Change Management

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Changes are any modification to the operational environment and are classified into two types:

Deployments are a special change metatype depending on their scope and the effect they may have on the environment, as defined above. As we make progress towards CI/CD, we aim to turn all deployments into simple service changes.

Trust is the premier GitLab instance on the planet, and a production instance in every sense of the word. Change Management's primary goal is to safeguard the integrity of the environment through increased predictability by providing a framework to drive all changes towards becoming service changes and to help us achieve an optimal change speed.

Change Management is underpinned by trust: we trust ourselves to act responsibly in the operational environment to maintain its integrity and, by extension, its availability and performance.

To that end, we are not instituting a blanket policy for changes. Rather, we are developing the foundation of what a service change is (risk evalation, automatic auditing and communication, pre-flight checks, defensive coding, post-change validation) and will help teams with adoption.

Change Management helps us prioritize our resources towards changes that need to be made more resilient through defensive automation. Priorities are driven by two factors:

In these situations, we will focus on developing the necessary automation and safeguards to help teams and services move towards safe service changes in a timely fashion. Until then, all changes that fall under the two abovementioned categories are treated as maintenance changes.

Change Severities

Change severities encapsulate the risk associated with a change in the environment. Said risk entails the potential effects if the change fails and becomes an incident. Change management uses our standarized severity definition, which can be found under out which can be found under CONTRIBUTION.MD.

Change Plans

All changes should have change plans. While this is optional for service changes, it is mandatory for maintenance changes. Change Plans provide detailed descriptios of proposed changes and include the following information:

With change plans, we develop a solid library of change procedures. Even more importantly, they provide detailed blueprints for implentation of defensive automation. Ideally, the planner and the executor should be different individuals.

Change Reviews

Maintenance changes require change reviews. The reviews are intended to bring to bear the collective experience of the team while providing a forum for pointing out potential risks for any given change. A minimun quorun of three reviewers is required to approve a ~S1 or ~S2 maintenance change.


Role Definition and Examples
EMOC Event Manager
  The Event Manager is the tactical leader of the change team. For service changes, the EMOC is the person executing the change. For maintenance changes, the EMOC is the person in the IMOC rotation. ~S1 and ~S2 changes require an EMOC.
CMOC Communications Manager
  The Communications Manager is the communications leader of the change team. The focus of the Change Team is executing the change as safely and quickly as possible. For ~S1 and ~S2 maintenance changes, a CMOC communicates with the appropriate stakeholders. Othersiwe, EMOC can handle communication.
CT Change Team
  The Change Team is primarily composed of technical staff perfoming the change.

Communication Channels

Information is a key asset during any change. Properly managing the flow of information to its intended destination is critical in keeping interested stakeholders apprised of developments in a timely fashion. The awareness that a change is happening is critical in helping stakeholders plan for said changes.

This flow is determined by:

For instance, a large end-user may choose to avoid doing a software release during a maintenance window to avoid any chance that issues may affect their release.

Furthermore, avoiding information overload is necessary to keep every stakeholder’s focus.

To that end, we will have: