Transcript CLOSED-LOOP CM COMMUNICATION PROCESS AND …

Enterprise Wide Configuration
Management
CMII Is an Evolving "De-Facto" Standard
Business Culture Evolves and So Must CM
Now CM Embraces All Elements of the Enterprise
Level 0
Business
Requirements
All Constraints
Administration Business Plan,
Policies
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Legal Ordinances,
Standards
Profit Goal
Business Vision
Communication Plan
Objectives Products,
Services
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Enterprise Wide Configuration
Management
All Requirements Must Be Managed
Per CMII, Anything that is released is a requirement.
Anything that is released must be controlled.
Requirements Change. Accommodating Change is Key.
Information that is not released has no business value.
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Enterprise Wide Configuration
Management
The
Enterprise
Business
Plan
Core
Process A
Core
Process B
CMII Plan
Core
Process C
Core
Process D
Enterprise
Standards
Program
A
Program
B
Program
C
Program
D
Research
A
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Each core process has a mission and associated requirements.
Each program has a mission and associated requirements.
All requirements are consolidated into an Enterprise-wide set of standards.
Procedures describe how each requirement is to be achieved.
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CMII:
“The process of managing the full spectrum of an
organizations products, facilities and processes by
managing all requirements (including changes) and
assuring that results conform to those requirements.”
Objectives1) Accommodate change.
2) Optimize the reuse of standards and best practices.
3) Assure all requirements remain clear, concise and valid.
4) Communicate 1), 2) AND 3) promptly and precisely.
5) Assure conformance in every case.
6) Continually improve 1), 2), 3), 4) and 5).
Information
Changes
Accommodate
Change
Elevate the Requirements
Enterprise
Requirements
Continuous
Improvement
Data
Records
Standards
Best
Practices
Achieve the Requirements
Documents
Consistent
Conformance
Clear, Concise
And Valid
Schedule/Quality/Cost
Communication
Media
Valid Measurements
Communicate
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Source: Institute of Configuration Management, CMII & ISO9000, Ken Black.
PRODUCTS
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CMII V Diagram for
Development's Product and Process
Lev el 0
Application
Requirements
Application
Requirements
Def inition
Lev el 1
End-Item
Requirements
Def inition
End-items
Lev el 2
e
uc
e
fin
Lev el 3
Detailed Design
Def inition
Fab Items
and Detail
Components
Pr
od
De
Major Assy 's
and Major
Components
Major
Components
and Interf aces
Lev el 4
Process
Def inition/Work
Instructions
Raw Materials
and/or
Units of Code
CMII Course I
Institute of
Configuration
Management
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CMII V Diagram for
Development's Product and Process
Lev el 0
Verify
Conformance
Application
Requirements
Def inition
Application
Requirements
Lev el 1
Verify
Conformance
End-Item
Requirements
Def inition
End-items
Lev el 2
Lev el 3
Detailed Design
Def inition
Verify
Conformance
ce
od
u
e
fin
Verify
Conformance
Fab Items
and Detail
Components
Pr
De
Major Assy 's
and Major
Components
Verify
Conformance
Major
Components
and Interf aces
Lev el 4
Process
Def inition/Work
Instructions
Raw Materials
and/or
Units of Code
CMII Course I
Institute of
Configuration
Management
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Application
Requirements
Definition
Establish a
Process for
Changing
Released
Information
Establish a Process for
Validating the
Information to be
Released
End-Item Requirements
Definition
View a Change
Request as an
Opportunity to
Improve an Accepted
Requirement
Verify that a
Requirement is Clear,
Concise and Valid
Before Acceptance
Major
Components
and Interfaces
CMII Course I
Institute of
Configuration
Management
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Documents
User's Guide
SQA Plan
Requirements
Document
CM Plan
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VDD
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What the software will do
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Requirements
Document
Standards to be Achieved
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Who will Test
SQA Plan
Standards to be Achieved
What will be Tested
Points at which Tests will
be Performed
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Configuration
Idnetification Details
CM Plan
Release for Production Use
Procedures
Distribution and
Retrieval System
Change Process
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Known Bugs
r
fo
s s
es ce
oc an
Pr pli
w n
ie Co
ev R Non
VDD
ail
V
s io
r
e
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s
t
De
As Built
f
o
ns
m
Ite
Details of Construction
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Workarounds
User's
Guide
Troubleshooting
Information
Known Bugs
How to Use
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CLOSED-LOOP CM
COMMUNICATION
PROCESS
and
BOARD ROLE’S
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CORRECTIVE ACTION vs.
CONTINUOUS IMPROVEMENT
• Most organizations are stuck in a “corrective
action” mode.
• Continuous “corrective action” equals
“INTERVENTION RESOURCES.”
• Organizations stuck in the “corrective action”
mode do not have the needed document and
change control processes in place. Solutions
are sought elsewhere.
• Once the real problems are understood, it
becomes obvious that they are only
symptoms of the real problem; INADEQUATE
configuration management PROCESSES.
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CLOSED-LOOP
CONFIGURATION
MANAGEMENT
COMMUNICATION PROCESS
• Prerequisites:
1st prerequisite - Accommodate Change
2nd prerequisite - Document Better/Clear,
Concise & Valid
3rd prerequisite - Communicate Better/ Closed
-Loop CM Communications Process
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4th prerequisite - Valid Measurements/ “The
whole truth & nothing but the
truth”
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CHANGES
`
?
