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B C C M S G
Change,Configuration and ReleaseManagement
The only Constant is Change
Ed McMahon
Chair, CMSGOctober 2001
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B C C M S G
CMSG: Aims and Objectives
• To be the voice of CM in the UK
• To promote the disciplines of Change,
Configuration and Release Management• To actively pursue the establishment of
standards
• To introduce IS! approved education and
e"aminations#$$
• %&'(
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B C C M S G S! "#$$$%
Service Management frame&or'
Service (evel Management
Availability
) ServiceContinuity
Service Re*orting
Security
Management
Ca*acity
Management
+inancialManagement
usiness
Relationshi*Management
Su**lier Management
Release
Management!ncident Management
"roblem Management
Automation
Resolution Processes
Release
Processes
Service Design Manage!ent Processes
Relationshi"
Processes
Control ProcessesConfiguration Management
Change Management
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B C C M S G "rojects ) "R!C-
Organisation
"lans
Controls
StagesManagement
of Ris'
.uality in a
*roject
environment
ConfigurationManagement
Change
Control
Source:
OGC/s "R!C- 0
methodology
"R!C- is a registered
trademar' of OGC
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B C C M S G
1hy2
• Related processes )ith a direct impact on *uality• ssential disciplines that must be planned for and• Implemented early in the +ifecycle
• rovides -ey information and input to . ro/ect Management . Testing . *uality Management . 0udit and 1erification$
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B C C M S G
Accom*lishing these Objectives2
• 2ay events and seminars
• Running introductory sessions on the
disciplines• resentations at other SI3S
• Introduction of an education syllabus
• +in-ing )ith ITI+ and the ISM +evels$
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B C C M S G
"roblems and !ssues
• Time$ Committee )or- is voluntary
• Money$ 3roup is self financing$
• osition$ 4ot seen by industry 5R• Seen but not recognised as effective$
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B C C M S G
1hat is re3uired2 4 #iscussion
*oint5• &igher rofile
• Semi6dedicated resource from !CS to
support volunteers• 7inancial support from !CS
• 0 higher profile from !CS itself$
• !CS promotion of the SI3S
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B C C M S G
1hat can &e do ourselves2
• Ma-e the group more attractive$
• 0ppeal to a )ider audience$
• 0ppeal to a Management audience$• resent solutions as )ell as a)areness
• romote IS! 8ualifications in recognised
disciplines 6 Train practitioners• romote appropriate ISM +evel )ithin
organisations$
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B C C M S G
-asier to Sell2
• 7rom Configuration Management to
• Change, Release and ConfigurationManagement$
• +ong and heated arguments9 against and for
• soteric arguments 6 not commercial$
#a!e Change
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B C C M S G
-ducation
• roposed Courses and syllabus for t)o levels . ssential9 Target !CS ISM +evel : for Change, Configuration ;
Release Management
• < days, => hours, = hour e"am
. IS! !usiness Systems 2evelopment9 Certificate inChange, Configuration ; Release Management ssentials
. Intermediate?ractitioners9 Target !CS ISM +evel >6@ for 0sset ; Configuration Management
• :6> days,
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B C C M S G
S 6%$$$
Standard
"#$$$%
!T!(
!n4house *roceduresSolutions
rocess2efinition
ManagerBs5vervie)
0chieve this
Ca*ability )Ca*ability )
MaturityMaturity
ConformanceConformance
Assessments :Assessments :
$%$& Best Practice Standards &in's
Management A&areness
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B C C M S G
Structure, Relationshi*s and
Content
Change, Configuration and ReleaseManagement
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B C C M S G
!T!( 7ersion 8 Service Su**ort
Change Mgt$6 assesses ;
authorises change
Configuration Mgt$6identifies impact ;
updates records
Release Mgt$6controls release of
soft)are ; hard)are to implement the change
Incident Mgt$6logs ; resolves incidents
roblem Mgt$6identifies root cause ; minimises effect
The Service 2es-
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B C C M S G
Change Management 4 Activities
Change
Management
Revie& all
im*lemented
changes
Oversee change
building, testing
and
im*lementation
A**rove ) schedule
changes
Manage
Re3uests +or Change
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B C C M S G
Soft)are CI
to be changed
Related5perating CI
!nitialChange Re3uest
Related&ard)are CI
Related
Training CI
Configuration Management
C
M#
Combined
Change Re3uest
R+Cs ) Configuration Management
Assess !m*act ) "ro*osal
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!m*lement
A**rove
Manage,
monitor,
re*ort,chase,
R+Cs
"ost !m*l5
Revie& Audit C!s
9*date C!s
Release C!s
Assess
!m*act
Raise R+C CM#
!dentify C!s
CM#
Close R+C
Change "rocedure
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B C C M S G
Configuration Management Objectives
• nabling control by monitoring and maintaininginformation on9 . Resources and configurations needed to deliver pro/ects,
systems and services . Configuration Item CID status and history
. CI relationships
• roviding information on the infrastructure for all
other processes ; rogramme?IT?IS Management
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B C C M S G
Configuration
Management
Status
Accounting
Verification &
Audit
Identification &
Naming
Control
Management
information
Configuration Management 4activities
4eed to be plannedE
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B C C M S G
Configuration Control "rocedures
. Chec-6out?Chec-6in
. Impact 0nalysis
. 1ersioning . Move?Copy?!uild
. !aselining 6 pac-ages, systems ; environments
. nvironment Restore
. System?ac-age?Change !ac-out?restore . Security
2epend on Configuration Item Type9
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B C C M S G
uild
• Inputs must be from controlled library or repository
• Identify environment, inputs, outputs and build tools
• Identify dependencies to permit rebuilding later on ;orderE
uild Tools )
Clean -nvironment
uilt
-nvironment
O9T!
