Chapter 10 – Conclusion

The importance of CM in establishing and maintaining a functionally sound TMS cannot be overstated. For agencies questioning whether or not establishing a CM program for a TMS is really appropriate, the answer is a resounding "YES!" Keep in mind, however, that CM can consume significant amounts of staff time and money. For this reason, developing a CM program that fits the needs of a particular system is vital to its success. In other words, CM programs are not one-size-fits-all entities.

Because of the breadth of this handbook, readers may think that CM is too large an undertaking to be worth it for his or her system or that the agency cannot possibly implement such a program. Although CM, and its complexity, can and should grow as a system grows, it does not need to include each and every item described in the handbook. The purpose of this concluding chapter is to distill all the guidance information and recommendations provided in this handbook into a small number of essential guiding principles of a CM program. The following nine principles have been selected from the 50 guiding principles provided in EIA 649 and serve as a starting point for any TMS.

CM in TMS Guiding Principles: What They Mean to Your TMS

Each of the guiding principles is presented in this section, followed by a discussion of how the principle applies to a TMS CM application.

  1. Identify the context and environment in which CM is to be implemented and develop an appropriate CM plan accordingly.

This principle emphasizes the fact that a CM program must begin with a plan that carefully considers the needs of the TMS. It illustrates that an agency must devote time and resources to CM planning and that it must produce a tailored document. Simply using a "standard" or existing plan will result in a generic program that does not meet the system needs well and will likely not receive buy-in from staff.

  1. Define procedures describing how each configuration management process will be accomplished.

CM is not a mysterious or highly technical undertaking. In fact, a CM program can suffer because people think of the related activities as basic common sense. Although this is true in many ways, if people simply rely on common sense rather than follow established, clearly defined procedures for a CM program, employees periodically will let key items (such as documentation or change consideration) slip. A key benefit of a CM program is that best practices in documentation and change control, which professionals already know to be "good ideas," become institutionalized. By documenting required CM procedures, the integrity of the system is protected by introducing consistency. A system with non-standardized procedures can lead to miscommunication between departments and can undermine the entire CM program, because enforcing principles that are not formalized is impossible.

  1. Conduct training so that all responsible individuals understand their roles and responsibilities and the procedures for implementing configuration management processes.

CM is not necessarily fun for those who have to make it work for an agency. It requires careful documentation management and will, at times, slow down an eager maintenance or development employee with a "hurry-up-and-do- something" attitude. For this reason, CM often faces resistance when introduced to an organization. Training is essential to: (1) convince employees of the value of CM and (2) clearly describe and demonstrate the CM procedures used by an agency. Most training does not need to consist of weeklong vendor seminars. Rather, short awareness-level training and targeted procedural training are most important. In many cases, this level of training may be provided well by in-house personnel.

  1. All items are assigned unique identifiers so that one item can be distinguished from other items.

Identification is the starting point for CM. TMSs are complex systems with many interrelated components. In order to effectively manage change and protect the integrity of the system, people must first be able to clearly identify each individual component. Thus, when a change is considered, all responsible parties clearly understand what elements of the system will be impacted. A complicated numbering system is not necessary to create unique identifiers. The essential element is to develop at least a minimal identification system and then use it throughout the life cycle of the system.

  1. Configuration documentation defines the functional, performance, and physical attributes of a system.

Maintenance of system documentation is one of the most overlooked, relatively simple activities of CM in TMSs today. Without sound documentation other CM processes simply cannot occur. Careful attention to acquiring documentation, associating it with the proper component identification, and maintaining the documentation is essential for CM. In small-scale TMSs, this activity may be as simple as establishing a spreadsheet catalog to refer to a physical or digital library. As CM programs become bigger, document management tools become essential to support this activity.

  1. A baseline identifies an agreed-to description of the attributes of an item at a point in time and provides a known configuration to which changes are addressed.

Baselines are the fundamental to configuration management. Careful attention to establishing and maintaining sound baselines at appropriate times in a system life cycle ensures the stability and availability of the TMS. In addition, it is important to remember that the baseline refers to the system components along with the related documentation. Thus, a version of application software without its associated documentation is insufficient to serve as a baseline. With a sound baseline in place, changes can be thoroughly considered before implemented. Furthermore, if a change results in an unanticipated problem, the baseline may be used to quickly reconfigure the system back to a stable state. Baselines must be established and maintained in a CM program, large or small. In simpler cases, baselines can be well managed with a spreadsheet and careful oversight. Larger systems baselines should be managed with a CM tool.

  1. Each change is uniquely identified.

This deceptively simple principle reflects the core of CM – identify and document anything that impacts the TMS. Thus, it is important to identify and document every change made. Why?

  • It is important to keep a history of what works and doesn't work. If a change works well, the details of the change should be available to guide future changes. Likewise, failed changes should be avoided.
  • Changes tend to repeat themselves. By keeping a history of changes, new staff, contractors, and so forth can learn from past experience and investment.
  • Change is directly related to configuration.
  1. Consider the technical, support, schedule, and cost impacts of a requested change before making a judgment as to whether or not it should be approved for implementation and incorporation in the item and its documentation.

A common misperception of CM is that it only deals with the technical aspects of a system. This principle makes it clear that in the process of change control, key, non-technical issues must receive careful consideration. There are numerous examples of effective technical changes made to TMSs that could not be effectively supported by a transportation agency over the life cycle of a system. By carefully considering, for example, future support implications of a change during the change control process, CM can help to prevent changes that may not be sustainable. Of course, understand that the CM process itself doesn't ensure this. Rather, those involved in the CM program, such as members of the CCB, must be committed to carefully considering all aspects of proposed changes before approval.

  1. Implement a change in accordance with documented direction approved by the appropriate level of authority.

This principle may be stated more simply as "follow the process." There is a constant temptation to implement changes under the table, without going through the formal CM process. People want to avoid the delay and perceived administrative burdens of following the CM process. Yet bypassing the process weakens the program and threatens the stability of the system. This principle points to the critical need for buy-in from all involved in the TMS.

CM in TMS Guiding Principles

  • Identify the context and environment in which CM is to be implemented and develop an appropriate CM plan accordingly.
  • Define procedures describing how each CM process will be accomplished.
  • Conduct training so that all responsible individuals understand their roles and responsibilities and the procedures for implementing configuration management processes.
  • All items are assigned unique identifiers so that one item can be distinguished from other items.
  • Configuration documentation defines the functional, performance, and physical attributes of a system.
  • A baseline identifies an agreed-to description of the attributes of an item at a point in time and provides a known configuration to which changes are addressed.
  • Each change is uniquely identified.
  • Consider the technical, support, schedule, and cost impacts of a requested change before making a judgment as to whether or not it should be approved for implementation and incorporation in the item and its documentation.
  • Implement a change in accordance with documented direction approved by the appropriate level of authority.