TFS 2012 Deployment Plan Template by MM8kqf8

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									                                                                      Team Foundation Server 2012
                                                                        Deployment Plan Template


                                                       Developer Tools Deployment Planning Services




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Table of Contents
    1       Getting the Most from Your Deployment Plan............................................................ 2
        1.1          Deepen Your Understanding of TFS ...................................................................................... 2
        1.2          Give Microsoft Feedback ........................................................................................................ 3

    2       Executive Summary ................................................................................................... 4
        2.1          Existing Best Practices ........................................................................................................... 4
        2.2          Key Areas for Improvement .................................................................................................... 5
            2.2.1        Current State – Urgent Issues ............................................................................................ 5
            2.2.2        Current State - Additional Issues ........................................................................................ 6
        2.3          Future State ............................................................................................................................ 7

    3       Key Areas for Improvement ....................................................................................... 8

    4       Roadmap ................................................................................................................. 10

    5       Detailed Findings ..................................................................................................... 13

    6       Conclusion ............................................................................................................... 17




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1       Getting the Most from Your Deployment Plan

         Guidance: This template includes guidance blocks and wording examples. Prior to handing over the
         document, remove the guidance blocks (like this one) and replace any highlighted sample text in
         <brackets> with your findings and recommendations.


        Our recommendations for optimizing the deployment of Team Foundation Server (TFS) in your
        environment are detailed within this document. Please take your time to review the findings and ask
        any follow-up questions necessary. Depending on the capabilities of your IT team, you may select to
        keep the deployment in house or contract with an outside consultant. In either case, this plan should be
        given to the party responsible for the work and used as an implementation guide.

1.1         Deepen Your Understanding of TFS
        As a benefit to TFS Deployment Planning Services customers, Microsoft has developed materials that we
        believe will be valuable in helping facilitate your transition to TFS. The materials include:


         Guidance: Update the list below to reflect the materials you installed for the customer.

                     VS2012 ALM Demo VHD - This virtual machine (VM) includes Visual Studio 2012 Ultimate, Visual
                      Studio Team Foundation Server 2012, and a sample application along with sample data which
                      supports hands-on-labs. This VM includes everything you need to learn and/or deliver
                      demonstrations of many application lifecycle management (ALM) capabilities in Visual Studio
                      2012. (Available through the link above.)
                     TFS2010 Training Kit – The Introduction to Team Foundation Server 2010 Training Kit includes
                      presentations, hands-on labs and demos designed to help you get acquainted with the features
                      of Team Foundation Server (TFS) 2010. As the title states, this is an introductory course and the
                      intended audience for this self-paced training course are all members of software development
                      teams that are new to TFS 2010. All core capabilities are covered and some advanced topics are
                      touched on. The course also includes links to additional reference material. (2012 version
                      coming soon!)
                     VS2010 Training Kit – Easy-to-use training materials that will show you how to get you up and
                      running once you deploy. (2012 version coming soon!)
                     Visual Studio Case Studies – A compilation of industry leading white papers and case studies that
                      describe the Visual Studio Application Lifecycle Management solution
                      http://www.microsoft.com/casestudies/
                     Team Foundation Server MSDN Page: http://msdn.microsoft.com/en-us/vstudio/ff637362.aspx
                     “How to” TFS videos on MSDN: How Do I? Videos
                     Microsoft Visual Studio Team Foundation Server 2012 Trial:
                      http://www.microsoft.com/visualstudio/eng/downloads
                     Team Foundation Server Team Blog: http://blogs.msdn.com/b/team_foundation/
                     VS and TFS ALM News: http://blogs.msdn.com/b/visualstudioalm/
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                   Brian Harry’s Blog Site: http://blogs.msdn.com/b/bharry/
                   Channel 9 Team Foundation Server Videos: http://channel9.msdn.com/tags/TFS/
                   Visual Studio ALM Rangers: http://aka.ms/vsarunderstand and http://aka.ms/vsarsolutions



1.2       Give Microsoft Feedback
      This Planning Service has been provided as part of your Microsoft Software Assurance benefits. Please
      use the link below to tell Microsoft about your experience with the engagement and any improvements
      you would like to see made to it. The results of the survey will only be viewed by the Planning Services
      team at Microsoft.

      http://www.surveymonkey.com/s/5DS9JXP




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2       Executive Summary

      Guidance: The audience for this section will be interested in being able to read and digest this
      quickly. Keep the text in this section concise.