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B C C M S G
Configuration ManagementCategories include
. rogrammes?ro/ects
. Services
. Systems
. &ard)are
. Soft)are
. 2ocumentation . nvironment
. eople
. 2ata
Items you )ant to control are called Configuration Items CIsD
2ata about all the CIs are held in the ConfigurationManagement System or 2atabase CM2!D
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B C C M S G
Configuration !tem C!;
0 Configuration Item• Is needed to deliver asystem?product?service
• Is uni8uely identifiable
• Is sub/ect to change
• Can be managed
0 Configuration Item• !elongs to a CI category• &as relationships
• &as descriptive attributes
• Changes status over time
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B C C M S G
Configuration !tem C!; Attributes
Own
attributes
(ocation
#escri*tion
Su**lier
O&ner
7ersion
ame
Status
Si
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B C C M S G
PC
C!s 4 sco*e and detail
D E
T
A
I L
D E
T
A
I
L
SCOPE SCOPE
Soft&are#ocumen4
tation
SLAW.P. DBMS E-mail
Bundled
s/w
Networ
!rinter
"D# $e%board
Lo&al
!rinter
CP#
>ard&are"eo*le
resources-nviron4
ment
No brea
!ower
Service
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B C C M S G
1eb 1orld 4 1hat to Control2
0S
7lash
1RM+
FM+
CascadingStyle Sheets
C3I
Gava GavaScript erl
2esign
+ayout
4avigation
Images
Multimedia
3raphics
Tools
7ormats
Icons
Soft)are
!ro)sers
Servers
ditors
lugins
5pen Source
2omains
Security
U4IF
2atabases
rotocols
Tutorials
&TM+ Tag +ist
UR+
1irtual +ibrary
&TM+>
2&TM+
SMI+
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B C C M S G
Role of Status Accounting
$(! doing a release,
ta'e the baselines
)or !e "lease*O+, $(ll Get
the "ictures
hat have -e
Con)igured.
Recorded
Baselines
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B C C M S G
A**5 Server
?As uilt/
T Server
?As uilt/
#es'to*
?As uilt/
A**l5 Server
?(ive/
T Server
?(ive/
#es'to*
?(ive/
?As uilt/ aseline Records (ive !nfrastructure
Audit Tools )
Scri*ts
"erform audit• (og e@ce*tions• otify e@ce*tions• !nvestigate e@ce*tions• +ollo& u* ) resolve
Configuration Audit
B
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B C C M S G R+C 4 Sco*e and Contents
C!s
>ard&are
S(A
Soft&are
etc55
-nvironment
#ocumentation
ChangeS*onsor )Originator
ustification
ChangeAdvisory oardif a**ro*riate;
Serviceim*act
1hat, 1hy, 1hen
etc55 Category"riority
Resource-stimates
Change
Re3uest
R+C;
B
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B C C M S G
Change Management "rocess
R+C
Refusalreparation
!uild
Test
Implementation
Categoriserioritise
0uthorise
lan
0pproveRelease
Revie)
Manage!m*lement
Refusal
CA
ac'out
B
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B C C M S G
!T!( 7ersion 8 Release Management
Release
"olicy
Release
"lanning
#esign,develo*,
build,
configure
release
+it for"ur*ose
Testing )
Release
Acce*tance
Roll4out
"lanning
Comms5,
"re*aration
) Training
#istribution
)
!nstallation
Configuration Management 2atabaseand 2efinitive Soft)are +ibrary
#evelo*ment-nvironment
Controlled Test-nvironment
(ive-nvironment
B
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B C C M S G
Release Management Objectives
• 2eliver systems that are correctly configured andbuilt first time e$g$ HH of target
• Repeatable, consistent process that is cost effective,responsive and fle"ible
• veryone -no)s )hat is happening ; )hen
• 0ccurate updates are fed bac- to configurationmanagement
• Can do 57T4 ; *UICK+'E
• Maintain 8uality
B
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B C C M S G "latform ) Cultural Challenges
(elease
mana)ement
Mainframes
Client=server
8Systems
"ersonal
com*uters
!nternet
(a*to*s
et&or'
Com*uter
Mobiles
Com*act #is's
!alancing control of corporate, regulated systems )ith enduser fle"ibility across platforms
B
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B C C M S G
Release "olicy
(elease
!oli&%
B5 Releaseunit 4 full=delta
%5 Release
numbering
5 Release
fre3uency
D5 -mergency
change
65 Roles )
Res*onsibilities
85 (evels of
Authority
E5 !dentification
) "ac'aging
F5 usiness critical
times ) ris's
B
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B C C M S G
