Intro | Context | Processes | Planning | Tool Mgmt | Activities | Projects | Risks | Procurement | Metrics |
These core business processes, used to run the business, must be clearly identified and documented. Each core process must have its assigned owner who is responsible continuously to ensure the reliability and efficiency of the owned processes.
Not only must CM be established as one of the core business process, but CM also can provide the perfect framework upon which the business process infrastructure can be effective.
Giving this new perspective, it is necessary not to see CM anymore as limited to being a pure engineering discipline. Providing a framework for the business process infrastructure lifts CM to an organizational-wide perspective.
The purpose of this section is to give an understanding about the importance of the role of Configuration Management Planning. The goal is to provide guidance of how a CM solution can be implemented and what are the key elements to be established.
Configuration Planning can be best achieved using a four-phased approach consisting of: Preparation, Transition, Implementation and Adaptation/Continuous Improvement.
To successfully initiate a CM Planning process, Cross-functional teams need to be established. They should be organized in a hierarchy. A higher level team, comprised of members of the top-level management should act as a steering committee providing guidance, rules and regulations and decisions.
The subordinated teams usually report to the higher level team and should be constituted by collecting members from all required disciplines within the organization to perform the day-to-day business. The members of the subordinate-level team are responsible for preparing plans, obtaining approvals, coordinating implementation, problem resolution, plan maintenance and progress reports.
Top-down means that the effort is driven by upper management.
If the support from upper-management is lacking, a bottom-up approach can be a viable option, but requires much more effort than the top-down approach.
Since a Top-down approach is highly preferred, it might be necessary to get better management buy-in; that is, give management an understanding of the complexity of the solution and hence the costs and tradeoffs. This enables a better commitment of resources such as tools, people, and funds to the solution.
A possible solution to get better buy-in is to perform management information sessions to inform upper management on the following points:
Configuration Management provides knowledge of the correct current configuration of material, assets and services, the relationship to the associated documents and . The CM process efficiently accommodate changes, ensuring that all impacts to operation and support are addressed. The benefits of the process should be obvious but are often overlooked. CM benefits can be summarized as follows:
These benefits are equally applicable to purchaser and contractor. Additionally, the effective application of CM principles to acquired products contributes to and enhances the partnering environment desired between the Purchaser and its suppliers.
In the absence of CM, or where it is ineffectual, the attendant risks are:
The severest consequence is catastrophic loss of expensive equipment and human life. Of course these failures may be attributed to causes other than poor CM, but effective CM may often avert these.
The overall objective of CM is to move out of the corrective action mode, which avoids preventable costs, to minimize risk, and to expedite transition into a continuous improvement mode.
Those who consider the small investment in the CM process a cost-driver may not be considering the compensating benefits of CM and may be ignoring or underestimating the cost, schedule and technical risk of an inadequate or delayed CM process.
The CM policy document should reflect the strategic objectives adapted to the different phases in the projects life-cycle.
The main objective during the definition of those requirements should be to establish clear, concise and valid requirements.
In an Acquisition environment the purchaser and the contractor requirements should be congruent. During the CM Planning phase for each life-cycle, the purchaser must articulate its vision and transform it into clear, concise and valid requirements for the contractor. Before the requirements are going to be implemented, they should be coordinated with the contractor.
Following the Mission Statement, a Strategic Business Plan has to be established describing how to accomplish the Mission Statement.
The business requirements should describe the overall organizational business infrastructure the business core processes, relationship to other disciplines and the working conditions within your Organisation.
Make sure that the employees understand and identify themselves with the business requirements.
The business requirements should be documented in a Strategic Business Plan.
The requirements do not have to be perfect in the first instance, it is more important that they reflect what the user expects.
The product/service requirements should be documented in a System Specification.
CMII, for example, goes beyond this statement and says:" A Requirement is not a requirement unless it is documented, validated and released."
Once you have defined your requirements they need to be documented.
Product Requirements will be documented in the Design basis.
Business Requirements in the Strategic Business Plan, Policies, Standards, Procedures etc.
The Requirement Management approach provides a clear view of information, which enables projects to:
The result is an integrated view of the project configuration (including cost and schedule) which provides up-to-date performance and quality measurement criteria for early warnings of off-course trends.
To keep an entire project apprised of the configuration and application of rapidly evolving requirements, it is necessary to:
The Quality Manual specifies the requirements. Procedures for accomplishing
those requirements are the next lower tier.
