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Configuration Management Principles and Practice, by Anne Mette Jonassen Hass
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This work explains the principles and benefits of a sound configuration management strategy and helps the reader put that strategy into action.
- Sales Rank: #1346485 in Books
- Published on: 2003-01-09
- Original language: English
- Number of items: 1
- Dimensions: 9.00" h x 1.10" w x 7.20" l, 1.58 pounds
- Binding: Paperback
- 432 pages
From the Back Cover
Configuration management (CM) is an important, but often neglected, practice that allows application developers and project managers to better identify potential problems, manage changes, and track the progress of software projects. An effective CM strategy—one that adheres to the practice's complexity while harnessing its depth—can be the cornerstone of fast, flexible development. However, CM practitioners often rely too heavily on commercial CM tools, and fail to understand the concept as a whole. While CM is not an easy discipline, it need not be a difficult one.
Configuration Management Principles and Practice explains the elements and benefits of a sound CM strategy and shows how to put that strategy into action. Through configuration examples and recommendations drawn from the author's considerable experience, this practical guide will help readers to better manage and deliver projects.
Key topic coverage includes:
A comprehensive guide to the current state of CM, the text begins with an introduction to fundamental CM principles and activities and then illustrates how each can be tailored to meet a development organization's unique needs. In short, this easy-to-use reference will give organizations and individuals the tools they need to insure the integrity of their products and effectively manage the evolution of their systems.
0321117662B12032002
About the Author
Anne Mette Jonassen Hass is a senior consultant and registered BOOTSTRAP lead assessor for DELTA (Danish Electronics, Lights, and Acoustics), one of Europe's leading international testing and design consulting organizations. With more than twenty years of experience in IT, she has been involved in all aspects of software development: requirements specification, analysis, design, coding, testing, quality assurance, and management. Ms. Hass was a contributor to Improving Software Organizations by Lars Mathiassen et al. (Addison-Wesley, 2002).
0321117662AB12032002
Excerpt. © Reprinted by permission. All rights reserved.
My Life as a Software Professional
I have two—well, three really—passions in my professional life: test, configuration management, and process improvement.
I started my career as an all-around developer—a little requirements elicitation, a little analysis, a lot of coding and recoding, and some test—more than 20 years ago. During these first professional years, I always loved testing most—making my work run on the computer and enjoying the satisfaction of being told, in a factual and precise way, that something was wrong. This enabled me to carry out the correction and then finally enjoy the privilege of knowing that at least this error was a secret between me and the computer.
My experience grew, and my working teams grew. The problems grew. I wasn't always certain I had produced what I was supposed to and that I had tested everything. And sometimes an error would recur!
I got a job in which I was responsible for system and acceptance test in a company making software for the European Space Agency. For the first time in my then 12-year career, I heard the words configuration management. I had no clue as to what it was, but as I spent hours and hours trying to figure it out, discussing it with the person responsible for quality assurance and actually using parts of it in my daily work, I came to understand what a wonderful tool I had.
For the first time, I was able to trace my test cases to the requirements. I was able to tell, at any point, how many requirements I had covered in my test specification and how many were outstanding. I didn't have to encounter the frustration of having made test cases for requirements that weren't going to be implemented. Where I had forgotten the reason for a turn in the work, I was able to find a previous version of my test specification and see why I had changed it. I loved it!
The last seven years, I've worked as a consultant, spending a good deal of my time on testing assignments of many types in many companies. One of the things I've learned from these assignments is that there is often a difference between what a customer asks for and what he really wants, what he needs (what you want to give him), and what you're able to give him.
Test consultants are often presented with a system to test without the right conditions for performing a professional test. The requirements may be in any state from nonexistent to brilliantly documented, with a pronounced bias toward the former. If requirements are present, they are most often not up to date. This is partly a requirement specification problem and partly a configuration management problem.
Testing requires resources in terms of time and people to perform the test. These resources are often all too scarce. This is a project management problem.
When test consultants plan and perform a test, they need to establish an overview not only of what has to be tested but also how the test is progressing, what errors have been found, and what the state of error correction is. These are configuration management issues.
It's tempting for a consultant to try to deliver what the customer really needs. However, this approach has some limitations and drawbacks. The art is to strike the right balance between what's needed and what's feasible. One of the things to keep in mind as a consultant is to keep up the standards but keep it light. So I try to keep up the configuration management standards as I solve the test assignment—hoping my customer will get an idea of what configuration management is and maybe ask for some assistance in that direction too.
Another part of my time is spent assessing software-producing companies using the BOOTSTRAP maturity model and method. Like the related Capability Maturity Model (CMM), this model includes configuration management. As an assessor in more than 40 assessments, I have time and again seen the blank look in people's eyes when I ask how they perform configuration management. The eyes are rarely less blank if I elaborate and ask about tracing between work products, production of error reports, or other detailed configuration management disciplines.
On the other hand, people are more than willing to talk about problems they've experienced due to lack of control over what is being implemented and tested—and when—and lack of control over what errors have occurred and which ones are being corrected and which are not.
