The Solaris Train Model

1. Introduction

Initially, Sun's customers were technophiles who wanted the latest greatest technology as soon as possible. They tended to view new Solaris releases as Christmas presents, and took delight in the new surprises that each box contained. As Sun's products (the Sparc and Solaris) matured, they were increasingly adopted for use as engineering desktops, database, and web servers for major enterprises. These new customers had a very different view of technical innovation:

• First, do no harm.
• Second, schedule your releases, and release them on schedule.

In the earlier years, the goal for every Solaris release was to fill it with as much new technology as possible. As Sun (and their customers) evolved, the costs (to their customers, and ultimately to Sun) of delayed releases and shipping software before it was ready came to greatly exceed the benefits of early introduction. Sun's customers were quite vociferous about this, and Sun got the message. Solaris releases would no longer be defined by content (e.g. new features). Rather they would deliver solid software on a predictable schedule.

The new strategy for Solaris releases came to be known as the train model. Trains are supposed to leave on schedule, without regard to which or how many passengers have boarded by that time.

2. The Principles

Software companies regularly experience significant delays in releases because it takes longer than expected to get a new feature working well enough. The Solaris train model says that a project cannot integrate into the product until it is ready to ship. If a product is integrated, and found not to be of acceptable quality, it is immediately thrown off of the release train. The reward for this strategy is that it should be possible to create a new, high quality, Solaris release at almost any time.

Several objections were raised to this approach:

• This process would result in content-poor releases that customers would not buy.

  There were thousands of engineers working on Solaris, and a typical release included tens of thousands of bug fixes and enhancements, hundreds of minor projects, and dozens of major projects. With so much content in each release, the marginal value of most projects was actually relatively small.

• This process would be catastrophic for major pieces of new infrastructure. Project A might introduce a new authentication framework, that 20 other new projects would exploit. If project A was thrown off of the train, the 20 projects that depended on it would also be thrown off the train.

  This is not an argument for allowing project A to stay in the release even if it is bad. Rather, it is an argument for:

  1. Testing infrastructure projects very carefully before integrating them into the system.
  2. Noting project dependencies, and carefully assessing the risks these dependencies cause. If project B depends, on project A, which has not yet integrated, project B is at risk, and needs a back-up plan.
  3. Version control and configuration management tools that make it easy to reverse integration operations and recover any prior version of the project.

• It makes no sense to require a product be completely tested before it is integrated, because in many cases a product cannot be thoroughly tested until it is combined with all of the other elements of the system.

  Building a complete version of the product (including new functionality) is not the same thing as accepting the new functionality into the official product build. The system build tools and environment are standardized and build procedures are completely automated. Anyone (who has the cycles and disk space) can build a complete version of the system, with any pieces they want, at any time they want. Once they have built that system, they can subject it to any testing that can be performed on the official build.

• If we are not allowed to integrate our product into the official build until after it is fully tested, we will not get the benefit of having our new stuff tested by all of the people who use the official builds.

  The official Solaris build is not an internal beta vehical. It is a product that is being readied for shipment. If you need more testing, you are responsible for developing a program to perform that testing. If you still need more testing, you aren't ready to integrate.

• Making a project wait months to officially integrate (while they do the required exhaustive testing) might mean that they have to continuously change their project to accommodate changes made by other projects that are being allowed to integrate before them.
  1. Such changes should not come as a surprise. The Solaris Architectural Review process requires projects that introduce changes that could impact other projects to coordinate with the affected projects.
  2. The version management tools support branch work-spaces, notifications of changes to checked-out modules, and tools to facilitate in the merging of independent changes to common modules.

3. The Process

Solaris releases are scheduled several years in advance, and each release has a very detailed calendar of scheduled builds and cut-off-dates. Projects apply for admission to a release. Product management teams review the project plans and (based on value, risk, dependencies, and competing requests) schedule each project for a specific build (e.g. Solars 2.10, build 27).

The project does its work and unit testing, conducts test builds (that integrate their code into the whole system) and does system testing on the resulting system. Prior to their scheduled integration date, they present the results of their testing to the product management team, who reviews the state of the project, and grants them permission to integrate.

The project team conducts one final test build, and then puts their changes back into the common source tree, where it becomes integrated into the next official product build.

Given that the project team has been doing test system builds, and testing the results for some time (often many months), it is quite rare for significant problems to arrise as a result of integration. If such problems do arrise, the project is backed out of the release, and the team has to apply for another integration slot.

As the release ship date approaches, only minor changes associated with fixes to high priority bugs are allowed to integrate into the final builds. This is an effort to ensure the stability of the product, and that it will ship, on-time, with an acceptable level of quality. As we approach release date, the marginal cost of a mistake (even a small one) becomes much greater. This risk is mitigated by raising the bar on how safe and critical a change has to be before it can be integrated into the final few builds.

4. Conclusion

The Solaris Train Model is, in many respects, a continuous integration model ... in that new code can be integrated into a complete system at any time. This has tremendous advantages for testing and finding problems as quickly as possible.

The primary difference between the Solaris Train Model and more traditional continuous integration is the distinction between development builds and the official build.

• the obvious cost of this separation is the cycles, disk space, and human effort required to produce all of the (redundant) development builds.

  a secondary cost is that delaying the integration of changed modules into the official product line, creates a wider window in which other projects can introduce (potentially) conflicting changes.

• the reward for this separation is that it is extremely rare for a project put-back to adversely affect the product build.

In large projects, with large numbers of relatively independent developers, the costs of such collateral damage can be very high. In products where quality and stability are more imporant than speed, this trade-off can be a good one. For a company in Sun's position, the added development overheads were a small price to pay for a significant improvement in release schedule and quality confidence.

Your mileage may differ.