Work / Job Instructions are standard processes which reside at the third tier
and which can be referenced for reuse in any number of procedures.
The “other documents” residing at the fourth tier are equivalent to “records”
which provide evidence that conformance was achieved.
To achieve a high level of efficiency it is important to standardize
terminology. This is best accomplished by creating a dictionary and a glossary
of commonly used acronyms, words and terminologies. Furthermore operation
procedures have to be established describing how the dictionary and glossary are
to be used and kept up-to-date.
For more details on how to create a CM Plan, please refer to the chapter X
below.
All requirements should be uniquely identified, structured and linked. Each
requirement exists in a hierarchy of requirements. This applies to the
product/service requirements as well as the business requirements.
CM's primary role is to maintain those requirements.
A common change process shall be implemented.
Metrics are key to continuous process improvement and to manage the
CM-related risks.
Metrics constitute the data for improvement, i.e. the facts of the process.
They enable problems that need attention to be quantified, stratified and
prioritized and also provide a basis for assessing the improvements, and
assessing trends. A constituted set of CM metrics supports both the CM
objectives and process.
Only a few critical items should be used at one time. They should be designed
to positively motivate, rather than keep score, and should be forward focused
(where are we going) as opposed to merely a compilation of past history.
A metric involves more than a measurement; it consists of:
An effective metric has the following attributes:
Both the purchasers and the contractors CM processes should be measured and
evaluated using metrics, project reviews.
Measurements should continue as is or be altered to fit the new solution for
a period of time sufficient to assess if the revised process is resulting in
improved performance. This measurement/improvement cycle is an iterative
process. Once a weak link is improved, the process metrics are again reviewed to
determine and improve other parts of the process that stand out as contributors
to deficiencies or lengthy cycle time.
The key personnel involved in the process must be participants in defining
the improvements. Their “buy in” is essential if the improvements are to be
implemented effectively. Detailed procedures and effected automated systems must
be modified and personnel must be re-trained, as required. These “total quality
management aspects” of the job are best performed as an integral part of the
process of managing, rather than as isolated exercises.
It is also a waste of effort to expend effort in improving processes without
clearly documenting the lessons learned to leverage the efficiency of future
applications. Changes made in the process, over time, should be recorded along
with the reasons the changes were made and the measured results.
A suggested place to record process changes is in the Configuration
Management Plan. Initially the CM plan was a projection of the expected
implementation of Configuration Management over the project life cycle. As a
minimum, it is updated during each phase for application during the next.
Including process change and lessons learned information makes the plan a
working document reflecting the transition from anticipated action (planning) to
completed action (reality). It can then serve as a better reference to use in
planning for the next project phase and in the initial planning for future
projects.
Internal CM Audit Plan
In order to effectively analyse the current processes it is required to
conduct in coordination with Quality Management internal Audits. These internal
audits should be frequently conducted, planned and documented in an Internal CM
Audit Plan which has to be coordinated with Quality Management.
CM should be staffed with technically skilled individuals who can develop
methodologies for control, re-creation and release of models, product
build/compile structures, subcontractor monitoring and managing, and authoring
of CM-related documentation (including, CM Plan, baseline documentation, and so
on.)
Be cautious when evaluating the staffing required to administer the CM
system. While a mature system doesn’t require a large staff, the project should
not cut CM staff simply because things appear to be going well.
The CM process must be institutionalized, not just written down. The tool set
must be complete, in use, and no longer in need of constant maintenance. Several
milestones — major deliveries to system integration, large test events, or
audits — all become successful when supported by a fully utilized and reliable
CM process.
It is important to keep in mind the hierarchy where the CM Plan fits.
Policies are typically at the highest level, requiring that directives be
written. Directives generate Plans. Plans are implemented by procedures. Plans
are not to address procedural concerns, rather they are directive, envisioning,
guiding all in response to policies and directives. So when CM plans are written
- regardless of style of outline - they must address the current state of the
configuration and show how things need to move through into the future.
Project Plans should refer to the CMP, and describe where
Configuration Management fits into Project Management. Conversely, the CMP
should address Project Management needs.
Quality Assurance Plans should refer to the CMP, and describe its
involvement with Configuration Management. The CMP should address quality
assurance plan needs for Configuration Management.
Development Plans, regardless of the product (software or hardware),
should demonstrate that the effort is configured in accordance with the
Configuration Management plan and should address all CM Plan issues and
concerns. The CMP should address the development plan needs for Configuration
Management.
