"On arrival he found the production environment in "a bit of a mess when I got there" due to poorly documented patching. He also found "absolutely massive" deployment scripts. "One of the things I did was remove 6,000 lines from the scripts to attempt to make them more manageable," Tom wrote. "And the scripts were only part of the process, I had to define all the other steps needed and script what I could, or document what I couldn't.""
""We needed to deploy our general merchandise patch on top of the existing groceries site," Tom explained. "We had carried out multiple dry runs, deployed and rolled back in pre-production a number of times. And we had a four-hour window from 2:00 AM to 6:00 AM to when the business would allow the site to be down for this process.""
In 2009 a contractor built a general merchandise e-commerce site for a major supermarket chain and handled development environments and production deployment processes. The contractor found production messy, with poorly documented patching and massive deployment scripts, and removed 6,000 lines to improve manageability. The contractor defined steps and scripted or documented everything possible but was not allowed to execute production changes; only company employees could. Multiple dry runs and pre-production rollbacks were completed and a four-hour downtime window from 2:00 AM to 6:00 AM was scheduled for deployment. During the live deployment the allowed employee ignored the supplied detailed steps and attempted his own approach.
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