Software Configuration and Change Management Process - Term Paper Example

Software Configuration and Change Management Process Student Name Institution Name Software Configuration and Change Management Process Introduction Software configuration management entail the process of identification and definition of the configurations items in systems. It involves the putting controls in system life cycle. There are importance and challenges of software configuration and change management. It ensures that changes and iterative software products are not degraded as the software goes through the life cycle it gives an over view of the constantly changing software which assist in making decisions and help determine the status of module as well as system level. This will also assist in making outstanding decisions in future in respect to related software projects. Through tracking of modules development it is possible to prevent is minimizes duplication of change to the module that is likely to occur from implementation from different developers, is also facilitate faster progress in the overall system. Since it organise the code and documentation time saving in overall project is realised. Other benefit realised are it allows development of configuration items of software in an orderly manner. This facilitates release of approved new or existing products. It ensures that changes in software are implemented following the specifications initially approved. Most importantly it is possible to prevent any unauthorized changes by unauthorized people from being implemented (United States Department of Energy, 2000, p.2). Change management adds value to the business through prioritizing and response to the business as well as customer changes. It helps in implementing changes that are in line with customer’s needs. It enables the organisation to reduce cases of failed systems. Change management ensures that changes are implemented in due time thus meeting the business timescales (ITIL, 2007, p 80). Challenges however are, naming convention in documentation normally using code and data are not strictly followed. This challenge goes further because in some situations the life cycle standard configuration list of item is missing and not used for most projects as well as applications. There is Lack of definition of the standards folders and structures normally used for projects. This means that projects use ad hoc methods and structures in maintaining their work. In case of change in project, team training, there is increase in cost. There are no baseline reports for different milestones and change impact (Kumar, Sujoy and Uttam, 2013, pp. 53, 54). Overview of Best Practices Best practices are primarily concerned with two important areas, the procurement of the right configuration management, which involve evaluation, and the process involved in implementation and adoption of the configuration management (Sommerville, 1996, p. 239). Best practices in change management comprise of carrying out proper documentation for all the steps carried out in respect to change request in a log form or any other available format. Ensuring that entries are unique, this requires that each change request needs to be recorded in one line. Multiple requests should not be combined in one request identification. Change should not cease. It is iterative in nature meaning that is should an on-going process in the entire life cycle of the project. Doing a regular review of the change request shows that the project management is heading towards the right direction. Review of projects happened depending on the nature and complexity of the project. Some are occurring even daily. There should be a proper change management system, which should be communicated and made known to the whole organisation especially the project team. Agreed upon threshold which outline that has authority to approve or pass approval types of changes to be done. Analysis of the impact for approving changes as well as for not approving changes is done. In addition, apply the triple constraints based on scope time and cost impact. Best practices calls for a well laid down criteria that are used in accepting change and formulation of plan otherwise known as the back out plan that is important for use in backing the functionality of changes approved. There is a test plan, which serves as the way of communicating the intention of testing activities. This document is normally created as early as when the change is approved. Risk evaluation, this is done through examination of the existing situation and finding out what can go wrong. This will also facilitate identification of barriers to attaining success... through risk analysis risks are identified and eliminated. In process of change evaluation, it is important to pinpoint the organisational change impact because of change implementation and finally conduct a proper production operation and maintenance (CDC, 2014, p. 2-4) Configuration manager and configuration management tool Kandt, (2014, p.1) argues that configuration management encompass policies practices and tools which are crucial to organisation in maintaining configuration of software’s. To ensure that configuration management is successful there is a configuration manage responsible and a set of tool to assist in achieving this. The configuration management tools that exist include but not limited to SCC1 RCS and CVS (Kandt, 2014, p. 3). Configuration manager The configuration manger is responsible for in maintaining a different read only copy of releases. This release is labelled by the manager with identifier unique to others. This enable protection of information and software developers is able to identify them in future. This also aid in preventing alteration to the source artefacts (Kandt, 2014, p. 3). The manager is also responsible for responsible for procedures that are used in creating, modifying and deleting software artefacts. The manager ensures that each procedure identifies the item needed by organisation in each work and they must stipulate who is responsible for creation deletion or alteration of the artefacts. The manager role in creating procedures for managing software changes positively affect the organisation in terms elimination of duplication of work (Kandt, 2014, p. 3). Dart (n.d., p.1) argues that the manager is identifies the scheme, issue control do status accounting and audit and review. The manager creates the formal approval process used in requesting and for change approval. This helps in identification o that has responsibility in change acceptance. Through this manager is able to control process of requesting and approving changes. Manager also ensures that there is use of change package, which defines a unit of work. These packages are used with or without automation; Manager is responsible for use of tools and build processes. They ensure that similar tools and procedures are used to avoid getting inconsistent results. They also ensure that manifestation of each software version after release is well done. Segregation of derived from parent artefacts is normally done and configuration manager does that (Kandt, 2014, p. 3). The figure below summarises the function undertaken by the manager in configuration management. Figure 1: CM Functionality (Dart, n.d., p. 4) Configuration management tool When carrying out configuration management especially for complex software there are those tools that are paper based or electronic and rely on written procedure. They are normally hectic and problematic. however software tools that are