I would like your help with understanding the following subject:
A change request is processed in a change control tool. Each change request has a number. If a proposed change is accepted, a schedule is created for making the change.
When it is necessary to store the configuration items modified in the configuration system, we have the option of describing what we have done. We record the implemented changes and the reasons for the changes, however we don't track the change request number.
Will the lack of tracing the change request number create a weakness in the Configuration Management Process Area? Is just recording the historical information about the changes in the comments and using the change control tool sufficient?
How important to your projects and business is it to track the change request number? Have you encountered issues with change control on the projects because you have not maintained this information? Recording and tracking the change request number is a very easy thing to do and I am wondering why you haven’t done that.
What also concerns me is that you imply that recording a description of the change made to a baselined item may be optional. If this is true, then it is then possible for someone to decide not to record this information. Recording the information should be mandatory.
Not tracing the change request number and the possibility of not recording a description of the change sound like high risk items that can cause you difficulties in the future. As a risk mitigation, I would record all change numbers and require that all changes made are clearly described in the event that someone else in the future needs to understand the nature and reasons for the change.
And since you are using a tool, which I assume is an off-the-shelf product, you may in fact be tracing the change request number and not even realize it. But from an appraisal point of view, it sounds like you might have most of Configuration Management covered and the problem you are asking about might be viewed by the appraisal team as a weakness. But is it a Goal breaking weakness? This a question that must be answered by the appraisal team.
8 comments:
Could any bdy pls let me knw the relation b/w MA and PMC.
Since you asked your question in a shorthand, it is somewhat confusing. I think you want to know if there is a relationship between Measurement and Analysis (MA) and Project Monitoring and Control (PMC).
The answer is yes, there is a connection between these two PAs. You use MA to determine, define, collect, analysis, report, and record the measures that the Project Manager (PM) needs to monitor and control his or her project. These measures are what the PM uses to status project progress in PMC.
Thanks Henry.
What is the differnence between Requirement Management & Requirement Development?Pls explain in detail.
Dear Reet,
I strongly recommend that you read the informative material for both the REQM and RD Process Areas. If you still do not understand the differences in detail between these two PAs after reading the text, then please ask a specific question. This blog cannot fully answer the differences in detail.
At a high level, one of the primary differences is that RD is for eliciting, defining, documenting, and refining requirements. REQM is for managing the set of baselined and agreed to requirements.
Hi Henry,Thanks for your suggestion.Actually I am new to Quality.I am not getting these PA's.Could you pls help me how to go through these PA's.Well I knw in my org.,how these PA's are satisfied,but I cannt explain these PA's to anybody.Pls help.
Dear Reet,
The purpose of this blog is to discuss specific topics regarding process improvement and CMMI constellations. Not to teach the CMMI. Since you are new to Quality, what should be in place for you and your organization is GP 2.5, Train the People responsible for performing and supporting the Quality process. That being said, you need to take the SEI's 3-day Introduction to CMMI class to gain an understanding of the 22 Process Areas (PAs). In addition, you need to read the informative material for each of the 22 PAs. The training in conjunction with reading the model and the CMMI glossary will go a long way to helping you to understand and explain the PAs to other people.
However, how you or your organization implements the CMMI is a function of your business goals and objectives and your business practices. That information has to come from your organization.
And the third thing to do is to hire a CMMI consultant/Lead Appraiser to work with your organization to review your business practices and CMMI implementation to understand your strengths and make recommendations to address your gaps and weaknesses.
All of these suggestions are way beyond the capabilities of this blog. But if you would like me to help on this journey, PPQC would be more than happy to prepare a cost quote for CMMI services you require. You can contact me directly through the link to my Plaxo profile on the blog page.
Thanks Henry for your valuable suggestion.
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