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Implementing Serena Dimensions, an Exercise of "It Depends"

Written by Bob Ventimiglia

Monday, 13 September 2004 16:00

An implementation of Serena Dimensions can be overwhelming when first approached. The number of documents it comes with can scare the daylights out of the unsuspecting. The good news is that it’s not that hard to implement Dimensions. It won’t be painless, but then process and culture change is never painless. But, there are a couple of things we can do to simplify the pain and complexity.

First, implement Dimensions to behave the way your team is currently working. Since Dimensions is a robust, flexible, fully integrated SCM system, it can be implemented to mimic almost any process and behave similar to other tools. If your team is using only version management, then initially implement Dimensions as a version management tool. If your team is using non-integrated version and issue management tools then implement Dimensions with rules off (no forced connectivity between version and change management). So how Dimensions is initially implemented depends (here we go…) a lot on the development environment, culture, tools used, and maturity of your team.

Second, follow the KISS (keep it simple silly) approach. Start small and simple. Then grow the implementation. After all we don’t want to confuse the development team (and ourselves) now do we? Get the team used to using Dimensions first, before gradually adding complexity. For instance after using item and change document lifecycles you might add rules (rule based, closed loop, change control) to enforce requiring a task before checking out a file and prevent closing a task until its files have been checked in and approved. Add peer review by increasing the item lifecycle from single state to 2 or 3 states. Change it from a single Code state to Code, Review, Approved or something similar. Or you might start with a single workset and no named branch. Then, as it makes sense, add additional worksets with named branches.

There’s a lot Dimensions can do to help a team achieve its goals, but it has to be used in order to do so. The objective is to get the team using the tool. The gradual approach is deceptively simple, but difficult to implement. Resist the urge to plunge in and use all of Dimensions functionality during the initial implementation. That is, assuming that your team is not operating at CMM Level 5 anyway. It may be time to go back and re-study the psychology course you had in school, especially behavioral psychology. You’ll need it to understand how people will and are reacting to the implementation.

A go it slow approach will allow you to overcome the nay sayers and rocks and make it easier to identify and work with the early adopters and champions. Once they are rolling and are successful the job becomes easier, and the benefits derived by the team even greater. Using this approach, over time, it is possible to completely build SCM into the development process, achieve team executed SCM, and drive the cost of SCM to zero or near zero.

Let me hear your comments and stories about how you have imlpemented Dimensions.

Bob Ventimiglia is an award winning, unparalleled expert in state-of-the-art Software Configuration Management (SCM). In March 2001, Computerworld honored him as one of their Premier 100 IT Leaders, He is currently the F35 JSF Dimensions Architect for Lockheed Martin Aeronautics in Fort Worth, TX. Ventimiglia earned his BS Aeronautics and Astronautics and MS Engineering Mechanics from New York University.

You can reach Bob by email at bobev@bobev.com

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