Scm awareness

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SCM Awareness

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Scm awareness

  1. 1. Configuration Management - Awareness
  2. 2. Agenda <ul><li>Objective </li></ul><ul><li>Definition of CM </li></ul><ul><li>What is CM? </li></ul><ul><li>When CM is involved? </li></ul><ul><li>CM Goals Summary </li></ul><ul><li>Benefits of CM </li></ul><ul><li>CM Tools </li></ul><ul><li>CM Misconception </li></ul><ul><li>Cost of poor CM </li></ul><ul><li>Summary </li></ul>
  3. 3. Objective <ul><li>To bring an awareness of configuration management and its disciplines. </li></ul>
  4. 4. Definitions <ul><li>“ Configuration Management is the discipline of making changes </li></ul><ul><li>in a planned and systematic fashion.” </li></ul><ul><li>“ CM is a set of activities designed to control change by identifying the </li></ul><ul><li>work products that are likely to change, establishing relationships </li></ul><ul><li>among them, defining mechanisms for managing different versions of </li></ul><ul><li>these work products, controlling the changes imposed, and auditing </li></ul><ul><li>and reporting on the changes made”. </li></ul><ul><li>Note: </li></ul><ul><li>In the IT Community, the terms Configuration Management and </li></ul><ul><li>Change Management are often used interchangeably. </li></ul>
  5. 5. What is CM? <ul><li>Configuration management is a discipline within the Software </li></ul><ul><li>Engineering Framework. </li></ul><ul><li>According to IEEE, Configuration Management has four primary </li></ul><ul><li>activities: </li></ul><ul><li>Identification </li></ul><ul><li>Management </li></ul><ul><li>Status Accounting </li></ul><ul><li>Audit </li></ul>
  6. 6. Identification <ul><li>Identification is the task of identifying our divisional artefacts i.e. </li></ul><ul><li>the items which makes up our systems. </li></ul><ul><li>Artefacts (items): </li></ul><ul><li>Documents </li></ul><ul><li>Software (source code, scripts, patches etc) </li></ul><ul><li>Hardware and Firmware </li></ul>Identification Audit Status Accounting Management
  7. 7. Management <ul><li>Management is the introduction of controls ( procedures and </li></ul><ul><li>Quality Gates ) to ensure products/systems evolves appropriately. </li></ul><ul><li>Example Focus Area: </li></ul><ul><li>Parallel and Distributed Configuration </li></ul><ul><li>Management Practices </li></ul><ul><li>Build/Release/Deploy Practices </li></ul><ul><li>Defect Tracking Practices </li></ul><ul><li>Asset Management Practices </li></ul><ul><li>System Management Practices </li></ul>Identification Audit Status Accounting Management
  8. 8. Status Accounting <ul><li>Status Accounting is the capture of CM data, the processing of </li></ul><ul><li>the data ( data mining ) and the utilization of the information. </li></ul><ul><li>Ultimately the objective is to provide information </li></ul><ul><li>( reports ) to support management and </li></ul><ul><li>decision making. </li></ul><ul><li>Example of groups/individuals that </li></ul><ul><li>would benefit from such CM Information: </li></ul><ul><li>Configuration managers </li></ul><ul><li>Quality Assurance </li></ul><ul><li>Project Managers </li></ul><ul><li>Engineers </li></ul>Identification Audit Status Accounting Management
  9. 9. Audit <ul><li>Audit is the review of process/procedures against the </li></ul><ul><li>defined/required standards & compliances. </li></ul><ul><li>Quality Standards: </li></ul><ul><li>CMM, CMMI, Six Sigma, Agile, SOX </li></ul><ul><li>Example, Areas of focus would include: </li></ul><ul><li>Adherence to Process </li></ul><ul><li>Conformance to Security </li></ul><ul><li>Configuration Verification </li></ul><ul><li>Etc </li></ul><ul><li>Ultimately the purpose of audit is to continual optimization. </li></ul><ul><li>Audit should be a “ critical ” review that leads to recommendations </li></ul><ul><li>and corrective updates to the process. </li></ul>Identification Audit Status Accounting Management
  10. 10. When CM is involved? <ul><li>CM goes Hand-in-Hand with the other disciplines in the SDLC. </li></ul><ul><li>Example, in RUP model, CM is involved from inception till transition. </li></ul>
  11. 11. CM Goals … Summary <ul><li>In the today’s complex development environment, the goals of </li></ul><ul><li>CM are increasing to a 3 fold. A subset of them include. </li></ul><ul><li>Configuration Identification- What code are we working with? </li></ul><ul><li>Configuration Control- Controlling the release of a product and its changes. </li></ul><ul><li>Status Accounting- Recording and reporting the status of components. </li></ul><ul><li>Review - Ensuring completeness and consistency among components. </li></ul><ul><li>Build Management - Managing the process and tools used for builds. </li></ul><ul><li>Process Management- Ensuring adherence to the organization's development process. </li></ul><ul><li>Environment Management- Managing the software and hardware that host our system. </li></ul><ul><li>Teamwork - Facilitate team interactions related to the process. </li></ul><ul><li>Defect Tracking- making sure every defect has traceability back to the source </li></ul>
  12. 12. Benefits of CM? <ul><li>CM means stability </li></ul><ul><li>CM empowers decision making </li></ul><ul><li>CM provides confidence </li></ul><ul><li>CM introduces standards </li></ul><ul><li>CM solves complexity </li></ul><ul><li>: </li></ul><ul><li>: </li></ul>
  13. 13. CM Tools <ul><li>There are several tools available in the market which supports </li></ul><ul><li>configuration management at enterprise level. These tools provide </li></ul><ul><li>features to support complex, distributed, parallel development across </li></ul><ul><li>enterprise. </li></ul><ul><li>Example: </li></ul><ul><li>Rational Clearcase/ClearQuest </li></ul><ul><li>Telelogic Synergy CM/Change </li></ul><ul><li>Serena Dimensions </li></ul><ul><li>Microsoft VSS, CVS, Subversion (version control tools) </li></ul><ul><li>: </li></ul><ul><li>: </li></ul>
  14. 14. CM misconceptions <ul><li>All too often, CM is viewed only as a costly and time consuming </li></ul><ul><li>effort to be either ignored or thrown together at the last minute. </li></ul><ul><li>“ CM is reactive” </li></ul><ul><li>“ CM is a bottleneck” </li></ul><ul><li>“ CM is costly” </li></ul><ul><li>“ CM will prevent Engineer applying quick patches” </li></ul><ul><li>Verdict .. </li></ul><ul><li>Thrash the misconceptions </li></ul>
  15. 15. The Cost of Poor CM <ul><li>Typical Symptoms in most organisations include: </li></ul><ul><li>Poor Co-ordination </li></ul><ul><li>Poor visibility of change </li></ul><ul><li>Heavy Maintenance Costs </li></ul><ul><li>Unwanted Surprises </li></ul><ul><li>Dropping Service Levels </li></ul><ul><li>System Outages </li></ul><ul><li>: </li></ul><ul><li>: </li></ul>
  16. 16. Summary <ul><li>CM is necessary to ensure process maturity, stability and </li></ul><ul><li>Confidence. </li></ul><ul><li>Having little (or immature) CM guarantees a project will be </li></ul><ul><li>Plagued by chaos, errors, permanent damage, low productivity, </li></ul><ul><li>and unmanageable system evolution. </li></ul>

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