Release Management est "ractices
• 2esigner?developer should design for change, configuration ;release management
• Release management should offer advice ; info$
. Standards, identification, tools, techni8ues . Release, build and bac-6out procedures . Re6use of standard procedures ; CIs from CM system . 0utomate installation routines if sensible . 0utomated one6off /obs need e8uivalent bac-6out routines
. 2esign soft)are distribution so that the integrity of soft)are is5K during handling, pac-aging, delivery ; 0UT5M0TE
B
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B C C M S G
Release ) Roll4Out
uild e&
Release
#istribute
release
#efinitive Soft&are(ibrary
CM
SystemReleaseRecord
Test e&
Release
C! records
B
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B C C M S G
Release "lanning 4 1hy2
• %hat is to be released and to)here(
• %ho is responsible for )hat(
• &o) it )ill be done(• &o) do )e -no) it has )or-ed(
B
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B C C M S G
Release "lanning
• Release contents ; schedule• Roll6out planning
. hasing over time and by geographical location,business unit and customers
. Site surveys?audits . 5btaining 8uotes for ne) hard)are, soft)are or
installation services
• *uality plan• !ac-6out plans• 0cceptance criteria
B
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B C C M S G
1hat #oes !t Mean2
Part 3 - Making it Work.
B
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B C C M S G
The rave e& 1orld
• 4o central computer, no single net)or-• 0 changing environment )here anyone can
publish information or read it• Information is on any server • 0nd )e need to be able to trust our business
partners, suppliers, and customers engagingin e6commerceE
B
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B C C M S G
111 y 8$$E
• More than @AA million users• 2ominant gro)th in urope )here JA of %eb users
)ill live ; )or-• 4o$ of devices )ill be more than AA million
• !
under L= trillion
8 value chain
B
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B C C M S G
1orld4&ide *rototy*e to 8
• Support more data, applications , processes acrossenterprises
• Separate information and services logicalD frominfrastructure physicalD
• Use remote services internal ; e"ternalD
• Re6engineered IT infrastructure for ma"imum cost6
effectiveness and reliability
#-7 T-ST (!7-
B
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B C C M S G
• Short +ead Time to Mar-et . 7ast ; clear decision ma-ing and ris- analysis
• ver More Comple" Technical Systems
. 4eed to manage variants and dependencies
. 4eeds clear o)nership through the lifecycle
• &igh demand for 2eliverables from 5rganisation and
Staff . 4eed to -no) trueB status
usiness "rogramme Challenges
B
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B C C M S G
Start &ith Change Management
• Keep It Sufficiently Simple . 0ppoint Change Manager
. 2ocument Scope
. stablish Communications
• !ase it upon . !usiness Continuity
. 4ecessity but Ris- of Change
• Ignore Content for no)• 0ppoint a Change Manager
B
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B C C M S G
A**oint Change Manager
• Use !CS Industry Structure Model . Senior appointment
. !usiness 042 IT -no)ledge
. "pert Communicator
. rogramme and ro/ect -no)ledge
. Service Management -no)ledge
. Ris- Management e"perience
. eople person . rocess erson 6 rocess is everything
B
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C C M S G Change Manager
.uality
"arameters )
ey "erformance
!ndicators
- 2efines scope and process6 5perates process6 Manages data and records6 Interface ; communicator 6 Sets targets ; measures
6 Reduce Incidents6 Manage ris- of change6 rocess revie)s6 fficiency ; effectivenessrevie)s
6 Manages improvement cycle6 volve sub6processes6 Measure change ; effect
6 stablish interfaces? lin-s )ithall areas, pro/ects, programmes,
service ; support6 Identify Interface Impacts for
!usiness Impact
Process Manager Manage Change andRisk
Change Manager
Change Administrator
Change
Manager & Team
(& all staff)
B
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C C M S G
"ossible "roblems
• Systems overload easily
