B C C M S G
Change,Configuration and Release Management
The only Constant is Change
Ed McMahonChair, CMSGOctober 2001
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 ISEB approved education and
examinations…..
• WHY?
B C C M S G BSI PD0005
Service Management framework
Service Level Management
Availability
& Service
Continuity
Service Reporting
Security
Management
Capacity
Management
Financial
Management
Business RelationshipManagement
SupplierManagement
Release
ManagementIncident Management
Problem Management
Automation
Resolution Processes
ReleaseProcesses
Service Design & Management Processes
RelationshipProcesses
Control Processes
Configuration Management
Change Management
B C C M S G Projects & PRINCE
Organisation
Plans
Controls
StagesManagement of Risk
Quality in aproject environment
Configuration Management
Change Control
Source: OGC’s PRINCE ®methodologyPRINCE is a registered trademark of OGC
B C C M S G
Why?
• Related processes with a direct impact on Quality• Essential disciplines that must be planned for and• Implemented early in the Lifecycle• Provides key information and input to
– Project Management– Testing– Quality Management– Audit and Verification.
B C C M S G
Accomplishing these Objectives?
• Day events and seminars• Running introductory sessions on the
disciplines• Presentations at other SIGS• Introduction of an education syllabus• Linking with ITIL and the ISM Levels.
B C C M S G
Problems and Issues
• Time. Committee work is voluntary• Money. Group is self financing.• Position. Not seen by industry OR• Seen but not recognised as effective.
B C C M S G
What is required? - Discussion point.
• Higher Profile• Semi-dedicated resource from BCS to
support volunteers• Financial support from BCS • A higher profile from BCS itself.• BCS promotion of the SIGS
B C C M S G
What can we do ourselves?
• Make the group more attractive.• Appeal to a wider audience.• Appeal to a Management audience.• Present solutions as well as awareness• Promote ISEB qualifications in recognised
disciplines - Train practitioners• Promote appropriate ISM Level within
organisations.
B C C M S G
Easier to Sell?
• From Configuration Management to• Change, Release and Configuration
Management.• Long and heated arguments: against and for• Esoteric arguments - not commercial.
Name Change
B C C M S G
Education• Proposed Courses and syllabus for two levels
– Essential: Target BCS ISM Level 3 for Change, Configuration & Release Management
• 2 days, 14 hours, 1 hour exam– ISEB Business Systems Development: Certificate in
Change, Configuration & Release Management Essentials
– Intermediate/Practitioners: Target BCS ISM Level 4-5 for Asset & Configuration Management
• 3-4 days, 20 hours, 2 Assignments, 1 hour exam– ISEB Certificate in Change, Configuration & Release
Management Intermediate/Practitioners
B C C M S G
BS 15000
Standard
PD0005
ITIL
In-house proceduresSolutions
Process Definition
Manager’s Overview
Achieve this
Capability & Capability & MaturityMaturity
ConformanceConformance
Assessments :Assessments :
ITIL Best Practice & Standards Links
Management Awareness
B C C M S G
Structure, Relationships and Content
Change, Configuration and Release Management
B C C M S G
ITIL Version 2 Service Support
Change Mgt.- assesses &
authorises change
Configuration Mgt.-identifies impact &
updates records
Release Mgt.-controls release of
software & hardware to implement the change
Incident Mgt.-logs & resolves incidents
Problem Mgt.-identifies root cause & minimises effect
The Service Desk
B C C M S G
Change Management - Activities
ChangeManagement
Review all implemented
changes
Oversee changebuilding, testing
andimplementation
Approve & schedule changes
ManageRequests For Change
B C C M S G
Software CIto be changed
RelatedOperating CI
InitialChange Request
RelatedHardware CI
RelatedTraining CI
Configuration Management
CMDB
CombinedChange Request
RFCs & Configuration Management
Assess Impact & Proposal
Implement
Approve
Manage, monitor,
report,chase,RFCs
Post Impl.Review Audit CIs
Update CIs
Release CIs
Assess Impact
Raise RFCCMDB
Identify CIs
CMDB
Close RFC
Change Procedure
B C C M S G
Configuration Management Objectives
• Enabling control by monitoring and maintaining information on:– Resources and configurations needed to deliver projects,
systems and services– Configuration Item (CI) status and history– CI relationships
• Providing information on the infrastructure for all other processes & Programme/IT/IS Management
B C C M S G
ConfigurationManagement
StatusAccounting
Verification & Audit
Identification &Naming
Control
Managementinformation
Configuration Management - activities
Need to be planned!
