Technology Professionals engaged in the implementation of a new CM System can face many challenges. Software Developers are notoriously resistant to change especially when there is a perceived loss of control or imposed change in the way that they will be able to work.

Many CM Practitioners have expertise in specific technologies (e.g. ClearCase, Synergy/CM or Merant PVCS Dimensions) and exposure to process improvement frameworks such as the SEI's Capability Maturity Model, ISO 9000-3 or Six Sigma. However these same CM experts lack the knowledge, skills and abilities necessary to deal with the many "people" issues that are essential to a successful implementation. In today's large (e.g. financial services) global (e.g. multilingual, multiethnic) organizations "people" related skills may be the most important tools that the must be mastered by the successful CM Practitioner.

Many other professions (e.g. law, marketing, advertising and sales) spend a great deal of effort studying and understanding group and organizational behavior. What can CM experts learn from these other professionals that might make us more effective and successful in implementing CM Systems? The Organizational Development field has a number of methodologies that provide effective tools in implementing change across large organizations. Kurt Lewin discusses a three phase model including Unfreeze, Move and Refreeze.  Applying this model in a business setting can involve ascertaining the problems and goals of the group involved. The CM process should address the problems and goals of the group involved and be aligned with their overall organizational culture. Military, medical and engineering groups are accustomed to rigid process and very mature development methods. Financial Services firms are notoriously loose in this regard, so their processes  must take into account their organizational culture and tolerance for rigid processes. Usually if you can ascertain the group's problems and goals, you have an opening for implementing change. Policy should state specific requirements such as all code must be safeguarded and any production release can be audited to demonstrate that all artifacts have been safeguarded.

Instead of telling developers that they must adopt a certain practice, CM practitioners can explain that they are sharing best practices from other groups to address a specific organizational goal or problem. We also know that groups need to know that Policy is fair and fairly implemented.

Identify the people who are more open  to change and empower them to be change agents within the organizations. The CM practitioner who focuses on the more resistant developers, will often be totally occupied by a few people who can often be extremely clever in resisting change. Working with the change agents can help by developing peer pressure and establishing momentum for change.

Another potential mistake is for CM practitioners to be stuck with implementing the same process that worked in a previous organization without regard for the new team's culture and needs. Understanding an organization as being an "open" system can help by allowing the group to consider outside forces. It is often helpful to remind the team that if we don't get our Software Configuration and Release Management practices setup in an effective manner, our competitors will enjoy a faster time to market and a greater ability to release their code. Considering the"people" issues is essential to the successful implementation of CM Systems. It is the first step in considering People, Process and Technology.

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Amauri said:

	... 1 - Keep up with different technologies - Bamboo, CCNET, Fisheye etc... 2 - If possible discuss with other SCMer's how they do their process - take ideas that you might find interesting and possibly implement at your job 3 - Be flexible with Developers and managers while keeping the integraty of the SDLC process in mind
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January 05, 2009
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Bob Aiello said:

... you are absolutely correct. I try to always call my group - "Release Management Services" because I always want to remember that above all I am providing a service to my colleages. It is very good to think of them as customers and try very hard to keep them satisfied and viewing the CM team as being their best friend! Now the truth is that this will not always work. And sometimes we have to push back a little. For example, I have had times when the team wanted me to push a version of the code into production that was not the same as what had been tested. I considered this my personal integrity test. I had to raise my hand and suggest that we really needed to (miss our deadline and) put the new release through the QA process (what a surprise that they found more bugs that had to be fixed). Bringing about change can be a tricky and challenging task!! Please write to me about your ideas/questions on this topic for future articles and blogging! Bob Aiello, Senior Editor CM Crossroads bob.aiello@cmcrossroads.com

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October 21, 2007
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SamiUK said:

... Excellent article; I really enjoyed reading. I guess we are so occupied with our CM practices on daily basis, like building, releasing, version controling that we forget that we need to provide consulting to our software developers by helping them acheive full potential using any CM tool. Every couple of week I take them through tips and technique using ClearCase so they feel comfortable using the tool.

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March 22, 2007
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Amauri said:

... I enjoyed reding this article as I'm in a new SCM position at my new job. Thanks for reminding me not to try to bring the process from another company into the new one. Some things from the old job may work but keeping an open mind for the issues of the current job is the way to go. Also, listening to co-workers that have more experience with the current environment is a wise move. Later on when understanding more of the environment and how things work then it is wise to suggest some improvements in areas that might be lacking.

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January 19, 2007
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Bob Aiello said:

... ok... so I wrote this article back in March of 2002. I would be very much interested in writing an updated article based upon reader's comments. What are your greatest challenges and change "blockers"? I live this topic in my career (and personal life as well). But I would like to keep the psychobabble down a bit and focus on the issues suggested by our readers. Please send me your thoughts on Overcoming resistance to change in 2007! Bob Aiello (raiello@acm.org)

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December 20, 2006
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Paul Manickam said:

	... And also metrics /numbers and all form of data presentations needed from SCMers on the process , speak the language the management needs.
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November 18, 2006
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Regis Altmayer said:

... Interesting article, indeed. I experienced that many times. However, I think there are a few more elements to be coped with. There are still a few top managers who haven't the slightest idea of what SCM is, of the ROI they can expect from this activity, of the differences there are between a mere version control and SCM...And my experience is that is VERY difficult to make SCM sexy to development teams, in multi-cultural teams developing in very different environments/languages, if you don't have a real support from your hierarchy. If ever you have 'short-sighted' project managers who are used in crying out very loudly, and resisting any SCM aspects pretending it'll cost effort/money (regardless the money it'll cost the enterprise not setting minimum processes and SCM practice during the whole life of the software...), without any support from the top management, you're likely, no, you're sure to fail. Anyhow. Nowadays, a modern SCManager must not lack teaching skills not only towards development teams, but towards the whole hierarchy, using then a very different language, based upon money/ROI (Return on Investment) while a more technical vocabulary is to used with DEV teams...Thus, a modern SCManager is to practice sofwtare languages, sometimes different human languages (it can help!), but also different types of languages within each human language...Nice and complex job description ;-)

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November 02, 2006
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