configuration management

When we deliver software products, we need to be able to tell our customers what they're getting. Not only product documentation, but specifically, every time we deliver a new release we need to relay what problems were fixed and what new features were added. If the software is subject to periodic audits, we need to tell them even more, especially the abiltiy to trace a requirement or change request to what was changed.

By reworking lean principles for the branching and merging arena, we're able to create automated builds and unit tests to increase effectiveness and improve quality in software configuration management. Individual developers and teams alike can benefit from this process-improving strategy.

One of the problems with Configuration Management (CM) and Project Management (PM) is that the tools and the data repositories for each are separate. As a result the processes are quite separate. The project manager takes a set of requirements and decomposes them into tasks, which are then prioritized, scheduled and assigned. The CM team creates configuration items and tries to tie the CIs back to the requirements so that they can be properly audited. When CM and PM work together they tend to enhance each others function, and eliminate potential overlap in the processes.

To make your CM process agile, go through it and identify how you can reduce end-user complexity, tool misfits, and areas of greatest risk. An agile CM process is one that supports all team members, making them more productive and simplifying their management tasks.