Configuration Management for Transportation Management Systems
Handbook

Chapter 9 – Resources to Support Configuration Management Programs

The purpose of this chapter is to introduce available resources for to support the personnel requirements of configuration management. Transportation professionals currently involved in CM are quick to point out that the effectiveness of a CM program is entirely dependent on the people who are involved. This chapter addresses training and development needs and opportunities for agency staff and also discusses the use of consultants to supplement agency personnel in a CM program.

Configuration Management Training

Principle 5 of EIA 649 recommends that organizations "conduct training so that all responsible individuals understand their roles and responsibilities and the procedures for implementing configuration management processes." By conducting training, agencies ensure that all personnel involved with the CM program understand the goals of CM as it relates to their system and exactly how the program will be carried out. According to EIA 649 an ideal training program should involve a detailed review of the CM functions that a particular individual is involved in, as well as cross training with other disciplines/CM functions. Furthermore, key technical personnel require in-depth training in CM processes and the use of CM tools.

Implementation Guidance

This section presents general recommendations for CM training. Subsequent sections provide detailed information concerning currently available training opportunities.

Awareness-Level Training

All management, design, development, and maintenance personnel must receive awareness-level training to familiarize themselves with the basics of CM before they are expected to become involved with implementing the program. Note that management levels above TMC management also should be included in the awareness training given upper management's role in resource allocation and project determination and programming. Short, half- or full-day awareness-level courses are recommended. In most cases, either internal agency personnel with significant CM experience or CM consultants would serve as good instructors for the course. Awareness-level courses should include the following topics at a minimum:

• Introduction to CM.
• Why CM is important to the agency.
• Introduction to the Agency's CM program.
  • Configuration identification.
  • Change control.
• Explanation of agency-specific procedures.
  • Forms.
  • Role of CCB.

Targeted Training

Personnel essential to the CM program, such as those serving on the CCB or otherwise directly involved with recommending or making changes, require extensive, targeted training. Personnel requiring targeted training are advised to take a weeklong seminar on CM, which provides in-depth exposure to the processes and intricacies of CM. The courses presently available for this level of training are heavily software-oriented, but are the best choice until more general, detailed CM courses become available.

Beyond a weeklong CM processes course, many personnel require vendor-provided training in the CM tools used by the agency. Given the complexity of these tools, personnel directly responsible for working with the tools should take advantage of training opportunities to ensure their effective application.

Continue Training

Training must be ongoing. Agency staff will require training refreshers as the CM program evolves and as new tools are implemented. Refresher training does not require as many resources as the initial training and usually can be accomplished in a less formal manner.

CM Manager = Training Manager

One person should be responsible for developing and implementing the CM training program for an agency. The person best suited for this role is the CM manager, given that he or she best understands the roles and responsibilities of the various individuals involved in the program.

Implementation Guidance Summary

• Provide awareness-level training for all staff involved in CM.
• Provide targeted training for key staff with essential CM responsibilities.
• The CM manager should lead the training program.
• Training must continue as the CM program continues.

Best Transportation Practices

Some agencies have developed detailed procedures to guide their CM training efforts, while others rely on informal, internal programs in which experienced staff provides guidance to newer members. As with any component of a CM program, training should be oriented to the needs of the agency in question. The following is a description of the training programs currently in use by several agencies.

Georgia NaviGAtor

The Georgia NaviGAtor CM program includes provisions for training all involved personnel, including the members of the CCB, administrators, technicians, and consultants. Most training involves half-day courses that provide basic introductions to the various processes involved with CM. Further training is conducted by sections based on the assessment of need by section managers and the CM manager. For example, personnel in the information technology section require more detailed training in the software tools that are used in the CM program.

Although the training program has proven to be adequate, a key lesson learned was that a significant learning curve is associated with adoption of CM. For this reason, the training program is essential. As stated by the CM manager, "CM was used on projects relatively soon. But training and experience were needed for it to be effective."

The NaviGAtor CM plan defines specific guidelines regarding training of personnel. These guidelines, presented below, provide excellent guidance to those developing CM training programs:

1. All training will be conducted by the CM advisor, CM manager, his designee, or a combination thereof,
2. The CM manager will determine training requirements for the year. This may include new CM manual procedures, standard operating procedures, training for new employees, or a refresher course on existing procedures.
3. Section managers may determine any additional CM-related training that their employees need and advise CM manager of these requirements.
4. A notice of training will be provided to the scheduled employees and their section manager at least two weeks prior to the training session.
5. Training classes should be structured to include examples of real life problems and situations as they relate to the attendees' jobs and CM principles.
6. Attendance should be taken at meetings with follow-up to appropriate managers as to meeting results.
   *Georgia Navigator CM Manual – 12/19/01- (p. 3-12)

Southern California Priority Corridor

Caltrans provides training to all personnel involved with CM on the Southern California Priority Corridor project. A variety of short courses are offered in the basics of CM and in the use of the tools involved with the CM program, such as the issue-tracking tool. Management personnel are trained in the administrative aspects of CM. The CM Subcommittee chairperson is responsible for overseeing the training that is associated with CM.

