Configuration Management Expert Guidance for It Service Managers and Practitioners 1st, Revised Edition Shirley Lacy

Download the full version and explore a variety of ebooks
or textbooks at https://ebookultra.com
Configuration Management Expert Guidance for It
Service Managers and Practitioners 1st, Revised
Edition Shirley Lacy
_____ Tap the link below to start your download _____
https://ebookultra.com/download/configuration-management-
expert-guidance-for-it-service-managers-and-
practitioners-1st-revised-edition-shirley-lacy/
Find ebooks or textbooks at ebookultra.com today!

We believe these products will be a great fit for you. Click
the link to download now, or visit ebookultra.com
to discover even more!
Software Verification and Validation for Practitioners and
Managers Second Edition Steven R. Rakitin
https://ebookultra.com/download/software-verification-and-validation-
for-practitioners-and-managers-second-edition-steven-r-rakitin/
IT Service Management A Guide for ITIL Foundation Exam
Candidates Second Edition John Sansbury
https://ebookultra.com/download/it-service-management-a-guide-for-
itil-foundation-exam-candidates-second-edition-john-sansbury/
The Book of Ethics Expert Guidance For Professionals Who
Treat Addiction 1st Edition Laura Weiss Roberts
https://ebookultra.com/download/the-book-of-ethics-expert-guidance-
for-professionals-who-treat-addiction-1st-edition-laura-weiss-roberts/
A Manager s Guide to IT Service Management 6th edition
Edition Jenny Dugmore
https://ebookultra.com/download/a-manager-s-guide-to-it-service-
management-6th-edition-edition-jenny-dugmore/

Adapting Configuration Management for Agile Teams
Balancing Sustainability and Speed 1st Edition Mario E.
Moreira
https://ebookultra.com/download/adapting-configuration-management-for-
agile-teams-balancing-sustainability-and-speed-1st-edition-mario-e-
moreira/
Making it in British Medicine Essential Guidance for
International Doctors 1st Edition Sabina Dosani (Author)
https://ebookultra.com/download/making-it-in-british-medicine-
essential-guidance-for-international-doctors-1st-edition-sabina-
dosani-author/
Fundamentals of Risk Management for Accountants and
Managers Paul M. Collier
https://ebookultra.com/download/fundamentals-of-risk-management-for-
accountants-and-managers-paul-m-collier/
Essential Management Skills for Pharmacy and Business
Managers 1st Edition Titus De Silva
https://ebookultra.com/download/essential-management-skills-for-
pharmacy-and-business-managers-1st-edition-titus-de-silva/
Fundamentals of Computer Graphics 3rd Revised edition
Edition Peter Shirley
https://ebookultra.com/download/fundamentals-of-computer-graphics-3rd-
revised-edition-edition-peter-shirley/

Configuration Management Expert Guidance for It
Service Managers and Practitioners 1st, Revised Edition
Shirley Lacy Digital Instant Download
Author(s): Shirley Lacy, David Norfolk
ISBN(s): 9781780172286, 1780172281
Edition: 1st, Revised
File Details: PDF, 7.45 MB
Year: 2014
Language: english

BCS, THE CHARTERED INSTITUTE FOR IT
BCS, The Chartered Institute for IT champions the global IT profession and the interests
of individuals engaged in that profession for the benefit of all. We promote wider social
and economic progress through the advancement of information technology science and
practice. We bring together industry, academics, practitioners and government to share
knowledge, promote new thinking, inform the design of new curricula, shape public policy
and inform the public.
Our vision is to be a world-class organisation for IT.Our 70,000 strong membership includes
practitioners,businesses,academics and students in the UK and internationally.We deliver
a range of professional development tools for practitioners and employees. A leading IT
qualification body, we offer a range of widely recognised qualifications.
Further Information
BCS, The Chartered Institute for IT,
First Floor, Block D,
North Star House, North Star Avenue,
Swindon, SN2 1FA, United Kingdom.
T +44 (0) 1793 417 424
F +44 (0) 1793 417 444
www.bcs.org/contact
http://shop/bcs/org/

CONFIGURATION
MANAGEMENT
Expert guidance for IT service
managers and practitioners
Revised edition
Shirley Lacy and David Norfolk

