodology, where continuous innovation, driven by built-in viral loops is the rule. Thus, driving growth and building network effects as a consequence of this strategy.
As pointed out by Eric Ries, a minimum viable product is that version of a new product which allows a team to collect the maximum amount of validated learning about customers with the least effort through a cycle of build, measure, learn; that is the foundation of the lean startup methodology.
Kanban is a lean manufacturing framework first developed by Toyota in the late 1940s. The Kanban framework is a means of visualizing work as it moves through identifying potential bottlenecks. It does that through a process called just-in-time (JIT) manufacturing to optimize engineering processes, speed up manufacturing products, and improve the go-to-market strategy.
Jidoka was first used in 1896 by Sakichi Toyoda, who invented a textile loom that would stop automatically when it encountered a defective thread. Jidoka is a Japanese term used in lean manufacturing. The term describes a scenario where machines cease operating without human intervention when a problem or defect is discovered.
The PDCA (Plan-Do-Check-Act) cycle was first proposed by American physicist and engineer Walter A. Shewhart in the 1920s. The PDCA cycle is a continuous process and product improvement method and an essential component of the lean manufacturing philosophy.
RAD was first introduced by author and consultant James Martin in 1991. Martin recognized and then took advantage of the endless malleability of software in designing development models. Rapid Application Development (RAD) is a methodology focusing on delivering rapidly through continuous feedback and frequent iterations.
Retrospective analyses are held after a project to determine what worked well and what did not. They are also conducted at the end of an iteration in Agile project management. Agile practitioners call these meetings retrospectives or retros. They are an effective way to check the pulse of a project team, reflect on the work performed to date, and reach a consensus on how to tackle the next sprint cycle. These are the five stages of a retrospective analysis for effective Agile project management: set the stage, gather the data, generate insights, decide on the next steps, and close the retrospective.
Scaled Agile Lean Development (ScALeD) helps businesses discover a balanced approach to agile transition and scaling questions. The ScALed approach helps businesses successfully respond to change. Inspired by a combination of lean and agile values, ScALed is practitioner-based and can be completed through various agile frameworks and practices.
The SMED (single minute exchange of die) method is a lean production framework to reduce waste and increase production efficiency. The SMED method is a framework for reducing the time associated with completing an equipment changeover.
The Spotify Model is an autonomous approach to scaling agile, focusing on culture communication, accountability, and quality. The Spotify model was first recognized in 2012 after Henrik Kniberg, and Anders Ivarsson released a white paper detailing how streaming company Spotify approached agility. Therefore, the Spotify model represents an evolution of agile.
As the name suggests, TDD is a test-driven technique for delivering high-quality software rapidly and sustainably. It is an iterative approach based on the idea that a failing test should be written before any code for a feature or function is written. Test-Driven Development (TDD) is an approach to software development that relies on very short development cycles.
Timeboxing is a simple yet powerful time-management technique for improving productivity. Timeboxing describes the process of proactively scheduling a block of time to spend on a task in the future. It was first described by author James Martin in a book about agile software development.
Scrum is a methodology co-created by Ken Schwaber and Jeff Sutherland for effective team collaboration on complex products. Scrum was primarily thought for software development projects to deliver new software capability every 2-4 weeks. It is a sub-group of agile also used in project management to improve startups’ productivity.
Scrumban is a project management framework that is a hybrid of two popular agile methodologies: Scrum and Kanban. Scrumban is a popular approach to helping businesses focus on the right strategic tasks while simultaneously strengthening their processes.
Scrum anti-patterns describe any attractive, easy-to-implement solution that ultimately makes a problem worse. Therefore, these are the practice not to follow to prevent issues from emerging. Some classic examples of scrum anti-patterns comprise absent product owners, pre-assigned tickets (making individuals work in isolation), and discounting retrospectives (where review meetings are not useful to really make improvements).
Scrum at Scale (Scrum@Scale) is a framework that Scrum teams use to address complex problems and deliver high-value products. Scrum at Scale was created through a joint venture between the Scrum Alliance and Scrum Inc. The joint venture was overseen by Jeff Sutherland, a co-creator of Scrum and one of the principal authors of the Agile Manifesto.
Six Sigma is a data-driven approach and methodology for eliminating errors or defects in a product, service, or process. Six Sigma was developed by Motorola as a management approach based on quality fundamentals in the early 1980s. A decade later, it was popularized by General Electric who estimated that the methodology saved them $12 billion in the first five years of operation.
Stretch objectives describe any task an agile team plans to complete without expressly committing to do so. Teams incorporate stretch objectives during a Sprint or Program Increment (PI) as part of Scaled Agile. They are used when the agile team is unsure of its capacity to attain an objective. Therefore, stretch objectives are instead outcomes that, while extremely desirable, are not the difference between the success or failure of each sprint.
The Toyota Production System (TPS) is an early form of lean manufacturing created by auto-manufacturer Toyota. Created by the Toyota Motor Corporation in the 1940s and 50s, the Toyota Production System seeks to manufacture vehicles ordered by customers most quickly and efficiently possible.
The Total Quality Management (TQM) framework is a technique based on the premise that employees continuously work on their ability to provide value to customers. Importantly, the word “total” means that all employees are involved in the process – regardless of whether they work in development, production, or fulfillment.
The waterfall model was first described by Herbert D. Benington in 1956 during a presentation about the software used in radar imaging during the Cold War. Since there were no knowledge-based, creative software development strategies at the time, the waterfall method became standard practice. The waterfall model is a linear and sequential project management framework.
Gennaro is the creator of FourWeekMBA, which reached about four million business people, comprising C-level executives, investors, analysts, product managers, and aspiring digital entrepreneurs in 2022 alone | He is also Director of Sales for a high-tech scaleup in the AI Industry | In 2012, Gennaro earned an International MBA with emphasis on Corporate Finance and Business Strategy.