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Branch Management and
Atomic Merge in a Continuous
Integration Environment
Yi Zhang and Ray Chang
EMC Corporation

© 2011
AGENDA

THE ISSUES
•  What’s Wrong?

THE SOLUTIONS
•  The New Branch and Defect Model
•  The Atomic Merge Tool – Logical Flow
•  Integration with Defect-Tracking

CONCLUSIONS
•  Achievements
•  Remaining Issues

Q@A
THE ISSUES – What’s wrong with this version tree?
THE ISSUES


   •  Anarchic Branching
   •  Merge-phobia, unable to merge
   •  Tremendous loss in productivity

   Stubborn and egregiously harmful institutional habits
   formed over the years. Migrating to continuous
   integration exacerbated the issues.
THE SOLUTIONS – New Branch Model


•  The branch model and naming conventions
THE SOLUTIONS – New Defect Model


•  The defect model and Perforce directory structure
THE SOLUTIONS – The merge tool


    •  No significant change in merge habit
    •  Improvement limited on the Defect-tracking side
    •  Divergent branches still an issue



    Based on “p4 integrate” of P4PERL, implemented an
    auto-merge tool to merge daily atomically among
    branches.
THE SOLUTIONS – The atomic merge tool

•  Logical flow chart of the merge tool
THE SOLUTIONS – The atomic merge tool



    A few assumptions:

    •  Changelist restricted within a project branch
    •  Merge occurred among the tips
    •  Exclusions override the atomic rule
THE SOLUTIONS – Integration with defect-tracking
THE SOLUTIONS – The atomic merge tool


    A few more points:

    • Web interface for ad hoc merge requests
    • Integration with the continuous integration tool
    • Running quality tool as a step of post-merge verification
CONCLUSIONS



   Achievements:

   •  A set of branching and merging policies are established
   and implemented
   •  Atomic merge tool is successfully adopted by many
   teams and sites
   •  Over 95% of automatic merge rate, significantly
   reduced manual work and enhanced productivity
CONCLUSIONS



   Remaining issues:

   •  How to prevent merge-up?
   •  “p4 integrate” doesn’t always recognize duplicated
   check-ins.
   •  Significant number of project teams not on board yet.
QUESTIONS @ ANSWERS

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Branch Management and Atomic Merge in a Continuous Integration Environment

  • 1. Branch Management and Atomic Merge in a Continuous Integration Environment Yi Zhang and Ray Chang EMC Corporation © 2011
  • 2. AGENDA THE ISSUES •  What’s Wrong? THE SOLUTIONS •  The New Branch and Defect Model •  The Atomic Merge Tool – Logical Flow •  Integration with Defect-Tracking CONCLUSIONS •  Achievements •  Remaining Issues Q@A
  • 3. THE ISSUES – What’s wrong with this version tree?
  • 4. THE ISSUES •  Anarchic Branching •  Merge-phobia, unable to merge •  Tremendous loss in productivity Stubborn and egregiously harmful institutional habits formed over the years. Migrating to continuous integration exacerbated the issues.
  • 5. THE SOLUTIONS – New Branch Model •  The branch model and naming conventions
  • 6. THE SOLUTIONS – New Defect Model •  The defect model and Perforce directory structure
  • 7. THE SOLUTIONS – The merge tool •  No significant change in merge habit •  Improvement limited on the Defect-tracking side •  Divergent branches still an issue Based on “p4 integrate” of P4PERL, implemented an auto-merge tool to merge daily atomically among branches.
  • 8. THE SOLUTIONS – The atomic merge tool •  Logical flow chart of the merge tool
  • 9. THE SOLUTIONS – The atomic merge tool A few assumptions: •  Changelist restricted within a project branch •  Merge occurred among the tips •  Exclusions override the atomic rule
  • 10. THE SOLUTIONS – Integration with defect-tracking
  • 11. THE SOLUTIONS – The atomic merge tool A few more points: • Web interface for ad hoc merge requests • Integration with the continuous integration tool • Running quality tool as a step of post-merge verification
  • 12. CONCLUSIONS Achievements: •  A set of branching and merging policies are established and implemented •  Atomic merge tool is successfully adopted by many teams and sites •  Over 95% of automatic merge rate, significantly reduced manual work and enhanced productivity
  • 13. CONCLUSIONS Remaining issues: •  How to prevent merge-up? •  “p4 integrate” doesn’t always recognize duplicated check-ins. •  Significant number of project teams not on board yet.