Something I’ve run up against several times at several different organisations is making sure that the release process, policy and schedule is fit for purpose not only in terms of being compliant with best practice (such as ITIL) and controls (such as COBIT) and any other requirements within the business, but also to ensure that your change and release structure can cope with the volume of change.
Let’s assume your organisation has two broad categories of changes which are bundled into releases – new business functionality in the form of BCRs (Business Change Requests) and problem fixes.
We’ll also assume that you have a monthly release model which includes:
1. Scope and Design finalisation (1 week)
2. Build & Test finalisation (2 weeks)
3. Running an automated regression pack (1 week plus 2 days for final fixes to go as deltas on top of the main release)
4. Cutover and implementation activity (3 days)
5. Early Life Support (2 weeks) (ELS is an ITIL term which used to be called release warranty – in essence, a period of enhanced support following a release or where incidents/problems follow an accelerated support model compared with normal Business As Usual support).