Toggle navigation. How to conduct Configuration Management in an organization Configuration Management involves following steps: Identify Configuration Items. First step is to identify the items known as Configuration Items that are going to be maintained for their configurations. Establish a System for Configuration Management.
Next step is to establish a system that will be used for controlling work products. This includes the process for change requests, tools, storage media, access rights etc.
Create or Release Baselines. In this step baseline versions are created for internal use or for delivery to customer. Static systems contain archives of various baselines released for use. Static systems are under full configuration management as described in this process area. Subpractice 3: Share and transfer configuration items between control levels within the configuration management system.
Subpractice 4: Store and recover archived versions of configuration items. Subpractice 5: Store, update, and retrieve configuration management records. Subpractice 6: Create configuration management reports from the configuration management system. Subpractice 7: Preserve the contents of the configuration management system.
Examples of preservation functions of the configuration management system include the following: Backups and restoration of configuration management files Archiving of configuration management files Recovery from configuration management errors Subpractice 8: Revise the configuration management structure as necessary.
A baseline is a set of specifications or work products that has been formally reviewed and agreed on, that thereafter serves as the basis for further development or delivery, and that can be changed only through change control procedures.
A baseline represents the assignment of an identifier to a configuration item or a collection of configuration items and associated entities. As a product evolves, several baselines may be used to control its development and testing. These are typically referred to as the functional baseline, allocated baseline, and product baseline. For Software Engineering A software baseline can be a set of requirements, design, source code files and the associated executable code, build files, and user documentation associated entities that have been assigned a unique identifier.
Typical Work Products Baselines Description of baselines Subpractice 1: Obtain authorization from the configuration control board CCB before creating or releasing baselines of configuration items. Subpractice 2: Create or release baselines only from configuration items in the configuration management system. Subpractice 3: Document the set of configuration items that are contained in a baseline. Subpractice 4: Make the current set of baselines readily available. SG 2 Track and Control Changes Changes to the work products under configuration management are tracked and controlled.
The specific practices under this specific goal serve to maintain the baselines after they are established by the specific practices under the Establish Baselines specific goal. Change requests address not only new or changed requirements, but also failures and defects in the work products. Change requests are analyzed to determine the impact that the change will have on the work product, related work products, budget, and schedule.
Typical Work Products Change requests Subpractice 1: Initiate and record change requests in the change request database. Subpractice 2: Analyze the impact of changes and fixes proposed in the change requests. Changes are evaluated through activities that ensure that they are consistent with all technical and project requirements. Changes are evaluated for their impact beyond immediate project or contract requirements. Changes to an item used in multiple products can resolve an immediate issue while causing a problem in other applications.
Subpractice 3: Review change requests that will be addressed in the next baseline with the relevant stakeholders and get their agreement. Conduct the change request review with appropriate participants.
Record the disposition of each change request and the rationale for the decision, including success criteria, a brief action plan if appropriate, and needs met or unmet by the change. Perform the actions required in the disposition, and report the results to relevant stakeholders.
Subpractice 4: Track the status of change requests to closure. Change requests brought into the system need to be handled in an efficient and timely manner. Once a change request has been processed, it is critical to close the request with the appropriate approved action as soon as it is practical. Actions left open result in larger than necessary status lists, which in turn result in added costs and confusion.
Levels Activities Benefits Level 1 Initial At level 1, the process is usually chaotic and ad hoc A capability is characterized on the basis of the individuals and not of the organization Progress not measured Products developed are often schedule and over budget Wide variations in the schedule, cost, functionality, and quality targets None.
A project is Total Chaos Level 2 Managed Requirement Management Estimate project parameters like cost, schedule, and functionality Measure actual progress Develop plans and process Software project standards are defined Identify and control products, problem reports changes, etc.
Level-5 Optimizing Detect and remove the cause of defects early Identify and deploy new tools and process improvements to meet needs and business objectives Fosters Organizational Innovation and Deployment Gives impetus to Causal Analysis and Resolution.
Report a Bug. Previous Prev. Next Continue. Home Testing Expand child menu Expand. It is a framework that is used to analyze the approach and techniques followed by any organization to develop software products. It also provides guidelines to further enhance the maturity of the process used to develop those software products. It is based on profound feedback and development practices adopted by the most successful organizations worldwide.
This model describes a strategy for software process improvement that should be followed by moving through 5 different levels. Each level of maturity shows a process capability level.
It only helps if it is put into place early in the software development process. It has no formal theoretical basis and in fact is based on the experience of very knowledgeable people. It does not have good empirical support and this same empirical support could also be constructed to support other models.
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