As a Configuration Manager you will be drawing upon your talent and skill to
fill in the 'unknowns' in the plan. If you don't know the schedule, then you
will need to get it. If it isn't defined, then it is your job to follow-up with
management and encourage them to get one. The same can be said for any aspect of
the plan for which you are missing pieces or parts.
You may put anything into the plan, as long as those inclusions do not
detract from the mission of your configuration effort and the plan serving as a
plan. Procedural issues should be detailed in a separate text.
In an effort to keep the theme that Plans should Plan, and not detail
procedures, it should be noted that it is sufficient (in accordance with
tailoring rules of this Mil-Std) to reference procedural documentation where
appropriate.
Section 1. Introduction
Section 2 - Reference Documents - lists the specifications, standards,
manuals, and other documents, including policy directives, referenced in the
Plan by title, document number, issuing authority, revision, and when
applicable, change notice, amendment number, and date of issue.
Section 3 - Organization - Describes and graphically portrays the
organization with emphasis on the CM activities, and which shall include:
Section 4. Configuration Management phasing and milestones. - Describes and
graphically portrays the sequence of events and milestones for implementation of
CM in phase with major program milestones and events, including as a minimum:
Section 5. Data Management - Describes the methods for meeting the
Configuration Management technical data requirements under the computer-aided
acquisition and logistic support (CALS) requirements of the project.
Section 6. Configuration Identification. Describes the procedures for meeting
the requirements of Section 5, including:
Section 7. Interface Management - Describes the procedures for identification
of interface requirements, establishment of interface agreements and
participation in interface control working groups.
Section 8. Configuration Control. Describes the procedure for meeting the
requirements of Section 5, including:
Section 9. Configuration Status Accounting - Describes the procedures for
meeting the requirements of Section 5 including:
Section 10. Configuration Audits - Describes the approach to meeting the
requirements of section 5, including: Plans, procedures, documentation, and
schedules for functional and physical configuration audits; and format for
reporting results of in-process configuration audits.
Section 11. Subcontractor/Vendor control - Describes the methods used by the
contractor to ensure subcontractor/vendor compliance with configuration
management requirements.
This Outline has been modified to be applicable to any CM environment.
The first step is to get the plan reviewed and approved by members of
management. It is recommended that the signatories include the managers of the
project, quality assurance, development, and at least one other manager above
the project manager - in addition to yourself. Once signed, the plan can then be
'rolled-out' to the team.
The CM Team should develop training materials for two different audiences.
One for Management, and one for project team members. The intent is to a) show
it with a positive style, b) train all players in what the plan covers and c)
what it means to the audience(s) in their day-to-day work.
The Plan should be made available to all attendees in either hard copy or
soft copy. The CM Team needs to invite suggestions for changes, with the caveat
that the CM Team has the right to disagree.
Figure: the ISO Pyramid
>Step 5 – Establish a standardized Acronyms and Terminology dictionary
Some of the biggest problems within a project execution are communication
problems. Very often, inappropriate words are used or words are wrongly
interpreted.
Step 6 – Create a CM Plan
CM planning is a vital part of the preparation for each phase of a project
life cycle. The Configuration Management plan documents the results of that
planning to enable the usage of the Plan as a basis in managing the project
configuration management activities.
Step 7 – Structuring Requirements
An organization can only operate efficiently if they manage their
requirements correctly. This correlates with the ability to accommodate changes
and keep the requirements clear, concise and valid.
Step 8 – Implement a Change process
In order to keep requirements clear, concise and valid, every
organization needs to have an effective change mechanism in place.
Step 9 – Measure Performance
Effective measurements are a prerequisite to achieving consistent conformance
and avoiding the need for corrective action.
Step 10 – Institute an internal CM Audit Plan and perform internal Pre-Audits
It is essential to learn from effective measurements and metrics if the
process is or is not meeting objectives. We also learn which part of the process
is currently the biggest contributor to detected backlogs, bottlenecks, repeat
effort, or failures/errors. By focusing on that weakest link, we can isolate the
problem and trace it to its root cause. Often the cause can be corrected by
streamlining the process (eliminating redundancy or non-value adding steps,
modifying sequence, performing tasks in parallel rather than in series) or
improving communications.
Step 11 – CM Staffing
The CM Staffing should Consist of Individuals with technical expertise to
support the Development and Maintenance of the Product. When staffing the CM
area, be sure the individuals have the technical expertise to develop and
implement sound processes and procedures.