© 2014 BCS Learning and Development Ltd
All rights reserved.Apart from any fair dealing for the purposes of research or private study,or criticismor review,
as permitted by the Copyright Designs and Patents Act 1988, no part of this publication may bereproduced,stored
or transmitted in any form or by any means, except with the prior permission in writingof the publisher, or in the
case of reprographic reproduction, in accordance with the terms of the licences issued by the Copyright Licensing
Agency. Enquiries for permission to reproduce material outside those terms should be directed to the publisher.
All trade marks, registered names etc. acknowledged in this publication are the property of their respective
owners. BCS and the BCS logo are the registered trade marks of the British Computer Society charity
number 292786 (BCS).
“ITIL® is a Registered Trademark of the AXELOS in the United Kingdom and other countries.”
© Crown copyright material is reproduced with the permission of the Controller of HMSO and Queen’s
Printer for Scotland.
Published by BCS Learning and Development Ltd, a wholly owned subsidiary of BCS, The Chartered Institute for
IT, First Floor, Block D, North Star House, North Star Avenue, Swindon, SN2 1FA, UK.
www.bcs.org
ISBN: 978-1-78017-228-6
PDF ISBN: 978-1-78017-229-3
ePUB ISBN: 978-1-78017-230-9
Kindle ISBN: 978-1-78017-231-6
British Cataloguing in Publication Data.
A CIP catalogue record for this book is available at the British Library.
Disclaimer:
The views expressed in this book are of the authors and do not necessarily reflect the views of BCS or BCS
Learning and Development Ltd except where explicitly stated as such. Although every care has been taken by the
authors and BCS Learning and Development Ltd in the preparation of the publication, no warranty is given by the
authors or BCS Learning and Development Ltd as publisher as to the accuracy or completeness of the informa-
tion contained within it and neither the authors nor BISL shall be responsible or liable for any loss or damage
whatsoever arising by virtue of such information or any instructions oradvice contained within this publication or
by any of the aforementioned.
Typeset by Lapiz Digital Services, Chennai, India.
Printed at CPI Antony Rowe Ltd, Chippenham, UK.
iv

CONTENTS
Figures and tables viii
Authorsix
Abbreviationsx
Glossaryxii
Useful websites xix
Forewordxx
1. INTRODUCTION1
Introduction to the CMS 1
Knowledge capture during the interactive sessions 4
Acknowledgements 7
2. THE 21st-CENTURY CMDB/CMS 9
Objectives9
Summary9
The normative view of what a CMS is for 9
Contributors to the interactive session 12
Participating practitioner community feedback 12
Conclusion17
3. JUDGING THE VALUE OF CMDB/CMS 19
Objectives19
Summary19
The value of a CMS19
ITIL value statements 22
Conclusion30
4. OVERCOMING THE BARRIERS TO THE CMS 33
Objectives33
Summary33
Barriers and critical success factors 33
Conclusion41
5. CASE STUDY OF A CMS IMPLEMENTATION 42
Objectives42
Summary42
v

CONFIGURATION MANAGEMENT
CMS at associated newspapers 42
Contributors to the interactive discussion 46
Conclusion50
6.
HOW TO IMPROVE AN EXISTING CONFIGURATION MANAGEMENT
PROCESS52
Objectives52
Summary52
How to improve an existing CM process 52
Conclusion62
7. SERVICE MANAGEMENT REQUIREMENTS FOR A CMDB/CMS 64
Objectives64
Summary64
Service management requirements for a CMDB/CMS64
Conclusion71
8. STRATEGY AND VISION 72
Objectives72
Summary72
Service asset and configuration management
visions and strategies 72
Conclusion81
9. SELECTING CMS TOOLS 83
Objective83
Summary83
A basic implementation process 83
Conclusion94
10. POPULATING A CMDB: PROCESS DESIGN 96
Objectives96
Summary96
How do you populate your CMDB?96
Conclusion 107
11. IMPLEMENTATION 109
Objective 109
Summary 109
Bringing the CMS to fruition 109
vi

CONTENTS
Conclusion 115
12. GOOD IDEAS… AND ONES TO AVOID 117
Objectives 117
Summary 117
What works and what does not 117
Book conclusion 126
APPENDIX: KEY CONCEPTS AND TERMS 129
Systems, policies, processes and ‘just doing it’ 129
A consistent model for the terminology around
change management 131
Notes132
Index133
vii

FIGURES AND TABLES
Figure 1.1 The architectural layers of the CMS 4
Figure 2.1 Four architectural layers of the CMS and SKMS 10
Figure 2.2 The role of the SKMS and CMS in decision-making 11
Figure 3.1
Observed benefits of configuration management in
ranked order 25
Figure 3.2
Number of people (full-time equivalents) dedicated to the
configuration management function 26
Figure 3.3
Organisations that have established a function/department
for configuration management 27
Figure 3.4
Reporting level for the configuration management role
in an IT service organisation 27
Figure 5.1
Configuration management and CMDB underpin key
processes to deliver improvements 44
Figure 5.2 CMDB/CMS architecture for the case study 45
Figure 8.1 Example of a configuration model 75
Figure 10.1 Sample CMDB structure 97
Figure 10.2 Identifying definitive data diagram 98
Figure 10.3 Gap analysis using red/amber/green identification 99
Figure 10.4 Weaknesses in your process or data/information? 105
Figure 11.1 Strategic approaches 112
Figure 12.1 Service environment 117
Figure 12.2 Key stakeholders 119
Figure A1.1 The monitor control loop 131
Table 3.1
Summary of business value areas for configuration
management 22
Table 3.2
Summary of ITIL business value areas for change
management 23
Table 3.3 Survey value statements for configuration management 24
Table 8.1 Example of future states with process automation 76
Table 9.1 Key selection issues 87
Table 10.1 Process and maturity evaluation 99
viii

