CM Process for SSC Pacific by azw20493

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									PR-CM-03 V1.0             Configuration Management Process for SSC Pacific                             5/19/10


Process Owner: SSC Pacific 5.0 Competency
Purpose: This process defines the method used within Space and Naval Warfare Systems Center
(SSC) Pacific for providing Configuration Management (CM) of systems and/or software engineering
efforts. CM establishes and maintains the integrity of the work products of a project throughout the project
life cycle using identification, control, configuration status accounting, and configuration audits.
Scope: This process provides CM guidance to systems or software engineering projects and those that
provide technical support services. It is generic in its structure to make it applicable to any type of project
across the SSC Pacific organization.
Entry Criteria:                                  Exit Criteria:
   Project has been identified                     Tasks have been completed
   Adequate resources such as funding,             Measures collected/analyzed
    personnel, and tools are allocated to           Suggestions for improvement and lessons learned
    CM activities                                    delivered to appropriate agency
                                                    Components, tools, and products have been
                                                     transferred to the agency accepting responsibility for
                                                     the project
Inputs:                                          Outputs:
   Programmatic data such as project               CM plans and schedule documented and baselines
    plans and schedules, reports, and               Approved project CM procedures
    review results
                                                    Baselined and controlled project products and data
   Technical data such as engineering
    drawings, specifications, requirements,         Analyzed and archived Configuration Status
    designs, code, documentation, etc.               Accounting Reports (CSARs)
   Project processes and process artifacts         Analyzed and archived CM review and audit reports
                                                    Project personnel trained in CM
                                                    Analyzed and archived measures and audits
                                                    Periodic objective evaluation of CM Process and work
                                                     products
Roles:
   Senior Management (SM): periodically reviews the progress of CM activities, receives reports of
    measures, and evaluates the results of periodic objective verification by Quality Assurance (QA)
   Project Manager (PM): defines expectations; assigns and monitors the resources and tasking; obtains
    objective verification of CM from QA, takes corrective actions as necessary, and reports process
    progress to SM and other appropriate stakeholders
   CM Manager (CM Mgr): plans and documents the project activities; leads the CM Group; collects CM-
    related measures and reports on the process and product status to the PM
   CM Group (CMG): performs the CM tasks; reports progress periodically and makes recommendations
    for process improvement to the CM Manager; attends CM training
   Configuration Control Board (CCB): approves new product and process baselines and adjudicates and
    oversees all proposed changes to existing baselines
   QA: audits process for adherence to standards referenced in this process, documents process and
    product audit findings and participates in the conduct of formal CM verification activities




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Process Diagram:




Actions:
1.   Management and Planning
2.   Configuration Identification
3.   Configuration Control
4.   Configuration Status Accounting
5.   Configuration Verification and Audits
External Interfaces:
     a. Customers: TBD
     b. Other Processes: TBD
     c. Process-Related Assets:
       1) Reference Assets:
          a. SSC Pacific Standard Process Assets Architecture Definition, DC-OPD-15, SSC Pacific
          b. Systems/Software Engineering Management Policy, SSC San Diego Instruction 5234.2,
             SSC San Diego
          c. Project Management Plan Template, TM-PP-01, SSC San Diego
          d. SSC San Diego Project Management Guide, PR-OPD-29, SSC San Diego
          e. CM Plan Template, TM-CM-01, SSC San Diego
          f. National Consensus Standard for Configuration Management, American National
             Standards Institute/Electronic Industries Alliance (ANSI/EIA)-649, Jul 1998
          g. Software Development and Documentation, MIL-STD-498, Dec 1994 (cancelled, but useful
             as guidance)
          h. Engineering Drawings Number Assignment, Usage Reporting, and Drawing Master Control,
             NOSCINST 3910.1C