specifically designed for configuration management usually simplify the processes and produce much better information needed by different users, managers as we as ordinary end user . The software tools used for configuration management have an upper hand over the paper based because of increased reliability resulting from automation of many processes. It provides tracking to changes made and enhance productivity by providing real-time analysis of various activities pertaining development (United States Department of Energy, 2000, p. 20). Types of automated tools Basic tool set This tool set function to control information kept in hardcopy concerning a given product. the tool include a database management system , offers or report generation and file systems that is used for checking in and out of units development. Advanced tool set which offer more functionality especially in managing large and complex software by providing a programming environment. It comprises of all the functionalities of the basic tool set in addition to source code, tools used in program comparison and the one used in building or generating codes. It has documentation system and a software change request and authorization. All this combined with the power of managing concurrent efforts in development. Online tool set which has generic tool of advanced tool integration to facilitate working from the same database and the integrated tool set which as all the functionalities of SCM with additional software engineering. In have online SCM tools for all functions (United States Department of Energy, 2000, p. 20). Selection of tool Manager initiating change management has to be carefully in selecting this tool. They should be selected with working practices and ideologies in mind. It is therefore important consider the following features and functionalities. Cross-platform capabilities, empowerment of the developer, relation to work practices that exist, ease of installation as well as use. Vendor support after and before product delivery and over cost (United States Department of Energy, 2000, p. 23). Change management process for small projects Small projects can use Capability Maturity Model Integration( CMMI ) which normally has five levels of maturity as follows, initial , managed defined quantitatively managed and optimizing as the last level respectively (Tutorialspoint.com, 2014). The diagram bellows shows a representation of a CMMI. Figure 2: CMMI five level of process maturity (Burwick, 2008, p. 3) The initial level This level consists of set of processes that are predefined. This level organisation environment is always unstable. Meaning that more often than not, products and services that work are normally produced but at high cost which surpass the budget. At this level also, organisation tend to over commit or abandon processes in crisis and repeat of past successes are not done (Tutorialspoint.com, 2014). At level two of the CMMI model of process management there is measurement and analysis, configurations management, assurance of product and process quality, agreement management by management project control and monitoring, project planning and finally doing requirement management (Burwick, 2008, p. 4). At this level organisation has already achieved specific as well as generic goals. This implies that requirements needed by processes are undergoing planning, measurement and controlling (Tutorialspoint.com, 2014). Burwick (2008, p. 4) argues that in level three there is the defined level requirements are developed, technical solution is formulated , there is product integration, verification and validation. Organisational process are focused and defined. These steps also involve risk management team integration. Processes here are have clear characteristics and are well understood are their description is standardized with procedures tools and applicable methods. it is also important to note that this level describe processes in detailed and are proactively managed by employing the understanding of how the process activities are interrelated with measures in terms of products and services (Tutorialspoint.com, 2014). At level four also known as quantitatively managed involve doing organisational process performance and quantitative project management Burwick, (2008, p. 4). Statistical and quantitative methods are used in the sub processes, which are part of the processes and contribute to its overall performance. Collection of detailed measures of the process performances are done and then analysed. this level uses both statistical analysis as well as quantitative techniques as means of achieving control (Tutorialspoint.com, 2014).Level five or optimizing marks the end of processes in CMMI, here processes ensure that change management is processes and analysis of causal and resolution is done (Burwick, 2008, p. 4). At this level, continual improvement of processes is done based on quantitative knowledge of what causes variation in the processes. The figure below provide a summary of what happens to the processes at each level Figure 3: CMMI processes: (Tutorialspoint.com, 2014) Conclusion Software configuration management and change management are important aspects that need to be addressed with high understanding of the business as well as customers’ needs. This will help in maximizing befits as well as reduce or eliminate the challenges that are seen in the implementation of this processes. When doing change management following guide on best practices will not only help in making the process a success but also it will create uniformity in how change is handled in the organisation. With proper configuration management, tools at the disposal of the configuration manager bring configuration management to completion with ease and professionalism. For managing change in small projects, there are number of methods, which can be used, but the suitable is the CMMI, which not only proves to be easy but understandable and ease to implement. It is however important to note that each level should be level should be implemented and none is to be skipped for processes to be managed successfully. References Burwick, D. (2008). How to implement the CMM. 1st ed. [S.l.]Pittsburgh, PA: BPS Publications. CDC, (2014). Change Management. 1st ed. [ebook] Available at: http://www2a.cdc.gov/cdcup/library/practices_guides/CDC_UP_Change_Management_Practices_Guide.pdf [Accessed 14 May. 2014]. Dart, S. (n.d.). Concepts in Configuration Management Systems. 1st ed. [ebook] Available at: http://sceweb.uhcl.edu/boetticher/swen5230/concepts-in-configuration-management.pdf [Accessed 14 May. 2014]. ITIL, (2007). The official Introduction of the ITIL service Lifecycle. 1st ed. The Stationery Office. Kandt, R. (2014). Configuration Management Principles and Practices. 1st ed. [ebook] Available at: http://trs-new.jpl.nasa.gov/dspace/bitstream/2014/10507/1/02-2525.pdf [Accessed 14 May. 2014]. Kumar, R., Sujoy, D. and Uttam, B. (2013). Software Configuration Management –A Collaborative Approach with CMMI. Software Engineering, 1(1). Sommerville, I. (1996). Software Configuration Management. 1st ed. Berlin, Heidelberg: Springer Berlin Heidelberg. Tutorialspoint.com, (2014). CMMI Maturity Levels. [online] Tutorialspoint.com. Available at: http://www.tutorialspoint.com/cmmi/cmmi-maturity-levels.htm [Accessed 14 May. 2014]. United States Department of Energy, (2000). Software Configuration Management (SCM) A Practical Guide. 1st ed. [ebook] Available at: http://energy.gov/sites/prod/files/cioprod/documents/scmguide.pdf [Accessed 14 May. 2014]. Read More