What’s New in CM?
It is impossible for two people to have an intelligent discussion about CM until both have been bitten enough times to figure out what it is that is biting them and conversely, what is not biting them.
CM is an invisible force. When it works, no one knows it is there. When it does not work, intervention resources run rampant. Few know why. Those in the trenches know what the monster looks like. Those who need to be able to recognize it, do not.
Those who have the greatest appreciation for CM are those who have taken their turn in the trenches. That is where the "rubber meets the road." It is where the problems land when CM is not working.
Ability to recognize poor CM does not come with a promotion or a new job title. It is a disease for which no flu shot is as good as time in the trenches.
Too many business decisions are being made by people who cannot see the monster. They do not understand the business needs or what it takes to kill the monster that is unleashed by poor CM.
Management is learning that intervention resources run rampant when CM is poor. More and more are beginning to say "maybe we need CM." Although they may not know what it is or why they need it, it is an opening. At least they are looking our way. First; What Is It?
You already know that, at one time or another, your neighbor or any other acquaintance is going to ask, "what do you do? You also know what they will ask if you answer, "I do configuration management." Yes, they will ask, "what is that?"
Documentation And Change Control
And then you try to explain CM in terms that they will understand. "Well, it deals with how an organization knows what the configuration of their product is; what it is now, what it was before it changed, and what it will be after the next change."
That is likely to earn you one of those "gimme a break" looks that you get from your kids.
So you try again. "Well, it really deals with how an organization defines and documents their products and processes and how they manage changes as those products and processes evolve." With that, they are likely to change the subject.
Each organization has their own way of doing CM. Some organizations consolidate all elements of CM under the leadership of a single individual. Others have not discovered the need for such consolidation and those elements remain fragmented as independent functions.
It becomes rather obvious as to why individuals within the same organization can have difficulty discussing CM. It is also obvious as to why discussions about CM with customers and/or suppliers can be even more difficult.
Institute of Configuration Management Scottsdale, AZ 85261-5656 Tel: (480) 998-8600 Fax: (480) 998-8923 Email: info@icmhq.com