        At the request of <Customer Name>, <Partner name> conducted the Team Foundation Server
        Deployment Planning Service with the following objectives:

                     Document existing Application Lifecycle Management (ALM) topology
                     Create a baseline measurement of the current development capability
                     Surface existing best practices
                     Uncover opportunities for improvement
                     Identify the most impactful areas to the business
                     Document ideal end-state for Team Foundation Server (TFS) 2012 deployment
                     Generate and present a roadmap to implement Team Foundation Server 2012

        The Application Lifecycle Management (ALM) model was used as a framework to develop a vision and
        sustainable approach by which <Customer Name> can prioritize IT investments that fuel business
        growth. The engagement focused on understanding existing development processes and
        recommending process improvements. Technology and people/knowledge requirements were then
        identified to support the process.


      Guidance: This list can come from the ALM Assessment Builder Tool (Presenting Problems)
                     Quality issues
                     No visibility into project status
                     Projects delivered late

      Guidance: This list can come from the ALM Assessment Builder Tool (Business Priorities)
                     Improve quality
                     Improve customer satisfaction




2.1         Existing Best Practices

        Our interviews surfaced the following Best Practices that are being used by teams at <Customer Name>
        today. These practices are:




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                   The Functional Testing/QA group is clearly an organizational asset- they have been able to take
                    the amount of work which was originally six (6) to eight (8) weeks for ten resources and
                    automate the running of the regression bed to four (4) days. This provides immediate
                    measurable benefit to the development as a whole, mainly because of the weight that is put on
                    this group to ensure quality. This group is implementing practices that will continue to move the
                    organization to a TDD (Test Driven Development) approach
                   There are many emerging capabilities relative to requirements management. The ongoing
                    progress resulting from the implementation of formal Requirements Management at the User
                    Interface level will serve the organization well as a starting point for future development and
                    implementation of process in this space. Additionally, in sharing the product roadmap with the
                    user community, the stage is being set to stave off the reactive demand for priority fixes
                    through simple expectation setting.
                   The commitment to and movement of the production environment to an Active/Active model -
                    this will immediately address the challenges with the deployment of new builds and the
                    subsequent impact of bringing the system down when installing new builds
                   The build group is successfully employing (build) automation to minimize the impact of manual
                    error in the core build process.
                   <Customer Name> is a highly customer focused organization and despite the challenges
                    resulting from a lack of process discipline, they continue to provide a high level of support to
                    their clients (especially those clients with custom configurations). Understandably, the
                    organizational culture also resonates a strong delivery focus to dates

      We recommend that these practices continue to be employed and are continuously evaluated and
      friend to promote process optimization.

2.2       Key Areas for Improvement
      2.2.1         Current State – Urgent Issues

      During our onsite interviews, we uncovered the following practices that should be considered critical
      and essential to improving the development capability in relation to their impact on the business. These
      practices were:

                   Development
                       o Code Writing/Unit Testing - Test driven development implemented via a unit testing
                            framework including data generation.
                       o “End Game” Process and Code Reviews – Code reviews are always a good practice, but
                            for <Customer Name> this is critical to late cycle changes.
                       o Developer On-boarding – We uncovered a lack of clear coding guidelines and clear
                            training materials for new developers
                   Quality
                       o Defect/Bug Tracking - One unified and integrated process for defect management from
                            its inception to re-release into production
                       o Metrics Capture and Improvement - Development of a metrics strategy and ongoing
                            refinement to improve predictability and quality



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                        oProject management of Non-Charter Projects - Introduction of a disciplined triage
                         process with one point of accountability driving resolution
                      o Feedback – Continuous, easy feedback from all parties involved in the software process
                         (including product owners, user acceptance testers, end users, etc.).
                 Release Management
                      o Code Promotion - Defined branching and merging process to ensure continuous
                         integration
                      o Priority Triage (PTF process) - Elimination of randomization in the priority process and
                         implementation of a predictable and measurable approach
                      o Build Management - Ongoing refinement of automated build process and increased
                         automation to minimize risk of human error
                 Operations Management
                      o Deployment environment (brute force deployment of .NET) apps- Definition and
                         automation of deployments which leverage the features of the .NET framework to
                         reduce complexity
                      o Service level management - Creation and management of a 24/7 environment to
                         minimize accessibility outages
                        o      Production Monitoring – Being able to monitor and easily reproduce production defects, bugs,
                               exceptions, etc.


