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How do you cope with Change?
Relationship between Change & Configuration ManagementBCS Bristol 21st November 2007
John Metcalfe – Mentor IT Ltd. / BCS-CMSG
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BCS CMSG
Configuration Management Specialist Group: A forum for developing and promoting Configuration Management, as a
discrete management process. The Group facilitates the free and open exchange of CCRM ideas,
experience and best practice at regular workshops and special events. Aims & Objectives Includes:
CCRM professional development scheme and influencing training and education within the field to achieve professional standards;
Influence the production and content of National, European and International Standards related to Configuration, Change and Release Management;
Promote the benefit of Configuration, Change and Release Management within the industry at large;
Guide the makers of software tools to support the work of Configuration, Change and Release Management.
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Approach
What do you expect? Set the Scope
Simulation of Change
The CCRM Thing Meeting your expectations?
Q&A
References
Remember 5th December
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What Do You Expect?
What are you involved in? projects change configurations other…..
Why are you here?Did you bring any …. questions? preconceived views about configuration
management?
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Let’s Play!
Simulation of Change I am the business user you are my outsourced IS departments you maintain my systems
You have to implement 3 changes
You have 15 minutes
Remember Change is constant
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Change Request 1
QA Manager has identified that large coding blocks increase risk. Change the 8 peg yellow blocks with 4 peg
yellow blocks
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Change Request 2
Legacy code replacement Replace just the white areas above the yellow
blocks with yellow blocks
OS Functionality update Replace the green 4 peg strip with a red 4 peg
strip
GUI Update Replace the red 4 peg strip with a green 4 peg
strip
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Change Request 3
Middleware update Replace the two 4 peg white blocks with
matching blue blocks
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Emergency Change EF001
Major loss of business of business service Backout the legacy code change.
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Change ManagementWe can manage change Process – most organisations have
defined input – requirement defined deliverables – changed system Series of known steps to covert input to deliverables Appropriate levels of reviews, and tests
But what about those “items” we were changing? Do we know the impact of changing one or more items How do we build the new solution?
which versions of other (unchanged) items are needed? How do we put the new solution into the live environment
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Managing the “items”Configuration Management Defines the what
calls them Configuration Items Ensures correct labelling & versioning
Defines the relationships Logical hierarchical structure Manages concurrency, branching, merging.
Keeps them safe In a secure library
Protects the library integrity Authorised access Updated / replaced by certified CIs Audits the library and associated processes
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Managing the Implementation
Release Management Has own environment for testing the build process Only accepts certified items Knows the configuration of environments
(i.e. what did we put where?) Test and executes the implementation of new solutions
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Configuration Items
Why are they important? cost money contain intellectual value may belong to a 3rd Party
Licenses?
If it breaks…………? potential loss of business capability demands maintenance
CIs are ASSETS
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Configuration Items
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Configuration Items
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Managed CIs = Good Service
=++
++
+
+
+
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Defining Business ServicesFunctionality Tasks to be performed by one more business
users (e.g. sales order processing)
Maintenance & Support Tools Processes Rate of change 3rd Party?
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Defining Business Services (2)
Availability (24x7x365?)ContinuitySecurity Security policies Standards of Use
Technology Technology policies, infrastructure dependencies
Monitoring Performance of constituent CIs Service Level Agreements Operational Level Agreements
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Putting IT in the business contextITIL® V3
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Service Lifecycle Stages
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Service Lifecycle Feedbacks
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Service Model
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Scope of Service Transition
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Change Mgt & Config. Mgt
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Config. Mgt System
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Leveraging the CMDB
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Service Knowledge Mgt System
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CCRM Across Standards
A very common theme
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Initial Comparisons
CCRM ActivitiesITIL® V3 (Service
Transition)
ISO20000-2 IT Service
Management
ISO 19770 - Softwar Asset Management
ISO 12207 IT Sofware Life
Cycle ProcessesSECMM
CMMI® for Development
v1.2COBIT® v4
CM Planning 4.3.5.2 9.1.1 6.2.1 BP.09.01 DS9CI Identification 4.3.5.3 9.1.2 4.4.1.a 6.2.2 BP.09.02 SP1.1 AI3; DS9Control 4.3.5.4 9.1.3 4.4.4; 4.7.2 6.2.3 BP.09.04 SP1.2; SP2.1 AI6, Status Accounting 4.3.5.5 9.1.4 4.4.3 6.2.4 BP.09.05 SP3.1 DS9Audit 4.3.5.6 9.1.5 4.4.4; 4.5; 6.2.5 SP3.2 DS9CMDB 4.3.4.3 9.1.4 4.4.3 6.2.4 BP.09.03 SP1.2, SP3.1 DS9Rel Mgt 4.4 10 4.7.5; 4.7.6 6.2.6 AI7;Process 4 9 4.3.2.b.5 SP1: SP2; SP3 DS9Repository 4.3.4.3 9.1.2 4.4.3 6.2.6 SP1.2; GP2.6 DS9
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Remember Dec 5th
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Thank you!
Any Questions?
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References
www.bcs-cmsg.org.uk
www.iso.org
www.itsmf.com
www.sei.cmu.edu/cmmi
www.itil-officialsite.com
www.ogc.gov.uk
John Metcalfe
Mentor IT Ltd.
24, Woodcroft Rd
St Annes
Bristol
BS4 4QW
+44 (0) 1173005612
+44 (0) 7971 817 651
www.mentor-it.ltd.uk