Configuration Management Courses

This section provides a description of CM training options available at the time of publication of this handbook. The vast majority of off-the-shelf courses are only available for software CM. While there are a variety of detailed courses of two or more days, there are very few half- or full-day courses. Some courses offer the option of being taught at the clients' place of business. But most are located at professional educational centers. There is a broad range of prices, varying by course length and level of detail. The following list is for illustrative purposes only: it is not exhaustive and will change over time.

1. Learning Tree International

http://www.learningtree.com/us/ilt/courses/342.htm [Link no longer active]

Learning Tree International offers a four-day, in-depth course in software CM. The firm states that attendees will learn how to:

• Implement configuration management (CM) processes.
• Determine the appropriate level of CM for user needs.
• Determine roles for CM team members.
• Use tools for CM purposes.
• Define the content and scope of a configuration management plan.

The course is intended for management and technical personnel involved in any stage of the software development or maintenance process. The course is divided into separate workshops that include:

• Identifying configuration items.
• Evaluating change proposal impact.
• Preparing a release checklist.
• Using the repository to answer questions.
• Forming configuration control boards.
• Reviewing CM plans.
• Preparing a CM strategy for a Web site.

The foundation of the course is rooted in software industry standards for CM, so it likely is similar to many other software CM courses.

2. Process Improvement Associates

http://www.processimprovement.com/courses/SCM2.htm [Link no longer active]

Process Improvement Associates offers a two-day workshop, which offers the basics of software CM, most notably:

• Planning.
• Identification.
• Change control.
• Configuration status accounting.
• Configuration verification and audits.

Though the primary focus of this course is on software development, the course also deals with design and test documentation, COTS products, and other items associated with software-based systems.

The course is taught using a number of government and industry standards such as J-STD-016, US/ISO 12207 and EIA 649. One of the primary objectives of the course is to identify the key components of a CM plan so that class participants will be able to develop their own. Topics from process description to CCB establishment are covered in this effort. Other objectives of the course include introducing participants to various CM software tools, instructing them in the baselining process, and introducing them to the concept of a central software library with checking in/out privileges.

3. Integrated Computer Engineering

http://www.iceincusa.com/training.htm [Link no longer active]

Integrated Computer Engineering offers a half-day course, which presents the knowledge, techniques, and tools necessary to control and manage across activities, organizations, and individuals. The stated purpose of the course is to help those responsible for software systems acquire the knowledge and skills necessary to manage software information and configurations. At the end of this course, participants should be able to:

• Understand the fundamental concepts of software configuration management.
• Explain how to define and develop a process for managing information.
• Understand how to manage information in their organization.

The course outline consists of the following topics (as stated on Web site):

• Why configuration management is important.
• Configuration management and software engineering.
• Configuration management planning.
• Configuration item identification.
• The change control activity.
• Status accounting.
• Configuration audits.
• Subcontractor control.
• Configuration management tools.
• Operations and maintenance.

The course is intended for middle management, lower-level management, project staff, and CM personnel.

4. Charles Maier Associates

http://freespace.virgin.net/charles.maier/training/CM.html

Charles Maier Associates offer a two-day course covering all aspects of CM including hardware, software, and document control. It is intended to provide the basics to management personnel as well as technical staff from a variety of fields. For management the course demonstrates the benefits and costs of CM. For technical personnel the basic principles involved in a CM program are introduced and developed. The importance of international and industry standards also is stressed. Some of the basics that are discussed include (as stated on Web site):

• Lifecycle management.
• Configuration identification.
• Status accounting.
• Change control.
• Configuration audits.
• Versions, variants, deltas, and baselines.
• Logistics of distribution and control.
• Problem management principles.
• Planning and earned value.
• Change control boards.

The course is divided into nine separate modules of classes over the two-day duration.

CM Staff Development — Web Resources

To supplement formal CM training, CM Web sites offer basic CM information for personnel. The number of CM sources available, and even the number of sources in the full literature review compiled for this project, may seem overwhelming. This guide seeks to highlight the best Web resources for someone new to CM, so that after reviewing these sources, he or she will have not only a sense of what CM is, but also an introductory understanding of how it works.

Although most CM Web sites contain introductions to configuration management, two serve this purpose especially well. Theses sites introduce the fundamental ideas behind CM, briefly discuss its major components, and point out why CM is appropriate for complex information technology-based systems.

1. "What is Configuration Management?"

http://www.pdmic.com/cmic/introtoCM.shtml

2. "CM 101"

http://www.cmtimes.com/CM%20101/intro_cm_101.htm

These sites also are useful because they define all relevant configuration management vocabulary in an easy-to-understand manner, which enables the reader to understand more detailed configuration management Web sites.

After learning the basic concepts and terminology of CM, becoming accustomed to the major CM components that follow a product through its life cycle is useful. The resources best suited to this are CM standards, such as EIA 649. The following Web sites also provide good information on the overall CM process.