    2.2.2         Current State - Additional Issues
    During the course of the assessment, we were able to identify additional issues that we believe are
    having a material impact on Application Lifecycle Management within <Customer Name>. These include:



                 Defect Management Process Automation - The current J Source tool’s lack of integration is
                  creating a unnecessary level of complexity and duplication of work within the processes
                  associated to bug tracking and defect management/ resolution. Additionally, the minimal
                  automated traceability and validation associated to fixes for compliance/ reporting purposes
                  further complicate any impact analysis or compliance considerations
                 Lack of Predictability and Ownership of Builds - The absence of a governing body to control
                  scope and drive the implementation of builds has created an uncontrollable work cue as well as
                  resourcing challenges. Equally this prevents a true understanding a capacity for effective
                  sourcing as well as any defence against scope control.
                 The need for Agile methods – The current SCRUM efforts will ultimately promote higher quality
                  and delivery frequency if implemented properly. The existing behaviours such as borrowing
                  resources during sprints will not promote that. There needs to be a level commitment
                  established for this and all parties involved must understand the process
                 Low Developer Morale – The current inward spiral created by the PTF process is having a
                  demoralizing effect on the developers who are constantly being pulled to resolve one issue after
                  another. Worse is that this process seems to have no end and continue to promote a sense of
                  malaise among the developers




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2.3       Future State

      The eventual roll out of process and tools to address the opportunities mentioned in this assessment
      should follow a tight metrics driven approach to improvement. While we recognize that change takes
      time and reinforce that change requires commitment, it is important to create both a strategic and
      tactical plan for addressing these challenges, as well as answering the questions of where do we want to
      be in three, six twelve months and how will we quantify our success.

      The implantation approach defined later in this document is built on the four key themes identified
      earlier (Development, Quality, Operations, and Release Management). We believe that by improving
      capability in these areas, we can address the current challenges experienced at <Customer Name>.




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3       Key Areas for Improvement
        Our interviews revealed multiple areas for improvement. These were rated by impact to the business
        (High, Medium or Low) across the maturity levels. These are shown in the Impact Map.

        The x-axis defines the maturity level of the service area. The categories are:

                     Basic - processes are implemented in an ad-hoc, undocumented and potentially inconsistent
                      manner.
                     Standard - a process has been defined and is generally followed. Tools are used in some cases to
                      assist, but may not be integrated and used throughout the organization.
                     Advanced - usage of tools to drive the process is in wide use and usage guidelines are
                      documented and understood.
                     Dynamic - the organization is bringing new and innovative methodologies to the practice area
                      and may setting industry standards.

        The y-axis defines the relative gain that would be obtained from improving the practice.




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  Guidance: The areas that need the most attention are cited in more detail in the Current State
  section. These areas are represented in the upper left cell which denotes practices with a basic level
  of maturity and a high impact to be gained from improvement. The majority or practice areas fall into
  a basic level of maturity with a medium impact to be gained from improvement.

                                                                                MATURITY
                                         Basic                               Standard         Advanced     Dynamic
                                                                      Urgent          Improve      Enhance     Maintain
                                          Code Writing/Unit                  Deployment
                                           Testing                            Test Planning
                                          Code Reviews                       Build Management
                                          Quality Metrics
                                          Collaborative
                          High             Development
                                          Version Control
                                           Repository
                                          Release Management
                                          Environment
                                           Management
                                          Customer Support
                                                                 Improve                Improve         Enhance   Maintain
    IMPACT                                Elicitation                                             Test Types
                                          Requirements
                                           Analysis
                                          Traceability
                                          Code Analysis
                      Medium              Project Monitoring
                                           and Control
                                          Stakeholder
                                           Communications
                                          Code Reuse
                                          Operations

                                                                 Enhance                Enhance        Maintain   Maintain
                                          Analysis & Design                  Architecture
                          Low
                                          Database Modeling                   Framework




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4       Roadmap
        Based on our observations and discussions, we recommend that the following iterative roadmap be
        implemented in order to better align the development capability with the business, and enable
        development efforts to drive increased value to <Customer Name>.

        Please note that the areas for improvement mentioned in the prior section which are marked as urgent
        may not be addressed immediately. In some cases, the foundation for improving a particular service
        area will not be in place in the first or second iteration.




                                                                                   Iterations
                                            Iteration 1 – Plan &          Iteration 2 – Install TFS   Iteration 3 – Verify
                                            Prepare                       2012                        Installation and Onboard
                                                                                                      Team
        Initiative Title                    Plan & Prepare                Install TFS 2012            Verify Installation and
                                                                                                      Onboard Teams
        Capabilities


        Initiative Title                                                                              Developer Onboarding
                                                                                                      Training

        Capabilities

        Initiative Title                                                                              (Optional) Capture Process
                                                                                                      Improvements Metrics
        Capabilities



        The date ranges for each iteration are placeholders and as detailed planning to done to determine the
        achievable dates.