B C C M S G
Configuration Control
Configuration Control is responsible for the way in which we put our projects and systems together. It allows us to assign and associate a series of selected elements to form a Release Unit or Release Package (i.e. Set)
Pre-grouped elements formed into identifiable packages are what we move through the life cycle.
B C C M S G
Configuration Control Procedures
– Check-out/Check-in– Impact Analysis– Versioning– Move/Copy/Build– Baselining - packages, systems & environments– Environment Restore– System/Package/Change Backout/restore– Security
Depend on Configuration Item Type:
B C C M S G
Build
• Inputs must be from controlled library or repository• Identify environment, inputs, outputs and build tools• Identify dependencies to permit rebuilding later on &
order!
Build Tools &Clean Environment
BuiltEnvironment
OUTIN
B C C M S G
Configuration ManagementCategories include
– Programmes/Projects– Services – Systems– Hardware– Software– Documentation– Environment– People– Data
Items you want to control are called Configuration Items (CIs)
Data about all the CIs are held in the Configuration Management System or Database (CMDB)
B C C M S G
Configuration Item (CI)A Configuration Item• Is needed to deliver a
system/product/service• Is uniquely identifiable• Is subject to change• Can be managed
A Configuration Item• Belongs to a CI category
• Has relationships • Has descriptive attributes• Changes status over time
B C C M S G
Configuration Item (CI) Attributes
Ownattributes
Location
Description
Supplier
Owner
Version
Name
Status
Size/Capacity
Category
CInumber
Euro
SupportGroup
Security
B C C M S G
PC
CIs - scope and detail
DETAIL
DETAIL
SCOPESCOPE
Software Documen-
tation
SLAW.P.DBMS E-mail
Bundleds/w
Networkprinter
VDU Keyboard
Localprinter
CPU
Hardware People
resourcesEnviron-
ment
No breakpower
Service
B C C M S G
Web World - What to Control?
ASP
Flash
VRML
XML
Cascading Style Sheets
CGI
Java JavaScript
Perl
Design
Layout
Navigation
Images
Multimedia
Graphics
Tools
Formats
Icons
Software
Browsers
Servers
Editors
Plugins Open Source
Domains
Security
UNIX
Databases
Protocols
Tutorials
HTML Tag List
URL
Virtual Library
HTML4
DHTML
SMIL
B C C M S G
Role of Status Accounting
I’m doing a release,take the baselinesfor me please.
OK, I’ll Getthe pictures
What have weConfigured?
RecordedBaselines
B C C M S G
App. Server‘As Built’
NT Server‘As Built’
Desktop ‘As Built’
Appl. Server‘Live’
NT Server‘Live’
Desktop ‘Live’
‘As Built’ Baseline Records Live Infrastructure
Audit Tools & Scripts
Perform audit• Log exceptions• Notify exceptions• Investigate exceptions• Follow up & resolve
Configuration Audit
B C C M S G RFC - Scope and Contents
CIs
Hardware
SLA
Software
etc..