Although configuration management is one of the basic disciplines for sound development (in CMM it is a key process area at level 2), many people go through a considerable part of their careers without any idea of what it is and how it can ease their everyday tasks, just as I did. So I keep emphasizing its importance and very often recommend it as one of the first disciplines a company should work on when embarking on structured process improvement.
Creation of This BookIn 1999, the Danish organization Datateknisk Forum, an association of about 70 software-producing companies, asked me to write a book on configuration management. This was the result of a survey among the members as to what topic they needed a book on. Some of the comments and requirements that came back from the survey were
I took on the assignment because in my own experience, configuration management has been of great value, not because I felt I knew much about it theoretically. I know much more now, and I hope I've conveyed some of the understanding, knowledge, and appreciation I've gained during my work on this book. If readers try at least some of the detailed disciplines, I hope they will experience the same enthusiasm about its usefulness that I did.
The book is based on literature as well as experience—and also on attitudes and opinions. It contains a lot of examples, advice, and recommendations that are not to be regarded as The Truth but primarily as the sum of a lot of experience—negative as well as positive.
When I learned that the book was to be published in the Agile Series, I knew little about agile development. But as I studied the values and principles, I found that I had practiced it in parts for years. Agile development is a wonderful idea, and one of the cornerstones of its success is configuration management, so it was a pleasure to be able to contribute to the series with one of my favorite disciplines.
The book may seem a bit heavy to some agilists, but I think it's better to discard some formality and detailed activities deliberately, knowing what one hasn't performed, than to just not perform it out of ignorance. So, agilists and others, read and choose!
Purpose of the BookThis book is not supposed to be a primer in configuration management. It does, however, start with an introduction to fundamental principles, to establish a basic understanding of the concepts used. The main part of the book discusses more advanced issues encountered when configuration management has to be implemented. The overall purpose of the book is twofold:
It's assumed that the reader has some knowledge of other disciplines within software development, such as planning, design, test, and quality assurance.
0321117662P12242002
Most helpful customer reviews
31 of 33 people found the following review helpful.
Useful, practical, consistent and complete
By Elisabeth (M.Sc.E.E., Project Manager)
Super - this book addresses a very real problem in a very pragmatic way, and gives useful and realistic suggestions on how to solve the real world issues. The book defines an intuitively understandable structure for Configuration Management, which really helps de-mystify this very complex subject. It gives a practical understanding of what can be done, how to decide what to do and what not to do - and then it tells you in detail how to do it! The combination of overview and detail, the completeness and consistency of this book makes this book a must for all software practitioners and project managers.
8 of 9 people found the following review helpful.
Complete survey of approaches for all SDLCs
By Mike Tarrani
This book lives up to its title by providing principles and practices. What makes it so special to the CM and SCM community is the thorough treatment of the subject in the large, and the attention the author pays to special needs and issues with respect to viewpoints.
In the large this book is a tutorial on configuration management, and its sub specialties (project- and production-CM, software configuration management with respect to major software development lifecycle and methodology approaches, and product configuration management).
Nothing is overlooked in this book. For example, the detailed discussions of how to align your CM requirements to maturity models and software process improvement methods, and international standards are invaluable to a wide spectrum of readers regardless of whether they are using CMM/CMMI, SPICE, Bootstrap, ISO 9001, US DoD, IEEE or other major standards. This book also offers tailored approaches form implementing CM and SCM for numerous SDLCs ranging from Agile methods to integrated product development to sequential development (and others).
I especially like the way core CM and SCM principles are covered to give a baseline of concepts and practices, then how those are applied to environments. In particular, the metrics, organizational considerations in the form of roles, and processes that can be adapted are invaluable.
This is one of the best books on CM and SCM I have in my library, and one to which I refer when I need a definitive answer to questions related to practices and processes. In addition to this book I also highly recommend visiting CM Crossroads (ASIN B00009P31G), which has a wealth of additional material that any practitioner - regardless of experience level - will find useful.
8 of 9 people found the following review helpful.
Agile comes of age with good CM advice
By Rachel Tozier
Someone finally wrote a CM book that addresses agile development!
While the author gives a complete picture of configuration management for all environments, her chapter on CM for agile development is the missing piece of the agile approach. Some parts of this chapter are easy to implement and others not so easy. This is due to the lack of discipline in many agile groups more than unrealistic advice from the author.
Easy and necessary: supporting the agile principle of welcoming changing requirements, CM gives the team the ability to control configuration using tools and processes in the book. Delivering *working* software frequently requires a robust CM program so the right components are in the build. This also supports the agile principle that working software is the primary measure of progress. There is too many opportunities for error and rework when CM is not used.
Necessary, but not necessarily easy: build projects around motivated people is an agile principle. The problem is too many developers who have embraced agile development think it means getting rid of process. Agile is a process itself, and if you are to deliver working software frequently you need discipline where discipline is needed. CM is one critical area where this holds true. Motivating developers who are sloppy and convincing them that certain processes like CM are essential is the most difficult task to be faced.
I've worked in CMM level 3 shops, and am now managing an Agile team, so I've seen this from both ends. In both shops the key to success was CM. Until this book there was next to nothing written about it, and now that this book is available the agile developer and manager have something to guide them. This book will explain how to implement the process, which is something the CVS book does not do well because it is more about using a tool.
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