Step 12 – Select best Automated CM System
4.4 CM PLAN
According to the IEEE STD
828-1990, a plan documents what CM activities are to be done, how they are to be
done, who is responsible for doing specific activities, when they are to happen,
and what resources are required. It can address CM activities over any portion
of a product's life cycle.
4.4.1 CM PLAN - INTEGRATION WITH OTHER PLANS AND STANDARDS
Project/organizations utilizing Configuration Management will also utilize a
variety of plans. These additional plans include (but are not necessarily
limited to) project management plans, quality assurance plans, development
plans, release management plans and software improvement plans. All of these
must work together along with the CMP.
4.4.2 CM PLAN - DEVELOPMENT
In writing a CM Plan, it is best to first to have identified and have
approved a standard by which the configuration effort shall be guided. Such
standards usually have a predefined outline that is to be followed - within
reason - and tailored to fit the needs of the configuration effort. A few of
these are provided in the sections that follow.
4.4.3 CM PLAN - STANDARDS GUIDING DEVELOPMENT
Below are some samples of CM PLAN outlines. However,
it should be pointed out, that there are some common parts of all of these
outlines, and so it could be derived that at a minimum, a CM PLAN should include
these sections:
4.4.3.1 Outline of a typical Purchaser CM Plan
1.0 INTRODUCTION
1.1 Scope
1.2 Definitions
1.3 Acronym List
1.4 References
1.5 Tailoring
2.0 CONFIGURATION MANAGEMENT
2.1 CM organization
2.2 CM responsibilities
2.3 Relationship of CM to the process life cycle
2.3.1 Interfaces to other organizations, disciplines on the project
2.3.2 Other project organizations' CM responsibilities
2.4 Relationship with Purchaser CM Plan
3.0 CONFIGURATION MANAGEMENT PHASING AND MILESTONES
* Release and submittal of configuration documentation in respect to project events
* Define all CM project milestones (e.g., baselines, reviews, audits)
* Describe how the CM milestones tie into the development process
* Identify what the criteria are for reaching each milestone
4.0 CONFIGURATION MANAGEMENT ACTIVITIES
4.1 Configuration Planning
4.1.1 Configuration Management Implementation Procedure
4.2 Configuration Identification
4.2.1 CI Selection and Description
* A description of the selection criteria and the associated rationale employed to select the CIs
* A description of key lower level CIs (hardware and software) including training devices and simulators showing their relationship to the work breakdown structure of the complete project;
* A description of the function of the top level CI and its interrelationship to other system functions; and
* Government Furnished Equipment/Property. (May be specified in a separate appendix, if necessary).
4.2.2 Configuration Documentation Identification
* Labeling and numbering scheme for documents and files
* How identification between documents and files relate
* Description of identification tracking scheme
* When a document/file identification number enters controlled status
* How the identification scheme addresses versions and releases
* How the identification scheme addresses hardware, application software system software, COTS products, support software (e.g., test data and files), etc.
* Configuration Control Authority designation for each configuration document
4.2.3 Change Control Form Identification
* Numbering scheme for each of the forms used
4.2.4 Project Baselines
* Identify various baselines for the project
* For each baseline created provide the following information:
* How and when it is created
* Who authorizes and who verifies it
* The purpose
* What goes into it (software and documentation)
4.2.5 Library
* Identification and control mechanisms used
* Number of libraries and the types
* Backup and disaster plans and procedures
* Recovery process for any type of loss
* Retention policies and procedures
* What needs to be retained, for whom, and for how long
* How the information is retained (on-line, off-line, media type and format)
4.2.6 Engineering Release process, to include the following information:
* What is the structure of the Engineering Release System
* What is in the release
* To whom is the release is being provided and when
* The media the release is on
* Any known problems in the release
* Any known fixes in the release
* Installation instructions
4.3 Configuration Control
4.3.1 Procedures for changing baselines (procedures may vary with each baseline)
4.3.1.1 Procedure for changing Contract Baseline
4.3.1.2 Procedure for changing Functional, Allocated and Product baseline
4.3.2 Procedures for processing Engineering change proposals and approvals-change classification scheme for both Hardware and Software.