        When embarking on an effort to optimize the development capability we recommend that strong
        leadership sponsorship is secured, that the overall goals are clearly communicated to all stakeholders,
        and clear metrics and milestones are established and agreed to.

        Our full report details all findings and recommendations.

        Initiative Details
        Iteration 1: From: 06/20/2011 To: 06/25/2011
        Plan & Prepare

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    Initiative Goals:                                    By Implementing Team Foundation Server for Source Control and Code
                                                         Promotion, we will unify the source code from both .NET development
                                                         and Cold Fusion development into one source control solution. By
                                                         leveraging the branching and merging capabilities of Team Foundation
                                                         Server, we will simplify the current code promotion process which will
                                                         enable a consistent promotion process with clear understanding of
                                                         which stage code is in and direct ties to the testing environments.

    Initiative Activities:                                     Review the Planning Checklist
                                                               Review the System Requirements
                                                               Verify hardware availability
                                                               Verify Process Template and considerations for customization
                                                               Review reporting requirements
                                                               Verify Project Collection strategy
                                                               Verify branching strategy
                                                               Verify build strategy
                                                               Verify resource availability
    Initiative Cross References:
    Impacted Capabilities:


    Iteration 2: From: 06/27/2011 To: 07/03/2011
    Install Team Foundation Server 2012
    Initiative Goals:             Following the guidance as laid out in the DPS TFS Deployment
                                  Assessment, install and configure TFS.
    Initiative Activities:         Setup Team Foundation Server
                                   Development Operational Guidance to ensure system stability
                                   Develop Security Access Plan
                                   Develop Branching and Merging Design
                                   Migrate Source Code
                                   Training Development Teams and Release Management Teams
                                   Migrate Cruise Control Build Solution to Team Build
    Initiative Cross References:
    Impacted Capabilities:


    Iteration 3: From: 07/06/2011 To: 07/09/2011
    Verify Installation and Onboard Teams
    Initiative Goals:             Leverage automated build and test capabilities to provide a consistent
                                  quality measure including code analysis and automated unit testing.
                                  During the first iteration, the build solution was moved to TFS and this
                                  phase makes further investment to enable a much richer testing harness.
                                  At the competition of this initiative, code quality will be measurable by
                                  simply building the solution.
    Initiative Activities:         Verify installation and configuration
                                   Install client tools and verify connectivity to TFS
                                   (Optional – if applicable) Verify remote connectivity

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                                                               Verify end-to-end work flow by building a solution
                                                               (Optional) Train users (development, test, PM, etc.) on how to
                                                                connect to and use TFS2012.
    Initiative Cross References:
    Impacted Capabilities:

    Developer Onboarding Training
    Initiative Goals:            Develop developer onboarding training materials to reduce the time and
                                 resources necessary to bring new developers into the team. This will
                                 increase the time to value for new hires and contingent staff while at the
                                 same time reducing the work load on key senior developers.
    Initiative Activities:       Develop Sample Applications that outlines the key "How-To" points of
                                 the application architecture.
                                 Refresh coding standards and providing training to all development staff
                                 on existence.
    Initiative Cross References:
    Impacted Capabilities:

    (Optional) Capture Process Improvement Metrics
    Initiative Goals:             Understanding the components of the process that represent the best
                                  opportunity for improvement is critical to investing in the right changes.
                                  The following the recommended items to collect

                                                         Number of known issues that become priority fixes. You want to confirm
                                                         that the prioritization process is learning from the past and is not based
                                                         on gut feel. By collecting this metric, one can measure the effectiveness
                                                         and number of categorize fixes that were missed and can use this
                                                         information during the prioritization process moving forward.

