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Configuration Management Body of Knowledge

Appendix D: Summary of CM Knowledge Areas

Table of Contents - 1415

Configuration Management Body of Knowledge
CM Knowledge Areas

CM Knowledge Areas

Configuration Integration Management

A subset of configuration management that includes the processes required ensuring that the various elements of the configuration effort are properly coordinated. It consists of:

Configuration Management Plan development – integrating and coordinating all project related plans to create a consistent, coherent document
Configuration Management Plan execution – carrying out the configuration management plan by performing the activities included therein.
Integrated change control – coordinating changes across the entire project.

Configuration Scope Management

A subset of configuration management that includes the processes required to ensure that the configuration effort includes all the work required, and only the work required, completing the effort successfully. It consists of:

Initiation – authorizing the configuration effort or phase
Scope planning – developing a written scope statement as the basis for future configuration management decisions.
Scope definition – subdividing the major configuration deliverables into smaller, more manageable components.
Scope verification – formalizing acceptance of the configuration effort’s scope.
Scope change control – controlling changes to configuration effort’s scope.

Configuration Time Management

A subset of configuration management that includes the processes required to ensure timely completion of the configuration effort. It consists of:

Activity definition – identifying the specific activities that must be performed to produce the various configured deliverables.
Activity sequencing – identifying and documenting interactivity dependencies.
Activity duration estimating – estimating the number of work periods that will be needed to complete individual activities.
Schedule development – analyzing activity sequences, activity duration, and resource requirements to create the configuration portion of the project schedule.
Schedule control – controlling changes to the configuration effort’s schedule.

Configuration Cost Management

A subset of configuration management that includes the processes required ensuring that the configuration effort is completed within the approved budget. It consists of:

Resource Planning – determining what resources (people, equipment, and materials) and what quantities of each should be used to perform project activities.
Cost estimating – developing an approximation (estimate) of the costs of the resources needed to complete configuration activities.
Cost budgeting – allocating the overall cost estimate to individual work activities.
Cost control – controlling changes to the configuration management budget.

Configuration Human Resource Management

A subset of configuration management that includes the processes required making the most effective use of the people involved with the Configuration Management Team(s). It consists of:

Organizational planning – identifying, documenting, and assigning configuration management team roles, responsibilities, and reporting relationships.
Staff acquisition – getting the needed human resources assigned to and working on the CM Team.
Team Development – developing individual and group skills to enhance CM Team performance.

Configuration Communications Management

A subset of configuration management that includes the processes required to ensure timely and appropriate generation, collection, dissemination, storage, and ultimate disposition of configuration management information. It consists of:

Communications planning – determining the information and communication needs of the project team members: who needs what information, when they will need it, and how it will be given to them.
Information distribution – making needed information available to project team members in a timely manner.
Performance reporting – collecting and disseminating performance information. This includes status reporting, progress measurement, and forecasting.
Administrative closure – generating, gathering and disseminating information to formalize phases, configuration, or project completion.

Configuration Risk Management

Risk Management is the same for Configuration Managers as it is for Project Managers. It is the systematic process of identifying, analyzing, and responding to project risk. It includes maximizing the probability and consequences of positive events and minimizing the probability and consequences of adverse events to project objectives. It includes:

Risk Management Planning – deciding how to approach and plan the risk management activities for a CM effort.
Risk Identification – determining which risks might affect the CM Effort and documenting their characteristics.
Qualitative risk analysis – performing a qualitative analysis of risks and conditions to prioritize their effects on CM objectives.
Quantitative risk analysis – measuring the probability and consequences of risks and estimating their implications for CM objectives.
Risk response planning – developing procedures and techniques to enhance opportunities and reduce threats from risk to the CM’s objectives.
Risk monitoring and control – monitoring residual risks, identifying new risks, executing risk reduction plans, and evaluating their effectiveness throughout the life cycle.

Configuration Procurement Management

A subset of configuration management that includes the processes required acquiring goods and services to attain the effort’s scope from outside the performing organization. It consists of:

Procurement planning – determining what to procure and when
Solicitation planning – documenting product requirements and identifying potential sources.
Source selection – choosing from among potential sellers
Contract administration – managing the relationship with the seller
Contract closeout – completion and settlement of the contract, including resolution of any open items.

Configuration Metrics Management

A subset of configuration management that includes the processes required to develop and produce metrics that serve to verify perceptions of activities or serve to alert team members of problems. It consists of:

Planning – determining the nature of metrics required by management
Acquisition of tool(s) – choosing tools that will provide the desired metrics.
Data generation – assuring that the data is entered, accurate, and meaningful
Communication – Metric charts and diagrams and information must be related to management for proper action.
Training – those who will use the metric data should be trained to understand the complexities of the metric(s) in question.

-- SmKershaw? - 26 Feb 2003

-- CarildaAThomas? - 18 Feb 2003

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