Configuration management : theory, practice, and application

Cover
Half Title
Title Page
Copyright Page
Dedication
Contents
List of Equations
List of Figures
List of Tables
Foreword to the Second Edition
Preface
Acknowledgments
Authors
Chapter 1: Overview of the Product Life Cycle
	1.1. Questions Answered in this Chapter
	1.2. Introduction
	1.3. Phases
		1.3.1. Development
		1.3.2. Introduction
		1.3.3. Growth
		1.3.4. Maturity
		1.3.5. Decline
		1.3.6. After the Decline
	1.4. CM and the Dynamics of Change
		1.4.1. Survivability Conditions
		1.4.2. Evolution of the Horseless Carriage
			1.4.2.1. A Look at the Converging Technologies
		1.4.3. Product Market Adaptation
		1.4.4. Product Performance Adaptation
	1.5. CM and Market Adaptations
		1.5.1. Mass Customization
		1.5.2. Performance Adaptations
			1.5.2.1. Adaptive Radiation
			1.5.2.2. New Drawing versus New Dash Number
			1.5.2.3. Design Reuse versus Common Design
	1.6. Share Design Decision
Chapter 2: Overview of the Supporting Enterprise Infrastructure
	2.1. Questions Answered in this Chapter
	2.2. Introduction
	2.3. Information Technology
		2.3.1. A Brief History of Information and Information Security
			2.3.1.1. Examples of Capability Demand
			2.3.1.2. Examples of Capacity Demand
		2.3.2. Stability of Internal Infrastructure
			2.3.2.1. GTS Backbone
			2.3.2.2. Application Deployment
			2.3.2.3. Software Methodologies
			2.3.2.4. Software Adaptation
			2.3.2.5. GTS System Security
			2.3.2.6. Platform Transitions
			2.3.2.7. GTS Case Studies
	2.4. Overhead, General and Administrative, and Other Cost Elements
	2.5. Intellectual Property
		2.5.1. What Is IP?
		2.5.2. What Drives IP?
			2.5.2.1. Internal
			2.5.2.2. External
		2.5.3. How It Applies to CM
		2.5.4. Why Is It Necessary?
		2.5.5. IP and Legal Documentation (Incarnations or Permutations of the Design)
	2.6. International Traffic in Arms Regulations
		2.6.1. Counterfeit Products Circa 800
		2.6.2. Counterfeit Items Circa 2010s
Chapter 3: Configuration Management and Product Management
	3.1. Questions Answered in this Chapter
	3.2. Introduction
	3.3. Marketing
		3.3.1. Product
		3.3.2. Price
		3.3.3. Promotion
		3.3.4. Place
		3.3.5. Marketing and Market Research
		3.3.6. Customer Interface
		3.3.7. Market Segmentation
	3.4. Increasing the Complexity of the Product
		3.4.1. Embedded Software
			3.4.1.1. Embedded Firmware
			3.4.1.2. Physical Attributes of Software Not Visible
			3.4.1.3. Capabilities of Software Not Externally Obvious
		3.4.2. Embedded Hardware
			3.4.2.1. Embedded Hardware Attributes Not Readily Visible
			3.4.2.2. Capabilities of Hardware Not Obvious Though Implied
		3.4.3. System Complexity
	3.5. Distributed Product Development
		3.5.1. Outsourced Coordinated Development
	3.6. Hardware Heritage
Chapter 4: A Configuration Item and What It Implies
	4.1. Questions Answered in this Chapter
	4.2. Introduction
	4.3. Serialization
	4.4. Traceability
	4.5. Higher Level of Management Controls
		4.5.1. CM Planning
		4.5.2. Configuration Identification
			4.5.2.1. Configuration Identification Activity
		4.5.3. Change Control
			4.5.3.1. Change Effectivity
			4.5.3.2. Re-identification
		4.5.4. Configuration Status Accounting
		4.5.5. Configuration Audit
		4.5.6. Metrics
			4.5.6.1. The Number of Engineering Drawings on a Program—Poor Metric
			4.5.6.2. The Number of Engineering Orders on a Program—Poor Metric
			4.5.6.3. The Number of CM and Software CM Requirements in the Contract—Good Metric
			4.5.6.4. How Long Engineering Orders Take to Be Approved and Released—Good Metric
Chapter 5: Data Definition, Data Types, and Control Requirements
	5.1. Questions Answered in this Chapter
	5.2. Introduction
	5.3. Data Definition
		5.3.1. Knowledge Workers Spend 30% of Each Day Looking for Data with a 50% Success Rate