1. "CM Plans: The Beginning to your CM Solution"

http://www.sei.cmu.edu/legacy/scm/papers/CM_Plans/CMPlans.MasterToC.html [Link no longer active]

2. "Configuration Management Plan – Model Text"

http://www.airtime.co.uk/users/wysywig/cmp.htm [Link is no longer active]

3. "TWRS Configuration Management Program"

http://www.hanford.gov/twrs/cmpp/cmpphome.htm [Link is no longer active]

Configuration Management Consulting Services

It is common practice for transportation agencies to retain a configuration management consultant to help develop and implement a CM program. In most cases, the consultant sits on the CCB, helping the CCB chair make decisions regarding changes to baselines and providing administrative support. This section provides a description of services typically provided by consultants in development of the CM plan and in day-to-day support, as well as a discussion of criteria that should be considered when selecting a configuration management consultant.

Configuration Management Plan Development

In most of the agencies that were surveyed, a large percentage of the consultants' time was devoted to developing the CM plan. The time spent developing these plans varied widely depending on the complexity of the TMS and the demands of the agency. For example, the Georgia NaviGAtor CM manual took a full-time consultant approximately two years to finish, and nearly another year to revise. Plans developed for agencies that wanted to manage only software took a full-time consultant only two weeks to develop.

The CM team for the NaviGAtor program learned a useful lesson while developing its plan. The CM plan was originally commissioned in 1997 and took the first consultant almost two years to develop. The plan marked one of the first attempts on behalf of a DOT to develop a CM program specifically to manage all components of an ITS. It was designed by a consultant who gained CM experience while in the military, but who did not have experience in any other sector or industry. Unfortunately, the original version of the plan was deemed unfit for the NaviGAtor program's needs after being used for approximately one year. GDOT's CM manager stated that the plan went into too much detail and was not tailored to the DOT environment. Furthermore, he stated that the plan delved too extensively into "what-if" scenarios that probably would never take place.

After realizing the inadequacy of the original CM plan, GDOT hired a new consultant to solve these problems. This consultant had 30 years experience working with CM in different environments, including commercial products, telecommunications, and rail. By evaluating the flawed system and talking to many agency personnel, the consultant was able to successfully tailor a CM program that met the agency's needs. The consultant mainly relied on personal knowledge and consultation with DOT personnel that were familiar with the system he sought to manage. He also consulted outside resources, such as books and standards, but not to a large extent.

The Richmond STC CM plan—which manages only software, not field equipment—took two weeks to develop. Since the CM program's recent initiation, no major modifications to the program have been made. The agency used standards, consulted other DOT projects, and relied heavily on the personal experience of the consulting team it hired, which had experience developing CM programs for the U.S. Department of Defense, the U.S. Department of Energy, and in the private sector. The consulting team reviewed existing plans it found on the Internet and selected the parts it felt were relevant to the STCs needs. By consulting key personnel involved in day-to-day operation of the TMC, the consultants evaluated what would help them to maintain consistency in the system.

Operational Support

Most of the consultants that were hired to develop CM plans began serving as support staff to the CM manager after the plan was completed and the CM program instituted. In most cases the consultant sits on the CCB and works closely with the CM manager to evaluate change requests and, in some cases, to assist in implementing the necessary changes. The primary consultant for the Georgia NaviGAtor program continues to work full-time on the CM program. Currently, his main responsibility is working to establish a baseline for the entire ITS infrastructure, which includes all field devices, software, hardware, and documentation. He estimated that he spends 25 hours per week training personnel on how to document each item, establishing procedures for baselines, and providing quality assurance to make sure those procedures are being followed. He spends the remaining time in the workweek helping the CM manager with training, sitting on the CCB, conducting independent audits, and evaluating change requests. A consultant who works for an agency that focuses on managing change in software estimated that he spends about two hours a week tracking proposed changes in the software, evaluating effective fixes, and fixing problems with the code. He also spends a full day every month attending a meeting of the CCB, of which he is a member.

CM Consultant Selection Criteria

A critical step in developing and maintaining an effective CM program is choosing a CM consultant that is capable of meeting an agency's needs. By combining information gathered from interviewing numerous CM managers, some clear selection criteria have been identified.

The prospective CM consultant should have extensive experience with CM and its guiding principles.

The consultant should have experience setting up CM in multiple application domains if they do not have experience in surface transportation. This requirement, however, is not necessary for all CM applications in the ITS environment. For example, agencies that are interested primarily in developing a custom software system and having a consultant manage change during the development phase should be more focused on finding a consultant with a reputation for a having a sound technical approach and less on CM practices, which are now highly integrated into software engineering. The Richmond contract team focused its evaluation of prospective clients on the amount of software development experience each had, their knowledge of programming languages, and their level of education before considering their experience with CM.

Agencies should ask for references from prospective consultants in order to gauge their level of familiarity with the process and experience in setting up systems.