CASE STUDY · 12←→

Releasing stopped being an event

Banking Technology TeamBANKING · SDLC AND DEVOPS · RELEASE ORCHESTRATION
PROBLEM

The release process changed from team to team: hand-carried packages, configuration drifting between test and production, the classic "works on my machine" surprises, go-lives with no rollback plan. Where risk accumulated could not be measured, because the pipeline itself was not standard; every go-live day felt less like a planned task and more like a stressful event.

APPROACH

We redesigned the line: no package moves past static analysis, dependency and security scans; one signed artifact travels unchanged through dev, test, preprod and prod; environments are defined as code, so they cannot drift. Rollback is a planned step of the pipeline, not the exception.

RESULTS
7 stages from commit to production, one artifact across 4 environments.
The four DORA metrics are tracked: deployment frequency, lead time, change failure rate, recovery time.
A release is a routine procedure run from a list, and every one is auditable: who shipped what, under which approval.
SCOPE
Architecture Assessment01
Delivery Pipeline Design02
Mandatory Quality Gates03
Release Orchestration04

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