Configuration Management (CM) today is a
struggle, both for those who are trying to impose some degree of control over the design,
production and support phases of programs and for those who are trying to resist CM in a
misguided attempt to save time and money.
Each element of CM, i.e., Identification,
Configuration Control, Status Accounting, and Audits is inexorably linked to and
interwoven with Engineering design methodologies plus Quality Assurance inspections and
audits plus Manufacturing production activities, no matter how simple or complex the
program, and is thus integral to the process.
Tradeoffs exist every step along the way.
These tradeoffs involve cost versus control of the design and visibility into how the
hardware and software products relate to the design at any given point in time.
Manual, labor-intensive CM activities
involving baseline capture and control with change approval and incorporation processes
employing multiple forms, databases and meetings induce images of wasteful, expensive
pillaging of program coffers to Program and Functional Managers.
Thus proposals are often trimmed of
CM-related quotes and activities even before the program or project begins. This usually
results in additional costs down the line from excessive changes to the design package,
non-conforming hardware and/or software, repairs to or reworking of the product hardware
and software, and failures experienced in product performance after delivery to the
customer.
Take heart, though. Help is on the way!
For each specific CM activity, we will
first examine the conventional, classical CM as it is practiced today in large businesses
and corporations. Next we will implement, in a step-by-step manner, those processes
necessary to achieve our ultimate goals. Many companies are in some stage of learning
about new, automated CM processes or have begun an earnest foray into the procurement of a
Product Data Management (PDM)* system to solve their problems. We will learn how to
get to that state in a safe and sane manner. Automated CM is the way to go but much
must be said before the plunge is made.
I believe that by addressing the key CM
issues presented in this book and by applying the procedures and guidelines defined
herein, your business can reap the rewards of an effective control system and sound risk
mitigation techniques. The journey we will take on our road to excellence in CM will
follow a route with a few twists and turns in it but the course is set and the direction
is true. This easy to follow “how-to” guide is designed in such a way as to
enable you to implement, in a cost effective manner, practical Configuration Management
solutions for your business for the Twenty First Century.
I will first provide you with the
“best CM practices” for today’s business environment. The initial chapters
cover the basics of CM, and describe how CM ought to be practiced in businesses of all
sizes. Current CM methodology is discussed and then the evolution to a practical,
effective and ISO/CMM-compliant CM methodology is presented as near-term and long-term
solutions.
Next, I will provide you with the
complete process for the planning, implementation and integration of a PDM system in your
business. You will also learn how to integrate the “best CM practices”
presented herein into your business processes. You will be aided by numerous detailed
figures and illustrations. I will then summarize these “best CM practices” and
the PDM planning, implementation and integration processes in template format so that you
can tailor your new CM system to your specific program requirements and so that you can be
assured that you haven’t missed anything along the way.
While presenting on-site CM seminars to a
wide range of businesses and government agencies, I observed many different ways that
these businesses and agencies approached the tasks of trying to improve their CM processes
and also procure and implement automated CM tools. During the interactive workshop phase
of my seminars I was able to develop a standardized methodology to establish ‘best CM
practices’ tailored specifically for each individual business. My seminar attendees
and I then utilized these ‘best CM practices’ as the basis for performing a PDM
System Requirements Analysis. The data obtained from this activity was used to generate a
detailed PDM System Requirements Specification. This document became the framework for the
evaluation and selection of the most appropriate PDM system or CM tool to satisfy each
individual’s CM-related business’ requirements. This methodology guarantees that
businesses would be able to control their own unique CM processes and not become slaves to
the wrong CM tool.
My purpose in writing this book is to
present this unique methodology for a successful evolution from a business’ current
CM practices to ‘best CM practices’, then on to the implementation of a truly
automated CM system in order to reach the ultimate goal of ‘transparent CM’.
Change Philosophy: Heraclitus
said: “There is nothing permanent but change”.
Configuration Management (CM) is the process of
managing change.
Everything we do involves change.
Configuration Management (CM) is the process of managing change. Product design,
development, integration, test, production, deployment, delivery, maintenance, and support
are all manifestations of the change process.
So, CM - the process of managing change -
takes on a new light. It becomes integral to achieving our goals, i.e., a process that is
not ‘the tail of the dog’ but one that serves an equal purpose to the
traditional disciplines of engineering, manufacturing and management.
Of course, the CM process of which I
speak here is not the classical ‘green eye shades’ occupation where rooms of
squinty old men (or CM ‘persons’) record data by hand in CM logbooks or enter
data into out-of-date databases when they are not carrying around forms to be signed and
bothering engineers and other important persons for clarification and approvals.
We will start with that conceptualization
of CM under which so many of us have labored for too long. After all, ‘you gotta deal
with what’s real!’.
From this starting point in the bowels of
time and industry, we will first get organized and then move on to the interim states
through which we must pass in order to get to the ultimate desired state - transparent CM.
In this final blissful state one won’t see the old CMers slaving at their menial
tasks.
A new CM tool, a Product Data Management
system, will capture baselines and control changes, distribute documentation
“in-place” and save gobs of money for businesses and stockholders. Also,
a well-defined, efficient, workflow-driven CM system will replace the old, time worn
reactive process of ‘fighting fires’.
This transition won’t be as easy as
falling off a log, though. There are many steps to be taken and many ‘hoops’ to
be jumped through. There will also be a considerable selling job to be done. This
transition is going to be a culture change ‘in spades’ for many.
* Recently, the term ‘Product Lifecycle
Management (PLM) system has been used by some CM tool vendors in place of
‘Product Data Management (PDM)’ system. This new terminology is intended to
demonstrate the capability of the PDM system to capture and control ‘enterprise’
data such as internal procedures, proposals, financial data, etc., in addition to the
capture and control of product design, build, and support data. Wherever the term
‘PDM’ is used throughout this text, it also refers to ‘PLM’ systems,
i.e., they can be considered to be identical, since they perform similar (generally
identical) functions. Also, the term ‘PDM system’ also refers to most
‘automated CM tools’ because this terminology is frequently used by the software
CM community. Clarifications will be provided as appropriate throughout the text.