                                                         Bugs by major system component- If there is a specific area of the code
                                                         that is buggy, it is valuable to be able to analyze the code base including
                                                         code complexity to determine if rewriting the entire section would
                                                         improve overall stability.
    Initiative Activities:                               Use current systems to track metric as best as possible.
    Initiative Cross References:
    Impacted Capabilities:




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5       Detailed Findings
        Detailed Findings

        Requirements Engineering & User Experience Summary :
        Elicitation
                                    Maturity Level Rating:                Basic

                                    Impact Level Rating:                  Medium

        Requirements Analysis
                                    Maturity Observations:                The proficiencies relative to any formal requirements analysis are
                                                                          minimal but seemingly evolving. As the requirements group matures and
                                                                          moves from a UI driven approach to more comprehensive approach to
                                                                          requirements management, this should continue to improve
                                    Maturity Level Rating:                Basic

                                    Impact Level Rating:                  Medium

                                    Best Practices:                       There are many emerging capabilities relative to this capability as the
                                                                          resulting of the implementation of this new group and although the
                                                                          requirements efforts are focused on elicitation, the feasibility to
                                                                          implement this practice is well positioned for successful adoption

        Traceability
                                    Maturity Observations:                There is minimal traceability present within the development lifecycle.
                                                                          The QA group has established an initial level of traceability, but the
                                                                          drivers of this should be clear so any commitment to this should be value
                                                                          added for both the business and IT.
                                    Maturity Level Rating:                Basic
                                    Impact Level Rating:                  Medium

        Development Summary :
        Code Writing
                                    Maturity Observations:                Coding standards and naming standards exist, but are not well known
                                                                          and not used by the team. Unit testing has been attempted, but was not
                                                                          successful. This combined with the inherent challenges with the two
                                                                          separate environments (cold fusion/.NET) will further complicate this
                                                                          practice
                                    Maturity Level Rating:                Basic

                                    Impact Level Rating:                  High

                                    Impact Observations:                  Developer on boarding is impacted by the lack of known published
                                                                          standards and training programs. The result is the best developers spend
                                                                          more than 50% of their time to onboard a new developer.

                                                                          Lack of unit testing is impacting the ability to truly measure code quality
                                                                          in development and through-out the lifecycle.
                                    Best Practices:                       Team are highly encouraged to take secure coding training as well as
                                                                          employ formal code reviews during the development cycle
                                    Impact Benefits:                      Building Repeatability into the on boarding process will enabling you to
                                                                          more easily flex development team to meet demand and will enable your
                                                                          best developers to focus on the solution architecture and developing new


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                                                                      features.

                                                                      Unit testing will enable development to have an automated reliable
                                                                      measure of code quality before QA cycle are spent testing it.

    Code Analysis
                                Maturity Observations:                There was minimal discovery of formal code analysis- The
                                                                      implementation of more formal practices in this space would positively
                                                                      impact additional areas such as design, testing as well as the overall
                                                                      capabilities relative to traceability
                                Maturity Level Rating:                Basic

                                Impact Level Rating:                  Medium

    Code Reuse
                                Maturity Observations:                Process areas concerning the following are paramount to reuse:
                                                                      1) Reusable asset identification – Each project team needs to have
                                                                      time allocated with their enterprise architecture to review (continuously)
                                                                      their technical solution for assets that qualify as enterprise reusable
                                                                      (shareable) to the entire organization. There are simple procedures to
                                                                      put in place that assist in enforcing this practice.
                                                                      2) Reusable asset harvesting-Each asset, once identified as reusable,
                                                                      needs a team of resources that have time allocated to scrub the asset
                                                                      and incorporate it via development and further description (the OMG has
                                                                      rules for this) into their own reusable asset library (a guy here at
                                                                      Microsoft was one of the original authors of the OMG’s reusable asset
                                                                      specification; Wojtek Kozaczynski
                                                                      3) Reusable Asset Management- The library (and its owners) need to
                                                                      write rules for adding assets to the library as well as how they are stored
                                                                      and indexed (for searching, you know, like Yahoo!)
                                                                      4) Reusable Asset Consumption- The library needs to make sure that
                                                                      requests can be made proactively. This means that a typical team does
                                                                      not know that the assets exist, and it’s the library management team’s
                                                                      responsibility to engage with teams at the architectural level to ensure
                                                                      that assets are requested and consumed.

                                                                      None of these are currently in place
                                Maturity Level Rating:                Basic

                                Impact Level Rating:                  Medium

                                Impact Benefits:                      With the ongoing migration of the Net teller app to the .NET platform
                                                                      from cold fusion, the reusability of core assets is appealing. There will
                                                                      need to be additional capacities and considerations to attain this level of
                                                                      maturity, but through commitment, this should deliver real benefits
    Code Reviews
                                Maturity Observations:                This requisite practice is done sparingly and is relatively in formal;
                                                                      nonetheless the seemingly cultural impact to a more formal structured
                                                                      approach may not be as impacting as other process best practices
                                                                      implementations.
                                Maturity Level Rating:                Basic