		5.3.2. Data, if Found, Contains between 10% and 25% Data Inaccuracies
		5.3.3. Lack of Data Context
		5.3.4. Inadequate Data Definition Resulting in the Data Being Misinterpreted
		5.3.5. Inadequate Data Safeguards
		5.3.6. Multiple Sources of Truth for the Same Data
		5.3.7. Too Much Data and Not Enough Intelligence
	5.4. A Strict Data Diet
		5.4.1. 3D Printing
		5.4.2. Quantum Computing
		5.4.3. Database Transfers
		5.4.4. Social Media, Real-Time Video/Images, and Text Messaging
			5.4.4.1. Social Media
			5.4.4.2. Real-Time Video and Other Images
			5.4.4.3. Text Messaging
	5.5. CM and Levels of Quality Business Systems Management
		5.5.1. Level I, Policy Management
		5.5.2. Level II, Plans Management
		5.5.3. Level III, Process Management
		5.5.4. Level IV, Procedures Management
		5.5.5. Level V, Metadata Management
			5.5.5.1. Configuration-Dependent Metadata Field Management
			5.5.5.2. Non-Configuration-Dependent Metadata Field Management
		5.5.6. Level VI, Guidelines Management
		5.5.7. Level I, II, III, and IV Requirements Management and CM Planning
		5.5.8. The Use of Shall, Will, and Should Is Changing
Chapter 6: Configuration Management
	6.1. Questions Answered in this Chapter
	6.2. Introduction
	6.3. Overview of CM
		6.3.1. History of CM
		6.3.2. Das V-Modell
		6.3.3. What Does CM Apply To?
			6.3.3.1. Software Items
			6.3.3.2. Firmware Items
			6.3.3.3. Hardware Items
			6.3.3.4. Drawings
			6.3.3.5. Specifications
			6.3.3.6. Material Lists
			6.3.3.7. Document Material List (Document BOM)
			6.3.3.8. Produced Item Material List (Item BOM)
			6.3.3.9. Manufacturing Lines
		6.3.4. CM Process Elements
			6.3.4.1. Inputs
			6.3.4.2. Constraints
			6.3.4.3. Mechanisms/Facilitators
			6.3.4.4. Outputs
		6.3.5. Requirements and CM
			6.3.5.1. Scope Trace Through Requirements
			6.3.5.2. Requirements and CM Overview
			6.3.5.3. Success Criteria
			6.3.5.4. Good versus Poor Requirements
			6.3.5.5. Elicitation
			6.3.5.6. Prioritizing and Tracking
			6.3.5.7. Relationship Between Requirements and CM
			6.3.5.8. Logistics
Chapter 7: Configuration Management Support of Functional Resources
	7.1. Questions Answered in this Chapter
	7.2. Introduction
	7.3. CM and Project Management
		7.3.1. Acceptance
		7.3.2. DD Form-250 Use
		7.3.3. CM and Project Integration Management
		7.3.4. CM and Scope Management
		7.3.5. CM and Time Management
		7.3.6. CM and Project Communications Management
		7.3.7. CM and Project Cost Management (Earned Value Management)
			7.3.7.1. Assumptions
			7.3.7.2. Calculation of Cost Avoidance
			7.3.7.3. Total Program Cost
			7.3.7.4. Value to the External Customer
			7.3.7.5. Value to the Company
		7.3.8. CM and Project Quality Management
			7.3.8.1. Protection from Audit
		7.3.9. CM and Project Risk Management
		7.3.10. CM and Action Item Lists
	7.4. CM and Systems Engineering
	7.5. CM and Production
	7.6. CM and Finance
	7.7. CM and Legal
	7.8. CM and the Contracts Department
	7.9. CM and Supply Chain Management
	7.10. CM and Facilities
		7.10.1. CM and Property Management
	7.11. Time-Phased CM Activities
		7.11.1. At Award
			7.11.1.1. The Contract
			7.11.1.2. Contract Provisions and Reference Documents
			7.11.1.3. Hidden Data Submittal Requirements
			7.11.1.4. Disconnects Between Contract Parts or Documents
			7.11.1.5. The Watch List
			7.11.1.6. Contract Status Worksheet
			7.11.1.7. Setting Up a Conformed Contract and Contractual Data Repository
		7.11.2. Critical Activities Not Related to Product Performance
			7.11.2.1. What Has to Be Done
			7.11.2.2. Why It Has to Be Done
			7.11.2.3. Resource Assessment and Management
			7.11.2.4. IP Plan
			7.11.2.5. DD Form-254 and “For Official Use Only” Marking
			7.11.2.6. CM Plan
			7.11.2.7. DRL Tracking System
