Download Adapting Configuration Management for Agile Teams: Balancing by Mario E. Moreira PDF

By Mario E. Moreira

Adapting Configuration administration for Agile Teams offers very tangible techniques on how Configuration administration with its practices and infrastructure may be tailored and controlled so that it will at once gain agile groups. Written by means of Mario E. Moreira, writer of Software Configuration administration Implementation Roadmap, columnist for CM Crossroads on-line group and author for the Agile Journal, this certain e-book offers concrete information on tailoring CM for Agile initiatives with out sacrificing the foundations of Configuration administration.

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Extra resources for Adapting Configuration Management for Agile Teams: Balancing Sustainability and Speed

Sample text

So why should implementing CM on a project using Agile be any different? Both Agile professionals and CM professionals should learn enough about each other’s values and principles in order to understand each other’s perspective to comprehend what it means to adapt CM to align with the values of Agile. Just like a racetrack, the goal is to establish CM so that it reduces friction between the Agile race-car and the road surface. But just like a well-constructed racetrack, the goal of CM is to ensure the car stays on track while allowing it to maintain a high velocity.

This lets development know that their changes are tracked and stored so that they do not have to reproduce the item and the items can be retrieved on demand. Effectively, it reduces the chances of losing code assets and the changes to code. CM provides a technology that allows for easy access and control of items. This ensures that there is a streamlined process and integrity of the code and, therefore, the released product. CM provides a window into changes and visibility into the release process.

The sub-processes of Audit include two activities. The first is to analyze the baselines and processes. The second is to assign action items for issues and non-compliance so that improvements can be made. In effect, this provides CM with a continuous process improvement loop. • Reviews • Verifications • Validations • Other Checks Figure 2-7 • Baselines • Standards • Process usage CM audit sub-process. CM auditing may be implemented by selecting members from the project who work with CM personnel to periodically audit different CM areas.

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