• Circumvention of procedures
• "cessive over6ruling for strategic e"pedience
• Suppliers• 5ver6Nealousness can lead to analysis6paralysis
• Unclear responsibilities and definitions
B
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C C M S G
"ossible "roblems
• stablishing depth and breadth• Interfaces to other systems )here CI information is
stored
• 2ata collection and maintenance of accuracy
• Roles and responsibilities in distributed, client?serverenvironments
• stablishing o)ners for CIs
• 5ver6ambitious schedules and scope
• Management commitment to importance ofConfiguration Management as a foundation bloc-
B
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C C M S G
"otential enefits
• Increased productivity of customers and IT staff
• +ess adverse impact of changes on services
• 0bility to absorb a higher level of error6free change helps speed tomar-et ; 8uality of service
• !etter up6front assessment of the cost and business impact ofproposed changes
• Reduction in the number of disruptive changes
• Reduction in the number of failed changes
• 1aluable management information
B
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C C M S G
"otential enefits
• Improves asset management
• Reduces ris-s from changes
• +eads to more effective user support
• Improves security against malicious changes
• 7acilitates compliance )ith legal obligations• Supports budget process
• 7acilitates service level management, better planning ; design
• Improves capability to identify, improve, inspect, deliver,operate, repair ; upgrade
• rovides accurate information ; configuration history• Increased *uality
• 7acilitates +earning and Kno)ledge based organisations
B
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C C M S G
&o) 6 2efine the Method ; rocess
Change ; Release Management throughout the life cycle
Re/uire!ents
Sste!
design
Co!"onent
design and buildnit %est
&arge Sste!
%esting
Business
cce"tance
%esting
Validation
Rework
%est
Conditions
Cases
Test
Execution
3eri)ication ctivities
- Release Package & Signoff
- Configuration udit
- C!ange Manage"ent
udit
- Test and #ualit$
udit
&i)eccle Chec'"oint
T!e V-Model Met!od
& Process
B
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C C M S G
Analyse Current
• %hat rocesses are currently specified and used(
• %hat Tools are in place(
• &o) many production and development problems arecaused by change and release issues(
• %hat are the costs associated )ith the above(
• &o) much time is spent )aiting?)asted(
BC
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C C M S G
Analyse Current
• Identify )here current practices )ould need tochange
• Specify roles ; responsibilities
• Identify training re8uirementsO tools and process
• Create a Cost !enefit 0nalysis Model
• Identify li-ely tools and general costs
• Identify pilot pro/ect?release and implementationmilestones
BC
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C C M S G
0 +earning 5rganisation
• That can )or- practically )ith the rocess
• Can deliver fast but )ith 8uality
• Can deliver fast but )ith control . rotecting the assets of the future
• +earns and reuses from the past
• Identifies Ris-s ; rioritises Change
BC
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C C M S G
5rganisation
Business Ris'
Manage!ent
Develo"!ent
Manage!ent
4ualit 3eri)ication
Manage!ent
Risk & %ssues '
'usiness Priorit$(
Co""ercial &
Tec!nical nal$sisof C!ange.
Re)uire"ents
Catalogue
esign Products
'uild Products
%"*le"entation
Products
Test Manage"ent
C!ange Manage"ent
Release Manage"ent
Configuration Manage"ent
uditManage"ent
Pro5ect Manage!enti"s( +,ecties( /inancial( #ualit$( Princi*les & Policies
BC
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C C M S G
Remember .ualitye5g5 -+.M usiness -@cellence Model
(eadershi*
6$H
"eo*le
Management
IH
"olicy )
Strategy
FH
"artnershi*
) ResourcesIH
"eo*le
Satisfaction
IH
Customer
Satisfaction
8$H
!m*act on
SocietyH
"rocesses
6BH
usiness
Results
6%H
!nnovation and (earning
-nablers %$H Results %$H
BC
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C C M S G
To be successful JJ
"rocesses
"eo*leTechnology
!nvest in *rocesses
K *eo*le K tools
Avoid bureacracy