configuration man & project man

configuration man & project man

1. Configuration management

   • methodology to initiate, evaluate & control SW over time
   • parts of software must be kept consistent, ledas to CM
   • access to parts of SW needed
     • concurrent access: 1 person accesses same SW @ same time
     • concurrent modification: 1 person modifying SW
     • documentation: not changed or not changed
   • standards and main functions
     • config identification
     • config control
     • config audits
     • config status
   • Configuration Item (CI): an agg of hardware, software or both designated for config manag & treated as single entity in CM process

2. sources of change

   • new biz/ market conditions
     • change software req or biz rules
   • new customer needs
     • demand mod. of data, functionality of services
   • defects in software
     • changes to software
   • business reorg
     • causes changes in project priorities or softwr eng
   • budgeting or scheduling contraints
     • cause system to be redefinied

3. version vs revision vs release

   • version: initial release of a config item associated w complete compilation or reconciliation of item. instance of Config Item
   • Revision: change to a version that corrects only errors in design/ccode but doesn't affect documented functionality
   • release: formal distribution of approved version

4. change control

   • systematic: evaluation, coord, approval or rejection & implementation of ahnges to physical, functional & performance character of baselined CI
     • changes requested with Change Request (CR), change must be disciplied, who controls, what is controlled, & how is it implemented
   • approaches
     • 1) Configuration Control Board (CCB): best for maintenence process 2.) Check in & check out model: best for dev process

5. Configuration Control Board (CCB)

   • -authorises changes to a baseline via corrective maintenance, defines what will be next baseline via perfective maintenance,
   • changes to be reviewed by external group who decide whether or not they are cost effective from strategic & org viewpoint rather than tech
   • technical review board (TRB)
     • change flow: CR -> Evaluate change -> approve/reject change -> implement change -> track chnage
     • provides tech & programmatic support to ccb by conducting impact assessment on CRs to basleined CIs and making approval/rejection recommendations, membership comprised of program/ projecr personnel & subject matter exports, chaire by tech manager

6. Project

   • planned undertaking of related activities to reach an objective that has beginning and end
   • Project management: application of knowledge skills, tools and techniques to project activities in order to meet requirements
   • 5 project man process groups
     • Initiating- includes recognising the start of a new project, where the objective of this phase is to define the project at a comprehensive level firm should place considerable thought into project selection to ensure that the correct project is chosen.
     • Planning - Planning is integral for the success of project management and focuses on developing a roadmap that the team will follow, this begins with setting project goals 2 Popular methods – SMART &CLEAR
     • Execution tasks:Develop team Allocate resources Execute project management plans Procurement management if needed Project Manager (PM) directs and manages project execution Set up tracking systems Task assignments are executed
     • monitoring and controlling phase is all about measuring project development and performance, as well as ensuring all tasks align with the project management plan
   • Project Stakeholder
     • Project Sponsor, manager, team members
     • Organisation: employees, senior manag, users
     • community: competitors, supps & vendors, cuts
   • chaos manifesto
     • successful, faied or challenged

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