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         i.  Military Handbook, Configuration Management Guidance, MIL-HDBK-61A (SE), Feb 2001
         j.  Systems and software engineering —Software life cycle processes, Institute of Electrical
             and Electronics Engineers (IEEE ISO/IEC 12207-2008, Clause 6.3.5: Configuration
             management process
         k. Capability Maturity Model Integration (CMMI) for Development, Version 1.2, Carnegie
             Mellon University (CMU)/Software Engineering Institute (SEI), CMU/SEI-2006-TR-008,
             August 2006
         l. Processes for Engineering a System, EIA Standard 632, Jan 1999
         m. Process Institutionalization Guide, DC-OPD-20, SSC Pacific
         n. CMMI DEV Overview Class [includes CM], Engineering Process Office (EPO),
             http://sepo.spawar.navy.mil/SEPO_Training.html
         o. CM Just-in-Time (JIT) Training
      2) Implementation Assets:
         TBD
      3) Job Aids:
         TBD
      4) Training:
         See Process-Related Assets: 1) n. and o. above
Process Institutionalization:
   a. Institutionalization areas: TBD
   b. Verifications: TBD
   c. Feedback: TBD
Tailoring:
   Personnel performing CM may find it necessary or beneficial to modify the tasks defined in this
    document. Such tailoring is acceptable; however, the rationale for tailoring needs to be documented.
    Tasks may only be removed if a deviation request has been approved.
   The number and titles of the roles may be modified. Also, the roles may be modified to cover the
    duties that each role performs ensuring that the responsibilities are covered appropriately.
   Additional entrance criteria may be added to control entry into the CM Process but the existing criteria
    may not be deleted. Exit criteria may be enhanced to reflect the needs of a specific competency,
    portfolio, or Integrated Product Team (IPT). The inputs and outputs may be adjusted to the specific
    type of project to which this process applies and to reflect actual outputs.
   CM tasks should not be tailored. More detail may be added such as the frequency and types of
    reviews, the establishment of additional control boards that each project works through, if desired, and
    information about the types of databases and libraries utilized. Additional process controls and
    procedural information may also be added, if desired.
Measures:
   Effort and funds expended for CM tasks (planned vs. actual)
   Number of configuration audits completed (planned vs. actual)
   Number of configuration audit discrepancies identified


ACTIONS:
1. Management and Planning (CM MGR/CMG/PM)
   Document CM plans in a Project Management Plan (PMP) or in a CM Plan (CMP) (see reference (e)
   for guidance). The PM and other affected groups review and provide commitment to the plan. Review
   this process and CM plans periodically and update them based on revised needs.




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    Establish the CM system, determine and procure appropriate tools, and develop detailed procedures
    to implement CM activities.

    Schedule formal reviews and status reporting of CM activity in the project schedule. Document the
    requirement for these reviews. Senior Management determines the scope of reporting requirements,
    and may delegate some reporting and oversight of CM activities to the PM. Collect work products,
    measures, and improvement information derived from planning and performing this process to review
    the effectiveness of CM activities. The PM analyzes the measurements to develop improvement
    objectives for CM.

    Review this process, CM plans, and any supporting procedures to assess the training needs of the
    CM group and other project groups. Coordinate with the PM to schedule training events, preparing
    and maintaining any project-specific CM training materials. Report to the PM the status of CM training
    and provide updates to the project training log in accordance with project plans.

    The PM appoints the members of the CCB and serves (or delegates someone to serve) as the CCB
    Chair.

2. Configuration Identification (CM MGR/CMG/PM)
   Identify the specific project-related items to be placed under configuration control. References (f) and
   (g) identify a nominal set of items that should be controlled. Engineering Notebooks and Software
   Development Folders should be included in this set.

    Utilize existing identification systems (may be at a level higher than the project) or when no
    appropriate system of unique identification exists, create a system, and assign unique identifiers
    (including the associated baseline) to specified items. Document the configuration identification
    system in the CM plan. Establish and maintain a database of the assigned configuration identifiers,
    and report them in the Configuration Status Accounting Report (CSAR), as required. Assign unique
    tracking numbers to various types of change requests related to work products and existing baselines
    and maintain a product baseline database.

3. Configuration Control (CCB/CMG)
   The CCB periodically meets to approve baselines of project products and processes and to review
   proposed changes. Document CCB agendas and maintain minutes of these meetings.

    Track the delivery of releases and associated changes to approved baselines. The release process
    for controlled items is described in the CM plan. Establish and maintain CM libraries of project
    products, processes and approved baselines; levels of control; and procedures for authorized access
    to controlled configuration items.

4. Configuration Status Accounting (CMG/CM MGR)
   Maintain a repository for collecting and reporting configuration status information. This may be in the
   form of a database or other automated data management system. Document the specifications for
   this system in the CM plan. Include the appropriate method(s) for accessing this repository and the
   appropriate media for archiving it.

    Periodically distribute CSARs to address status and history of controlled products, approved
    identification numbers, library and baseline contents, implementation status of change requests, CCB
    decisions, and deficiencies to affected stakeholders.

5. Configuration Verification and Audits (CMG/CM MGR)
   Perform periodic audits to confirm that repositories of configuration identifiers, CSARs and product
   baselines are complete, consistent and accurate. The CM Mgr oversees resolution of reported
   deficiencies identified during these audits.


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    Conduct audits of the functional characteristics of the products to verify they have achieved the
    requirements specified in the functional and allocated configuration documentation (sometimes called
    a Functional Configuration Audit (FCA)). Conduct audits of the as-built product configurations against
    the technical documentation to establish or verify the product baseline (sometimes called a Physical
    Configuration Audit (PCA)).




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