			7.11.2.8. DRL Cover Letters
			7.11.2.9. Standardized Data Distributions Internal and External
			7.11.2.10. The CCB
		7.11.3. Hardware Quality Instruction and Software Quality Instruction
			7.11.3.1. What Has to Be Done
			7.11.3.2. Why It Has to Be Done
		7.11.4. Program Data Repository Basics
			7.11.4.1. Program Intranet Site
			7.11.4.2. Program Servers
			7.11.4.3. PD/LM Systems
			7.11.4.4. PD/LM Product Structure
	7.12. The First 90 Days and Beyond
		7.12.1. The 90/90 Rule
			7.12.1.1. Setting Expectations
		7.12.2. Proposals and CM Budget
		7.12.3. CM Interfaces
			7.12.3.1. Internal CM Interfaces
			7.12.3.2. Know Your Internal Customer
		7.12.4. Program Dos and Don’ts
			7.12.4.1. CM as a Service Organization
		7.12.5. The Many Aspects of CM
			7.12.5.1. Speaking with One Voice to the Customer
			7.12.5.2. Domestic ITAR Marking Inconsistencies
		7.12.6. The Property Management Interface
			7.12.6.1. DD Form-250, Material Inspection and Receiving Report
		7.12.7. DD-1149, Requisition and Invoice/Shipping Document
		7.12.8. Shippers and DIL Deliveries
		7.12.9. Certificates of Conformance
	7.13. Summary
Chapter 8: Functional Interfaces
	8.1. Questions Answered in this Chapter
	8.2. Introduction
	8.3. Project Management Basics
		8.3.1. Project Integration Management
		8.3.2. Scope Management
		8.3.3. Time Management
		8.3.4. Project Communications Management
			8.3.4.1. Information Distribution
			8.3.4.2. Information Description
			8.3.4.3. Information Schedule
			8.3.4.4. Progress Reporting
			8.3.4.5. Communications Plan Revision
			8.3.4.6. Escalation Process
			8.3.4.7. Administrative Closure
		8.3.5. Project Cost Management (Earned Value Management)
			8.3.5.1. Schedule Performance Index
			8.3.5.2. Cost Performance
			8.3.5.3. Other Elements Associated with EVM
		8.3.6. Project Quality Management
		8.3.7. Project Risk Management
		8.3.8. Action Item List
	8.4. Engineering Basics
		8.4.1. Design and Requirements
		8.4.2. Simulation and Verification
		8.4.3. Bills of Materials and Bills of Documentation
	8.5. Production Basics
		8.5.1. Production Setup
		8.5.2. Production Test and Verification
	8.6. Finance Basics
	8.7. Legal Basics
	8.8. Contracts Department
	8.9. Supply Chain Management Basics
	8.10. Facilities Basics
Chapter 9: Configuration Management Baselines
	9.1. Questions Answered in this Chapter
	9.2. Introduction
	9.3. There Are Many Baselines
		9.3.1. Functional
		9.3.2. Allocated
		9.3.3. Product
		9.3.4. Developmental
			9.3.4.1. Design Implications
			9.3.4.2. Change Implications
	9.4. Triggers for Moving From One Baseline to the Next
		9.4.1. CM Implications of a Product Baseline
	9.5. Baselines and Configuration Identification
		9.5.1. Phase-Based Item Re-Identification
	9.6. Validation and Verification in Non-Governmental Sales
	9.7. Product Acceptance
Chapter 10: Configuration Control
	10.1. Questions Answered in this Chapter
	10.2. Management of a Configuration
	10.3. CM Is Critical to Quality and Safety
	10.4. The CM Tower of Babel
		10.4.1. Use Drives the CM Planning and Management Systems Design
			10.4.1.1. Multiple Build End Items
		10.4.2. Six Sigma
		10.4.3. Multiple Build End Item and a Product Baseline
	10.5. One-Off End Items
	10.6. Management of Change
		10.6.1. Engineering Change Request
		10.6.2. Engineering Change Orders
			10.6.2.1. Review Changes
			10.6.2.2. Approval/Disapproval
		10.6.3. Variances, Part Substitution, and Defects
			10.6.3.1. Variances
			10.6.3.2. Part Substitutions
			10.6.3.3. Defects
	10.7. Configuration Verification
		10.7.1. Functional Aspect
			10.7.1.1. Analysis
			10.7.1.2. Inspection
			10.7.1.3. Test
			10.7.1.4. Demonstration
		10.7.2. Aids to Functional Aspect Verification
			10.7.2.1. CM and Test Execution Trials