* Procedure for processing Notice of Revisions (NORs)
* Change reporting documentation
* Change control flow diagram
4.3.3 Procedures for processing Requests for Waivers/Deviations (RFW/Ds)
4.3.4 Organizations assigned responsibilities for change control
4.3.5 Change Control Boards (CCBs) – for each, describe and provide the following information:
* Terms of references (TOR) or Charter
* Members
* Roles
* Procedures
* Approval mechanisms
4.3.6 Interfaces, overall hierarchy, and the responsibility for communication between multiple CCBs, when applicable
4.3.7 Level of control – identify how it will change throughout the life cycle, when applicable
4.3.8 Document revisions – how they will be handled
4.3.9 Procedure to describe rule for Parts substitution
4.3.10 Automated tools used to perform change control
4.4 Configuration Status Accounting
4.4.1 Methods for collecting, recording, processing and maintaining data necessary to provide status accounting information via reports and/or database access.
4.4.2 Storage, handling and release of project media
4.4.3 Types of information needed to be reported and the control over this information that is needed
4.4.4 Reports to be produced (e.g., management reports, QA reports, CCB reports), who the audience is for each and the information needed to produce each report
4.4.5 Document status accounting and change management status accounting that needs to occur
4.5 Configuration Auditing
4.5.1 Number of audits to be done and when they will be done (internal audits as well as configuration audits); for each audit provide the following:
* Which baseline it is tied to, if applicable
* Who performs the audit
* What is audited
* What is the CM role in the audit, and what are the roles of other organizations in the audit
* How formal is the audit
* Contents and delivery date of Audit plans
4.5.2 All reviews that CM supports; for each review, provide the following:
* The materials to be reviewed
* CM responsibility in the review and the responsibilities of other organizations
4.5.3 Technical Reviews
* Outline CMs participation and role in technical reviews.
5.0 INTERFACE MANAGEMENT
* Develop procedures for the identification of interface requirements
* Establishment of interface agreements
* Participation in Interface Control Working Groups (ICWG)
6.0 DATA MANAGEMENT
* Description of the methods for meeting the configuration management technical data requirements.
7.0 TRAINING
* Identify the kinds and amounts of training (e.g., orientation, tools)
8.0 SUBCONTRACTOR/VENDOR SUPPORT
* Describe any subcontractor and/or vendor support and interfacing, if applicable
4.4.3.2 IEEE CM Plan Outline
Below is an abbreviated version of the IEEE CM Plan.
A complete copy of the standard is in an appendix.
1. Introduction
2. CM Management
2.1 Organization
2.2 CM Responsibilities
2.3 Applicable Policies, directives and procedures
3. CM Activities
3.1 Configuration Identification
3.2 Configuration Control
3.3 Configuration Status Accounting
3.4 Configuration Audits and Reviews
3.5 Interface Control
3.6 Subcontractor/Vendor Control
4. CM Schedules
5. CM Resources
6. CM Plan Maintenance
4.4.3.3 Mil-STD-973 CM Plan Outline
The outline below is reproduced with modification from MIL-STD-973 Appendix
A. The original is targeting the Government's relationship with Vendors and
their associated Configuration Management efforts. The outline below has been
modified to be more generic in use. Also, those parts of the original Plan that
are no longer being practiced by the Government have been removed.
4.4.3.4 SEI Example of CM Plan
1. Overview
* CM objectives
* System overview
2. CM Organization
* CM Responsibilities
* CCB members
* CCB Charter
* Product Assurance Relationship
3. CM Methods
* Baselines and Contents
* Identification system
* Control system
* Auditing
* Status Accounting
* CM Support Tools
4. CM Procedures
* Procedures manual
* Forms and Records
5. CM Implementation
* Personnel plan
* System support plan
* Budget
* Key Implementation checkpoints
4.4.3.5 Outline of CM Plan following RUP model
1 GENERAL
1.1 Table of Contents
1.2 List of Tables
1.3 List of Figures
1.4 Document History
1.5 Issue Control