Environment
Documentation
ChangeSponsor & Originator
Justification
ChangeAdvisory Board(if appropriate)
Serviceimpact
What, Why, When
etc.. CategoryPriority
ResourceEstimates
Change Request(RFC)
B C C M S G
Change Management Process
RFC
RefusalPreparation
Build
Test
Implementation
CategorisePrioritiseAuthorise
Plan
ApproveRelease
Review
ManageImplement
Refusal
CAB
Backout
B C C M S G
ITIL Version 2 Release Management
Release Policy
Release Planning
Design,develop, build, configure release
Fit for Purpose Testing &Release Acceptance
Roll-outPlanning
Comms.,Preparation & Training
Distribution & Installation
Configuration Management Database and Definitive Software Library
Development Environment
Controlled Test Environment
Live Environment
B C C M S G
Release Management Objectives
• Deliver systems that are correctly configured and built first time e.g. 99% of target
• Repeatable, consistent process that is cost effective, responsive and flexible
• Everyone knows what is happening & when• Accurate updates are fed back to configuration
management• Can do OFTEN & QUICKLY!• Maintain quality
B C C M S G Platform & Cultural Challenges
Release management
Mainframes
Client/server
B2BSystems
Personalcomputers
Internet
Laptops
NetworkComputer
Mobiles
Compact Disks
Balancing control of corporate, regulated systems with end user flexibility across platforms
B C C M S G
Release Policy
Releasepolicy
4. Releaseunit - full/delta
5. Releasenumbering
6. Releasefrequency
7. Emergencychange
1. Roles & Responsibilities
2. Levels of Authority
3. Identification & Packaging
8. Business critical times & risks
B C C M S G
Release Management Best Practices
• Designer/developer should design for change, configuration & release management
• Release management should offer advice & info. – Standards, identification, tools, techniques– Release, build and back-out procedures– Re-use of standard procedures & CIs from CM system– Automate installation routines if sensible– Automated one-off jobs need equivalent back-out routines – Design software distribution so that the integrity of software is
OK during handling, packaging, delivery & AUTOMATE!
B C C M S G
Release & Roll-Out
Build New Release
Distribute release
Definitive Software Library
CM SystemRelease
Record
Test New Release
CI records
B C C M S G
Release Planning - Why?
• What is to be released and to where?
• Who is responsible for what?• How it will be done?• How do we know it has worked?
B C C M S G
Release Planning
• Release contents & schedule• Roll-out planning
– Phasing over time and by geographical location, business unit and customers
– Site surveys/audits – Obtaining quotes for new hardware, software or
installation services• Quality plan • Back-out plans• Acceptance criteria
B C C M S G
What Does It Mean?
Part 3 - Making it Work.
B C C M S G
The Brave New World
• No central computer, no single network• A changing environment where anyone can
publish information or read it• Information is on any server• And we need to be able to trust our business
partners, suppliers, and customers engaging in e-commerce!
B C C M S G
WWW By 2003• More than 500 million users• Dominant growth in Europe where 60% of Web users
will live & work• No. of devices will be more than 700 million• B2B will be 90% of all internet traffic & B2B e-
commerce may be $7 trillion • Related IT services opportunity is estimated at just
under $1 trillion
B2B value chain
B C C M S G
World-wide prototype to B2B
• Support more data, applications , processes across enterprises
• Separate information and services (logical) from infrastructure (physical)
• Use remote services (internal & external)• Re-engineered IT infrastructure for maximum cost-
effectiveness and reliability
DEV TEST LIVE
B C C M S G
• Short Lead Time to Market– Fast & clear decision making and risk analysis
• Ever More Complex Technical Systems– Need to manage variants and dependencies
– Needs clear ownership through the lifecycle
• High demand for Deliverables from Organisation and Staff– Need to know ‘true’ status
Business Programme Challenges
B C C M S G
Start with Change Management• Keep It Sufficiently Simple
– Appoint Change Manager– Document Scope– Establish Communications
• Base it upon– Business Continuity– Necessity but Risk of Change
• Ignore Content for now• Appoint a Change Manager
B C C M S G
Appoint Change Manager• Use BCS Industry Structure Model