			10.7.2.2. Subsystems (Product Sub-Element) Verification
	10.8. Systems (Product) Verification
		10.8.1. Live-Fire Exercise
		10.8.2. Analysis, Inspection, Test, and Demonstration Master Plan
		10.8.3. Requirements and Closure
	10.9. Configuration Audit
		10.9.1. In-Process Audits
		10.9.2. Formal Audits
			10.9.2.1. Functional Audits
			10.9.2.2. Physical Audits
	10.10. Material Receipt and Inspection
		10.10.1. Goods
		10.10.2. Production Material
		10.10.3. Process Material
		10.10.4. Customer-Furnished Material
Chapter 11: When Things Go Wrong
	11.1. Areas of Configuration Management Risk
	11.2. Hardware and Software Integration
		11.2.1. Commercial Titan—Intelsat 603
		11.2.2. Космос-3M—QuickBird 1
	11.3. Ineffective ICWGs
		11.3.1. Missile X Interfaces
		11.3.2. Mars Climate Orbiter
		11.3.3. Apollo and Lunar Module CO2 Filters
	11.4. Milestone Slips Because Metrics Were Not Used to Determine Where a Project Was
		11.4.1. Throwing Decisions Over the Fence
		11.4.2. Company-Level Procedural Approval Holds Up Multiple Programs
	11.5. Inordinate Change Processing Duration and Number of Changes
		11.5.1. Low Temperature Microgravity Physics Facility
	11.6. Lack of Change Implementation After Approval
		11.6.1. Apollo 13 Oxygen Tanks
	11.7. Lack of Control of Item Identification
		11.7.1. General Motors Corporation Switch Recall
	11.8. Undocumented Changes or Part Substitution in Final Product
		11.8.1. Solar Maximum Mission
		11.8.2. Drop-In Replacement Sometimes Not So
	11.9. Lack of Proper Configuration Control Board Stakeholder Review
		11.9.1. Harness Support Bracket Redesign Without Harness Team Input
		11.9.2. Small ICBM Internal Shelf Design
		11.9.3. Informal Change Management
		11.9.4. Open Loop and Stove Pipe Changes
	11.10. High Rate of Scrap and Repair
		11.10.1. Untested Item Substitution
		11.10.2. Drug Manufacturing Issues
	11.11. Maintaining Software and Its Associated Design Documentation
		11.11.1. Source Code and Compile
		11.11.2. Merge Failure
	11.12. Lack of Requirements Control
		11.12.1. Subassembly of Switch
		11.12.2. Lack of Allocated Baseline Management
		11.12.3. Design Drawing Updated From Wrong Revision
	11.13. Operational and Maintenance Activities
		11.13.1. Google Traffic Routed Through China
		11.13.2. Airbus A380 Engine Failure
		11.13.3. Equifax Data Breach
		11.13.4. A400M Software Vulnerability
	11.14. Poor Risk Management Decisions
		11.14.1. Ford Pinto
	11.15. Inadequate Subsystem to Subsystem Interface Control
		11.15.1. Chevy Monza
	11.16. Lack of Data Management
		11.16.1. In 2001, U.S. Congress Created November 31 by Mistake
	11.17. Lack of Change Communication
		11.17.1. Lion Air Flight 610
	11.18. Failure to Understand All Requirements
		11.18.1. The U.S. Air Force Expeditionary Combat Support System (ECSS)
		11.18.2. Inadequate Training of Those Performing CM Functions
		11.18.3. What Is the Point of Processing an Engineering Order?
		11.18.4. Where Is That Written Down?
		11.18.5. No Records to Combat Environmental Violation Allegations
Chapter 12: Test, Inspection, and Evaluation Master Plan Organized
	12.1. Philosophy of the Master Plan
	12.2. Benefits of the Master Plan
		12.2.1. System Definition
		12.2.2. Test (Verification)
			12.2.2.1. Reliability Testing
	12.3. So, When Do We Start Testing?
		12.3.1. Types of Tests During Development
	12.4. Reviews
	12.5. Inspections (Verification)
	12.6. Demonstration (Verification)
	12.7. Analysis (Verification)
	12.8. DFMEA and PFMEA
	12.9. Product Development Phases
	12.10. Summation
Chapter 13: Assessing and Mitigating Risk
Appendix 1: Related Configuration Management Standards
Appendix 2: Acronyms
Appendix 3: Bibliography
Appendix 4: Key Performance Indicators
Appendix 5: Publications contributed to by Value Transformation, LLC.
Index