configuration management
Articles
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The Rationale for Standards Ben Weatherall gives the rationale for standards from a non-traditional viewpoint, Know what you are trying to solve by first determining the root problems and your culture, and then try to either find a standard that matches or one that can be modified to fit your situation. Just make sure that if you follow a standard, you truly follow it and that if you modify a standard that you document where you vary from it. |
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Change Management is not Change Control A key part of planning configuration management for our projects is determining how we will manage change. After all, change happens and any good configuration manager is concerned with how it is managed. Unfortunately, more often than not, our processes focus more on controlling change than on managing it. That is, we put a lot of effort into trying to keep change from happening and relatively less effort into ensuring that when (not if, but when) change happens, we manage it effectively. |
Alan S. Koch
August 20, 2009 |
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Avoiding Disaster: Get Your Team to Plan for Configuration Management Poor planning is the root cause of many problems. Planning for configuration management can significantly impact your organization's productivity and effectiveness. Many teams live in a constant treadmill of responding to emergencies that could have easily been avoided with a little bit of planning. Some people just don't have the ability or demeanor to create an adequate plan, while others don't even want to. In technology, many professionals excel at responding to crisis after crisis and become known for their skills in "saving the day." At the other end of the spectrum are professionals who plan and plan but cannot find the right balance between planning and action. Fixating on creating a plan is just as deadly as having no plan at all. Technology managers need to be able to recognize the personality traits that make for good planners in their team and provide leadership to get the job done in an effective way. |
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How to Build a Configuration Management Plan If you're planning a configuration management (CM) project, it's time to build a CM Plan. Joe Farah writes on on a number of areas that need to be addressed in your plan in order to follow software configuration management (SCM) best practices. |
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Lessons for Environmentally Friendly Configuration Management Learn how addressing the future of configuration manager as an environmentalist looks at the future of planet Earth can help you be ready for change, without ignoring what still must be done today. Chayim Kirshen shows you in this article how to both of these tasks in this article. |
Anonymous
August 17, 2009 |
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Coach Release Management like a Winning Sports Team Release management is very similar to a team sport that involves many essential interactions. Very often teams find it particularly challenging to work together effectively, and the end result is that they cannot manage to complete any complex tasks without making many mistakes. Sports teams are also affected by interpersonal dynamics that can either help build the team or render it completely dysfunctional. Release management involves the packaging of every component in order to successfully deliver a complete product to a customer. Your release management function needs to efficiently coordinate the work of each player on your team. |
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When is Open Source not Enough? Open source CI tools have been immensely popular, but are they the perfect fit for your operation? Answer these seven questions to quickly assess if you should upgrade to an enterprise-class CI environment. |
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Essentials of the Build Process Build is central to CM and iit's critical to do it right. A basic build capability is founded on two key fundamentals: the ability to reproduce the build and the ability to automate the build process. Without these fundamentals, you're fighting an uphill battle. Reproduction of the build implies that you have a CM system able to capture the build definition. Automation helps to ensure that no manual errors can play into the production, but this is just a basic build capability. |
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Welcoming Change "If they would just stop changing their minds!" Untold numbers of programmer’s rants have begun with that lament (including a few of my own). Of course, we know that will never happen. Change is a fact that we must live with and to avoid change is to avoid reality. The Agile method goes beyond merely acknowledging this reality. It teaches us how to capitalize on the changes that will inevitably come along to produce a better result than the one we planned for in the first place. We don't just accept change and we don't control it. Instead, we learn how to welcome change! |
Alan S. Koch
June 22, 2009 |
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Sometimes, You Just Need to Slow Down While it may seem that slowing things down is undesirable, such approaches often work very well and produce a higher throughput than the original (seemingly more active and energetic, if perhaps rather more frenetic) process. The downside of these experiences is that they make it easy to confuse manage with control, and even easier to interpret control as inhibit. |
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