– Senior appointment– Business AND IT knowledge– Expert Communicator– Programme and Project knowledge– Service Management knowledge– Risk Management experience– People person– Process Person - Process is everything
B C C M S G Change Manager
QualityParameters &
Key PerformanceIndicators
- Defines scope and process- Operates process - Manages data and records- Interface & communicator- Sets targets & measures- Reduce Incidents - Manage risk of change- Process reviews - Efficiency & effectiveness reviews- Manages improvement cycle- Evolve sub-processes- Measure change & effect
- Establish interfaces/ links with all areas, projects, programmes, service & support- Identify Interface Impacts for Business Impact
Process Manager Manage Change and Risk
Change ManagerChange Administrator
ChangeManager & Team
(& all staff)
B C C M S G
Possible Problems
• Systems overload easily• Circumvention of procedures • Excessive over-ruling for strategic expedience• Suppliers• Over-zealousness can lead to analysis-paralysis• Unclear responsibilities and definitions
B C C M S G
Possible Problems• Establishing depth and breadth• Interfaces to other systems where CI information is
stored• Data collection and maintenance of accuracy• Roles and responsibilities in distributed, client/server
environments• Establishing owners for CIs• Over-ambitious schedules and scope• Management commitment to importance of
Configuration Management as a foundation block
B C C M S G
Potential Benefits
• Increased productivity of customers and IT staff• Less adverse impact of changes on services• Ability to absorb a higher level of error-free change helps speed to
market & quality of service• Better up-front assessment of the cost and business impact of
proposed changes• Reduction in the number of disruptive changes• Reduction in the number of failed changes• Valuable management information
B C C M S G
Potential Benefits
• Improves asset management• Reduces risks from changes• Leads to more effective user support• Improves security against malicious changes• Facilitates compliance with legal obligations• Supports budget process• Facilitates service level management, better planning & design• Improves capability to identify, improve, inspect, deliver,
operate, repair & upgrade• Provides accurate information & configuration history• Increased Quality• Facilitates Learning and Knowledge based organisations
B C C M S G
How - Define the Method & Process
Change & Release Management throughout the life cycle
Requirements
Systemdesign
Component design and build
Unit Test
Large System Testing
BusinessAcceptanceTesting
Validation
Rework
TestConditions
& Cases
TestExecution
Verification Activities- Release Package & Signoff- Configuration Audit- Change Management Audit- Test and Quality Audit
Lifecycle Checkpoint
The V-Model Method & Process
B C C M S G
Analyse Current
• What Processes are currently specified and used?• What Tools are in place?• How many production and development problems are
caused by change and release issues?• What are the costs associated with the above?• How much time is spent waiting/wasted?
B C C M S G
Analyse Current
• Identify where current practices would need to change
• Specify roles & responsibilities• Identify training requirements; tools and process• Create a Cost Benefit Analysis Model• Identify likely tools and general costs• Identify pilot project/release and implementation
milestones
B C C M S G
A Learning Organisation
• That can work practically with the Process• Can deliver fast but with quality• Can deliver fast but with control
– Protecting the assets of the future
• Learns and reuses from the past• Identifies Risks & Prioritises Change
B C C M S G
Organisation
Business RiskManagement
DevelopmentManagement
Quality & VerificationManagement
Risk & Issues DB
Business Priority,Commercial &Technical Analysisof Change.
RequirementsCatalogue
Design Products
Build Products
ImplementationProducts
Test Management
Change Management
Release ManagementConfiguration Management
AuditManagement
Project ManagementAims, Objectives, Financial, Quality, Principles & Policies
B C C M S G Remember Quality
e.g. EFQM Business Excellence Model
Leadership10%
PeopleManagement
9%
Policy &Strategy
8%
Partnership & Resources
9%
PeopleSatisfaction
9%
CustomerSatisfaction
20%
Impact onSociety
6%
Processes14%
BusinessResults
15%
Innovation and Learning
Enablers 50% Results 50%
B C C M S G
To be successful ……
Processes
PeopleTechnology
Invest in processes + people + tools
Avoid bureacracy