?
?
?
ACCOMODATE
?
?
CHANGE
?
CORRECTIVE
ACTIVE MODE
?
?
CLEAR
CONCISE &
VALID
?
CUMBERSOME
DOCUMENTATION
RECORDS AND DATA
?
CONTINUOUS
IMPROVEMENT
(FIND-AND-FIX)
?
?
?
?
CONFUSING
?
APPLICATION
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RANDOM
FAILURES
CONSISTENT
CONFORMANCE
RESULTS
?
VALID
MEASUREMENTS ?
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CHANGES
`
ACCOMODATE
CHANGE
CORRECTIVE
ACTIVE MODE
CUMBERSOME
(FIND-AND-FIX)
CONTINUOUS
IMPROVEMENT
DOCUMENTATION
RECORDS AND DATA
CLEAR
CONCISE &
VALID
CONFUSING
APPLICATION
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RANDOM
FAILURES
CONSISTENT
CONFORMANCE
RESULTS
AND VALID
MEASUREMENTS
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Revision History
Release
MASTER
DOC. `& S/W
CONTROL
WORK
COPIES
CHANGE PKG AUDIT
CM ADMINISTRATOR
WORK
AUTH.
VALIDATION
BY USERS
PHYSICAL ITEMS
DOC. & S/W UPGRADE
BY CREATORS
MUST CONFORM
Problem Reports
Imp. Plan
Detailed
RESULTS
Change
Notice
CONFIG.
IMPLEMENT.
BOARD
AS-BUILT OR
MODIFIED BASELINE
CONFIG.
CONTROL
BOARD
CM ADMINISTRATOR
15-25%
CHANGE
NOTICE
CM ADMINISTRATOR
(Implementation PLANS)
Business
Decision
TECHNICAL RECOMM.
BY CREATOR
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Fast Track
75-85%
CHAN.. NOTE. & PLAN
I
CREATOR
CREATOR
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CHANGE CONTROL &
IMPLEMENTATION
BOARD ROLE’S
• The ConfM administrator initiates the CCB
effort through the release of the CCB agenda
and attached change request's.
• The CIB develops a detailed implementation
plan and derives an effectivity for each
complex Change Request.
• The change request serves as a guide for the
CIB planning effort.
• As the CIB develops implementation plans for
complex changes, individual creators develop
implementation plans for fast track changes.
• The CM administrator will chair the CIB and
along with the CCB, decides when effectivities
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are acceptable.
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• The CIB’s challenge is to develop a detailed
implementation plan and derive a realistic
effectivity which supports the CCB’s stated
urgency.
• Commitments must be prompt. Members must
be prepared to make those commitments
during CIB sessions.
• Qualifications of CIB members should include
the following:
– Must understand output capabilities of
represented activities
– Must understand input requirements of
represented activities
– Must understand existing work loads and
capacities
– Be ready to commit in a responsible manner
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– Be ready to review the CIB agenda
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Problem Reports &
Project Support
CR’S
Cost & Schedule
Estimates
CM
Recommendation
Technical Review
&
Recommendation
CCB
CR #1
CR #2
CR #3
BUSINESS
DECISION
APPROVED
CANCELED
DEFERRED
FUTURE
CONSIDERATION
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What do we do about an
Implied
Process ?
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CRITERIA FOR CHANGE
CONTROL BOARD SELECTION
AND FAST TRACK
• Approval of an Change Request is
an authorization to proceed with
implementation and expend
resources up to the limits of the
cost estimates for a change.
• What is the criteria for fast track
changes?
• Two sets of criteria must
established and approved by the
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CCB.
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VALIDATION BY USERS
DOCUMENTED
Change Request
DETAILED
PLAN
BY CIB
15%-25%
Configuration Mgmt
ADMIN
CR #
& PLAN
75%-85%
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BY
CREATOR
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CATEGORIZING FOR FAST
TRACK ROUTING
• Industry Config. Mgmt. states that approximately
75 to 85 percent of all change requests are
relatively simple and/or low risk. Those change
request should be processed on a “fast track”
basis.
• Criteria for fast track changes is approved by the
CCB and is applied by the Config. Mgmt.
administrator.
• The creator should make technical
recommendations. The creator should also make
the business decision on technical
recommendations considered to be viable.
• The creator should complete the SCR form in
accordance with a System Change Request
Procedure.
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CRITERIA FOR FAST TRACK
ROUTING
• A Change Request shall be routed fast track
when it has merit and when the
implementation effort is determined to be
relatively simple and/or low risk.
• Criteria for when to, and when not to
designate an Change Request as fast track
shall be established, approved by the CCB
and released for application by the Config.
Mgmt. administrator.
• The criteria for fast track routing shall be
subjected to formal change control. The CCB
must approve any requested change which
would effect the “Fast Track” criteria.
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GENERAL ‘FAST TRACK’
RULES
• Relatively simple Change
Request’s only.
• Low risk Change Request’s, NOT
the degree of urgency.
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Prerequisites Met
• Accommodating Change
• Better Documentation/Clear, Concise, & Valid
• Better Communication concerning changes
• Valid Measurements/ “The whole truth &
nothing but the truth”
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