                                Impact Level Rating:                  High

                                Impact Benefits:                      The ability to scale the .NET team as well as the development
                                                                      organization as a whole is dependent on the implementation of
                                                                      repeatable best practices. This simple practice has the inherent ability to
                                                                      reflect the ability of the organization to implement such seemingly simple
                                                                      practices


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    Quality Metrics
                                Maturity Level Rating:                Basic

                                Impact Level Rating:                  High

    Software Configuration Management Summary :
    Collaborative Development
                                Maturity Observations:                Collaborative Development is accomplished today by a complex set of
                                                                      labels in the branching solution. Although concurrent development is
                                                                      recommended, it usually is associated with a cost and a learning curve.
                                Maturity Level Rating:                Basic

                                Impact Level Rating:                  High

                                Impact Observations:                  Currently the customer is suffering; They are manually promoting code
                                                                      from one environment to the next. To enable concurrent development
                                                                      they have used a complex label process. Fixing this process will have
                                                                      impact across the board in the release process.
                                Impact Benefits:                      By simplify how concurrent development is accomplish, <Customer
                                                                      name> can simplify the life of development and allow Release
                                                                      Management more time to monitor highly valued aspects of the release
                                                                      process

    Version Control Repository
                                Maturity Observations:                Labels are currently being employed as a branching approach. This is
                                                                      further complicated by the multiple and various CM systems (Version
                                                                      Manager and VSS) The build management is done in source safe and it is
                                                                      transferred via zip file to the VM system.
                                Maturity Level Rating:                Basic

                                Impact Level Rating:                  High

                                Impact Observations:                  There is a significant opportunity to be attained in this area. These
                                                                      manual processes can be improved through automation through the
                                                                      implementation of TFS.
                                Impact Benefits:                      Unified version control with a code promotion process supported by the
                                                                      tools will ultimately deliver significant value to the team. This includes
                                                                      time saved in the day to day process and few mistakes that impact the
                                                                      entire team.

    Release Management
                                Maturity Observations:                A root cause analysis of the many quality challenges can be traced to the
                                                                      manual involvement of the release process. Mistakes are known to occur
                                                                      between labeling and the release of the code. This combined with the
                                                                      lack of formal ownership of the release itself can create potential chaos.
                                                                      No one person appears to be accountable for the management of the
                                                                      release

                                Maturity Level Rating:                Basic
                                Impact Level Rating:                  High

    Build Management
                                Maturity Level Rating:                Standard

                                Impact Level Rating:                  High

    Deployment & Operations Summary :



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    Deployment
                                Maturity Observations:                There are apparent gaps that further put quality at risk within the
                                                                      deployment space. This is ever present with the management of the
                                                                      custom application code. Practices such as not applying formal QA to
                                                                      custom code or the practice of a custom team folding code back over a
                                                                      code baseline significantly compromises quality.

                                                                      The QA and Production environment do not use the same deployment
                                                                      mechanism and therefore testing is not actually testing deployment
                                Maturity Level Rating:                Standard

                                Impact Level Rating:                  High

                                Impact Observations:                  Allowing the deployment process to be tested in the natural course of
                                                                      testing with provide further assurance that deployment will be a smooth
                                                                      process.
                                Impact Benefits:                      Reduced the deployment errors found in production by testing the
                                                                      deployment process in QA.

    Environment Management
                                Maturity Observations:                The multiple environments are managed through heroic efforts. The
                                                                      testing and staging environments are not automatically synchronized,
                                                                      and this creates risk in bug definition and tracking. Equally it creates
                                                                      significant challenges in the management of the numerous PTF's
                                Maturity Level Rating:                Basic

                                Impact Level Rating:                  High

    Project Planning & Management Summary :
    Project Monitoring and Control
                                Maturity Observations:                With the reactive management of the ongoing PTF fixes as well as the
                                                                      seemingly lack of ownership of a release, there appears to be strong
                                                                      opportunity to improve the project control of these efforts. The
                                                                      introduction of formalized and standardized reporting should be a start
                                                                      to the significant changes requisite for improvement
                                Maturity Level Rating:                Basic

                                Impact Level Rating:                  Medium




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6       Conclusion
        We recommend that the implementation of the practices outlined in this document be validated during
        the initial deployment and as projects and teams are brought on board the system. The flexibility the
        TFS2012 platform includes allows many changes to be made after initial deployment to compensate for
        needed changes to the configuration, either initially or later due to changes in needs.

        To encompass all of the recommendations in this document, a schedule for all of the relevant tasks
        should be created. Complete implementation and customization should be done by <Customer Name>
        operations staff.




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