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Please go through the earlier article before reading this article. I will assume the strategy defined in first article is clear before reading ahead. This article will focus on multiple releases in parallel. A software team working on two or more releases at a time may refer to this strategy.
Let’s consider two releases starting in parallel from today.
Recently, I attended a well run gathering of Banking and Finance technology professionals at Charlotte’s Packard Place incubator. PayCLT is a great organization which has a mission of bolstering the network and knowledge of Charlotte’s payments technology professional community and they’ve been doing it well for over five years.
The speaker for this session was Doug Hartsema, a founding partner of The Hartsema Group, a small consulting company that specializes in formulating customer advisory councils for large financial customers, such as commercial banks. These commercial customers have an ingrained business interest and are usually CFOs or payment executives from medium-size through large corporate customers. They rely on the banks for business to business payments, treasury services, and other wholesale banking processes that are critical to their daily operations.
Managing a release in which multiple people with multiple roles are involved is a challenging task for an IT team. As the commitment for delivery adheres to time and accuracy, release management emerges as a crucial role in process of software delivery. Release Management is a complicated process for IT teams.
Typically, a Release Manager must perform two major things: