Configuration Management Body of Knowledge

Chapter 3: Configuration Management Processes

Table of Contents - (Generated automatically from contents below)

Configuration Management Body of Knowledge
Chapter 3: Configuration Management Processes

Overview

Configuration Management processes describe, organize, and complete the work of the project. Configuration-oriented processes specify and create the configuration's product. -- SmKershaw? - 08 Feb 2003

The best CM process is one that can best (1) accommodate change, (2) optimise the reuse of standards and best practices, (3) assure that all requirements remain clear, concise and valid, (4) communicate (1), (2) and (3) to each user promptly and precisely and (5) assure conformance in each case. {Moved from above - written by Dirk Wessel--- SmKershaw? - 14 Feb 2003 }

3.1 ESSENTIAL CM PROCESSES

There are some common processes that are essential to initiate, plan for, execute, control, and to close Configuration Management efforts. Because every organization's environment is different, even the best intentions have difficulty coming to fruition. With proper managerial support, the processes required are much easier to develop and implement. -- SmKershaw? - 08 Feb 2003 {Ref to PMBOK®}

3.1.1 What does it take to initiate CM?

There are some things that must be in place prior to consideration for the initiation of CM processes. The first and foremost is funding and the second is management support and direction.

Once management selects a Configuration Manager for the project at hand (CM per project) or a new project is created (CM for the whole enterprise), the Configuration Manager begins to be actively engagedin the project's planning and scheduling. This task is a lot easier if performed at the start of a project. Coming in after the fact, the Configuration Manager's effort will be constrained by existing plans and schedules without much hope of modification.

The CM will need to understand the environment of configuration effort, the nature of testing, who the primary players are, and what are the processes for development.

Once these are understood, the CM can begin to develop appropriate Configuration Management Plans, operational charters for review boards, desk level procedures, automation routines for builds and deliverables, etc.

3.1.2 What Planning processes should be used?

There are three methods for such planning. One is where the Configuration Manager develops the entire set of processes in a vacuum without involvement from other team members. Sometimes this works, but only because the selling job which follows is extraordinary.

A second approach is where project team members are encouraged to contribute and evaluate plans for the processes. The developers and other team members will be the ones using these processes the most, and so have a vested interest in establishing good and functional ones.

A third is applicable to large organizations where the Configuration Management approach and the processes therein have been standardized. Only minor tailoring would need to be addressed by the Configuration Manager, making the planning effort very minor.

-- SmKershaw? - 10 Feb 2003

3.1.3 Executing the CM processes - What works Best?

Executing or implementing the proposed CM processes that have been developed can be done in two different ways. First is the dictatorial approach which requires the deployment of the processes with very little fanfare. The second is generally more satisfactory.

Prepare presentations at two levels. Create one presentation with the managers in mind. Create a second with the developers and other non-management project team members in mind. Demonstrate and 'train' the team members and explain the transition from current methods to the new one and tell when the transition will take place. Also be prepared to take suggestions for changes and implement those changes as appropriate.

Once presented, make the switchover to the process quick and as painless to the team members as possible.

-- SmKershaw? - 10 Feb 2003

3.1.4 How are the processes controlled?

Processes are tough to control in practice, while easy to control physically. The documentation for the processes can be easily versioned and controlled. The hard part is where the Configuration Manager is unaware that processes aren't being followed until it is too late - if at all. One way to mitigate a perception of lack of control is to keep the training effort current, and repeat it for all team members periodically. Another way to mitigate this perception is to encourage and support an active Quality Assurance Team and/or an active Process Improvement Team to monitor processes. The reasons why processes break usually are because they are not used properly, they are not understood, or they were circumvented without CM knowledge. This is why CM must be constantly and actively involved in the project's efforts at all levels.

-- SmKershaw? - 10 Feb 2003 { Edited and slightly reworded. } -- DenisRoy? - 18 Feb 2003

3.1.5 What process should be followed for closure?

Just as there are processes used during the life of the project, processes for closure must also be developed. Most of the time, projects just stop being funded and they end very abruptly. The proper closure incorporates the storage of at least the last release of the product, support equipment, documentation, databases, etc. The main objective of a good closure is to allow the project to be restarted where it was halted if required. This makes for a potentially costly closure effort which a lot of projects probably do not enjoy. -- SmKershaw? - 10 Feb 2003 { Edited and slightly reworded. } -- DenisRoy? - 18 Feb 2003

3.2 CONFIGURATION PROCESS INTERACTIONS

Configuration Managers coordinate the planning of their processes with other key project personnel. The persons include project, quality, and development leads. Once the processes are defined, CM, along with project personnel, coordinate the deployment of the processes. CM will maintain control over the processes, making modifications where appropriate.

At the end of the life of the project, Configuration Management must also define how the project will be closed out. Working with project management staff, CM determines what material/information shall be retained, eliminated or stored. -- SmKershaw? - 11 Feb 2003

3.3 MAKING IT HAPPEN

Putting a process for configuration into action, as described above requires training, coordination, and cooperation. One method for implementing requires that training materials be developed and project personnel be semi-formally trained in the process. As soon as training begins, the configuration management team should be ready to put it into action immediately. Each team member should be given a copy of the process - even if it simply an outline. The entire process should eventually be written down and published to the team.

Some of the problems that can be expected include a lack of willingness on the part of team members to comply with the processes, or to even attend the training classes.

Sometimes, management forgets their original commitment to the effort and may need to be reminded.

3.3.1 Case Study: US Armed Forces

Here is how it was originally caused to happen in the US armed forces.

CM has been employed to control changes to products used in the defense of our country for many years. It has evolved from typed documents, handwritten logs and punched cards to use of sophisticated databases and networks.

During all these years of evolution, the basic core criteria have not been altered.

The criteria involves four (4) activities which are performed separately but in parallel.

Identifying the product. This activity involves four steps, three of which you probably haven't done this way before now.
- Write the customer's requirements for your product into a document that you and the customer agree on.
- Identify your product by establishing a number for each item in it. This is the step you may already be doing.
- Create an address for each item which relates each item number to every other item number in the product. The address is similar to your home address. It does not change even though the item number that resides there may change.
- Relate each document that is used to design, develop, produce and support each item to the same address as the item.

Controlling changes to the product: Each change is described in relation to the four steps in the first activity:
- The impact on the customer's requirements document
- The item number of the changed item
- The address of the changed item
- The documents related to that address

Accounting for the changes when they are made to the items and the related documents: Each change is accounted for by identifying the revised documents which relate to the changed item.
Auditing: Auditing the product for compliance with customer requirements before it is delivered. Each item in the product is compared to the documents that relate to it.

-- As related by NeilSteeman? - 13 Feb 2003

3.3.2 Case Study:

{Need some more case studies here -- a good writeup on problems encountered, or problems averted, maybe a top-down (corporate process -> CM process) or bottom-up (CM process as a first step into Enterprise process management) -- CarildaAThomas? - 18 Feb 2003

(Chapter split and minor formatting and editing) -- CarildaAThomas? - 18 Feb 2003

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