1.6 Authors
1.7 Copyright Notice
1.8 References
1.9 Purpose of this Document
1.10 Document Responsibility
1.11 Change Process CM Plan
1.12 Acronyms & Glossary
1.13 Projects’ values
2 INTRODUCTION
3 INCEPTION PHASE
3.1 Introduction
3.1.1 Purpose
3.1.2 Scope
3.2 Management
3.2.1 Organization
3.2.2 Responsibilities
3.2.3 Implementation
3.2.4 Policies, directives and procedures
3.2.4.1 Policies
3.2.4.2 Directives
3.2.4.3 Procedures
3.2.4.4 Tools & OEMs
3.3 Configuration Identification
3.3.1 Conventions
3.3.1.1 Labels
3.3.1.2 Naming Restrictions
3.3.2 Baselines
3.4 Configuration Control
3.4.1 Code, Hardware, Document Control
3.4.2 Change Control
3.4.2.1 Levels of Authority
3.4.2.2 Change Procedures
3.4.2.3 Review Board
3.4.2.4 Interface Control
3.5 Configuration Status Accounting
3.6 Tools, techniques and methods for SCM
3.7 Supplier Control
3.8 Records collection and retention
4 ELABORATION PHASE
4.1 Introduction
4.1.1 Purpose
4.1.2 Scope
4.2 Management
4.2.1 Organization
4.2.2 Responsibilities
4.2.3 Implementation
4.2.4 Policies, directives and procedures
4.2.4.1 Component structure
4.2.4.2 Branching and Labeling Concept
4.2.4.3 Disk usage monitoring
4.2.4.4 Login policy
4.2.4.5 Profile policy
4.2.4.6 Home policy
4.2.4.7 New/Old user Policy
4.3 Configuration identification
4.3.1 Conventions
4.3.1.1 Branches
4.3.1.2 Label Types
4.3.2 Baselines
4.4 Configuration Control
4.4.1 Code, Hardware, and Document control
4.4.2 Change Control
4.4.2.1 Levels of authority
4.4.2.2 Change procedures
4.4.2.3 Review board
4.4.2.4 Interface Control
4.5 Configuration Status accounting
4.6 Tools, techniques and methods for CM
4.7 Supplier Control
4.8 Records collection and retention
5 CONSTRUCTION PHASE
5.1 Introduction
5.1.1 Purpose
5.1.2 Scope
5.2 Management
5.2.1 Organization
5.2.2 Responsibilities
5.2.3 Implementation
5.2.4 Policies, directives and procedures
5.2.4.1 Maintenance of makefiles, compilation procedures, and build procedures
5.2.4.2 Branching/merging policies
5.2.4.3 ConfigSpec
5.2.4.4 Hardware Policy
5.2.4.5 Coding processes
5.2.4.6 Announcement of builds
5.2.4.7 Promotion of builds
5.2.4.8 Type of builds
5.2.4.9 Status Build flag
5.2.4.10 Version number
5.2.4.11 Fault reporting systems
5.2.4.12 Contact Points
5.3 Configuration identification
5.3.1 Conventions
5.3.2 Baselines
5.4 Configuration Control
5.4.1 Code and Document control
5.4.2 Change Control
5.4.2.1 Levels of authority
5.4.2.2 Change procedures
5.4.2.3 Review board
5.4.2.4 Interface Control
5.5 Configuration Status Accounting
5.6 Tools, techniques and methods for CM
5.7 Supplier Control
5.8 Records collection and retention
6 TRANSITION PHASE
6.1 Introduction
6.1.1 Purpose
6.1.2 Scope
6.2 Management
6.2.1 Organization
6.2.2 Responsibilities
6.2.3 Implementation
6.2.4 Policies, directives and procedures
6.2.4.1 Code Freeze Procedures (If required for the project)
6.2.4.2 Overall Version Load Number
6.2.4.3 Release notes
6.2.4.4 Creation of the Release
6.2.4.5 Patch Releases
6.2.4.6 Release of loads
6.2.4.7 Release to other test sites (System Test)
6.2.4.8 Release Archive
6.2.4.9 Incoming third parties
6.2.4.10 New bugs process
6.3 Configuration identification
6.3.1 Conventions
6.3.2 Baselines
6.4 Configuration Control
6.4.1 Code, Hardware, and Document control
6.4.2 Change Control
6.4.2.1 Levels of authority
6.4.2.2 Change procedures
6.4.2.3 Review board
6.4.2.4 Interface Control
6.5 Configuration Status accounting
6.6 Tools, techniques and methods for CM
6.7 Supplier Control
6.8 Records collection and retention
4.4.4 CM PLAN - IMPLEMENTATION
Much like the general CM Processes already discussed, the implementation of
the CM Plan requires education and selling.
4.4.5 CM PLAN - MAINTAINED
CM Plans need to be reviewed and updated periodically. We do this to keep our
plans current with current activities, but also to assure that the 'vision' for
the future is still good and still aligned with the project/organization
authorizing it. Also, the CM team should keep a record of suggestions for
changes to the PLAN. When the Plan is reviewed, those changes can be evaluated
and if deemed appropriate, can be incorporated.
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