T3 Webinar:

Approaches for Integrating Configuration Management into Your ITS Project Development Processes

February 21, 2008

Text version of Webinar presentation:

"Approaches for Integrating Configuration Management into Your ITS Project Development Processes"

Description of image or images on a slide contained in brackets.

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Slide 1: Configuration Management 101

ITS Professional Capacity Building Program
Talking Technology and Transportation T3 Webinar
February 21, 2008

Slide 2: Configuration Management Planning

[Slide displays an image that contains circles of text. Each circle is a step in the Configuration Management Planning process. The steps are: Change Management; Configuration Identification; Status Accounting, and; Configuration Audits. All of these steps take place within an application environment. ]

Slide 3: What is a CM Plan

The CM plan provides the framework for all CM Activities
Provides the definition of how the CM process will be implemented and who will be responsible for CM activities
Should be tailored to the needs of the specific project

Slide 4: Agencies & Developer Share CM Responsibilities

[Image of diagram that shows that the CM activities of the development team needs to work with the agency’s CM

Agency – existing agency processes are in place and the agency views CM as longer term. The project could have multiple development teams, multiple development phases, and multiple agencies involved. It places emphasis on audits and verification to gain confidence in the products. The outputs from the development team(s) needs to be clearly defined.

Developmental team – produces high quality product outputs for the agency. The team monitors and controls CM for the life of the project The team should be able to show the agency their CM processes to the level needed to build confidence that the products have integrity. ]

Slide 5: Agencies Define CM Requirements for RFP’s

Define the contractors responsibilities
Establish the basis for the CM process
Identify the CM deliverables
Define generic requirements for use in multiple RFP’s

Slide 6: Scope the CM Responsibilities to the Size of the Project

On a small project, one person may support multiple CM activities
Others may support CM activities part time
Responsibilities can be divided between individuals
Responsibilities can be shared between stakeholder groups

Slide 7: Configuration Identification

Slide 8: What Is Placed Under Configuration Management

End Products: The transportation system hardware, software, and firmware that performs the needed function
Enabling Products: The supporting documentation, hardware, software, and firmware that enables the end products to be developed and maintained

Slide 9: End Product Examples

Hardware

Closed Circuit Television (CCTV) Camera
Smart Loop
Signal
Microwave Sensor

Software

CCTV Control Software
Signal control Software
Toll Management Software
Violations Processing Software

Slide 10: What are Enabling Products?

[Slide shows Enabling Products. Requirements; Test Procedures; Test Procedures, Software and Jigs; Maintenance Manuals; User Manuals; Production Equipment, and; Design (As-built’s) ]

Slide 11: Typical Activities of Configuration Identification

Select configuration items (CI)
Establish and maintain CI Identifiers
Identify documentation for each CI
- Location info
- Version info
- Vendor info
- Licensing/warrantee info
- etc.

Slide 12: Change Management

Slide 13: Caution: Changes Ahead!

Developing systems undergo constant change
Changes impact cost and schedule
A change in one area will often cause changes in other areas
The current state of all system elements must be considered when making changes

Slide 14: Change Management is a Key Tool in the System Lifecycle

Provides a defined process for managing change
Starts early in the development lifecycle and continues until system is replaced
Supports on-time delivery since the impact of cost and schedule are considered
Results in documented, agreed upon changes

Slide 15: Mind set of Change Management

Developing systems undergo constant change
Changes impact cost and schedule
A change in one area will often cause changes in other areas
The current state of all system elements must be considered when making changes

Slide 16: Change Management Process Model

[Flowchart shows Change Management Process Model. Shows that "Current Baseline" and "Need for Change" are inputs into "Change Identification;" shows that the "Documented Change Request" is an input into "Evaluation & Coordination;" and that the "Approved Change" is an input into "Implementation & Verification." Finally, the chart shows a broken arrow from the "Implementation & Verification" box to the "Change Identification" box, indicating a "New Current Baseline." ]

Slide 17: Change Decisions Require a Baseline

Change management begins with a stable point in system development
A baseline is a well-defined, well- documented reference point for change management
Changed system products must be placed under CM
Next baseline incorporates the changed products

Slide 18: Status Accounting in CM

Slide 19:Status Accounting Activities

Record the currently approved configuration documentation
Record proposed changes and status
Record results of proposed changes
Provide access to reports
Safeguard the records through-out the life cycle

Slide 20: Caution: Changes Ahead!

Developing systems undergo constant change
Changes impact cost and schedule
A change in one area will often cause changes in other areas
The current state of all system elements must be considered when making changes

Slide 20: Role of Audits in CM

Slide 21: Configuration Audits

Audits are verifications carried out by the agency or by an independent third party
Audits verify that the product baseline matches the documentation
Audits validate that the information placed under CM is complete
Independent audits assure a non-biased evaluation

Slide 22: Thank You

Presentation By:
Ron Ice
R. C. Ice and Associates
ronice@ronice.com