AUTHORS
Shirley Lacy is Managing Director of ConnectSphere and specialises in the application
of service management best practices to deliver value from IT investments. She leads
ConnectSphere’s assessment and IT service management practice group.
Shirley is highly regarded within the industry and is an authority on service management
and configuration management practices. Shirley is a co-author of the OGC’s ITIL Service
Transition book with Ivor Macfarlane and is also project mentor for the 2011 ITIL update.
Shirley is the author of the British Standards Institute (BSI) publications on Achieving
ISO/IEC 20000 with Jenny Dugmore. She is also the BCS representative on the British
Standards committee for IT Service Management, IST/15/-8 BSI IT Service Management
group (ISO/IEC 20000). She is the UK Principal Expert on the ISO Working Group for
Process Assessment standards for software, systems and service management.
David Norfolk first got involved with enterprise systems computing professionally in
1978, and has worked in England and Australia in database administration; development
methods and standards; internal control; network management; operations research;
and even PC support.
Working conditions in banking in the city in the 1990s eventually drove him into a career
as an independent analyst and journalist. He has written for most of the news-stand PC
and computing magazines in the UK as well as some in the Middle East and America,
and is now an industry analyst (specialising in development and governance) with Bloor
Research International.
ITIL is a registered trademark of AXELOS Limited.
ix

ABBREVIATIONS
API Application Programming Interface
BRM Business Relationship Management/Manager
BSI The British Standards Institute
CCO Chief Compliance Officer
CCRM
Change, Configuration and Release Management Special Interest
CCRM SIG
Change, Configuration and Release Management Special Interest
Group (itSMF)
CFO Chief Financial Officer
CI Configuration Item
CIO Chief Information Officer
CKO Chief Knowledge Officer
CMDB Configuration Management Database
CMM Capability Maturity Model
CMMI® Capability Maturity Model Integration
CMS Configuration Management System
CMSG Configuration Management Specialist Group (BCS)
COBIT® Control Objectives for Information and related Technology
COTS Commercial Off-The-Shelf
CRO Corporate Risk Officer
CSF Critical Success Factors
CSI Continual Service Improvement
DML Definitive Media Library
DTAP Development, Testing, Acceptance and Production
GUI Graphical User Interface
IDE Integrated Development Environment
IP Internet Protocol
IEC International Electrotechnical Commission
ISO International Organization for Standardization
IT Information Technology
ITSM IT Service Management
x

ABBREVIATIONS
itSMF IT Service Management Forum
KPI Key Performance Indicator
MoSCoW Must Should Could Won’t
MTRS Mean Time to Restore Service
OLA Operational Level Agreement
PIR Post-Implementation Review
PTM Physical Technology Model
QM Quality Manager
RFI Request For Information
ROI Return On Investment
RUP Rational Unified Process
SACM Service Asset and Configuration Management
SKMS Service Knowledge Management System
SLA Service Level Agreement
SLM Service Level Management/Manager
SMART Specific, Measurable, Agreed, Realistic and Time-specific
SMT Senior Management Team
SOX Sarbanes–Oxley
SVP Senior Vice President
VP Vice President
xi

GLOSSARY
This glossary was originally based, in part, on the online ITIL glossaries, available at
http://www.itil-officialsite.com/InternationalActivities/ITILGlossaries_2.aspx. The
most up-to-date ITIL glossaries are those available online; this glossary is modified in
the context of the present work and will differ from current ITIL glossaries and, indeed,
may not be ITIL-specific (for instance, we mostly talk about services generally, not IT
services specifically).
Asset Management is the process in service transition which tracks and reports
financial assets (such as software and hardware), usually held and maintained in an
asset register, through the life of the asset in the system. It is a key part of the overall
service asset and configuration management process.
AXELOS now manages the ITIL best management practice brand (copyright and
trademark), which used to be managed by OGC and then by the UK Government Cabinet
Office. It is a joint-venture business involving the UK Government (49%) and Capita plc
(51%); the person who was responsible for the portfolio within the Cabinet Office, and
the crown commercial lead in the Cabinet Office, are now directors of this new joint-
venture company.
Baseline is the term used for a reference benchmark employed in the management of
service delivery and demonstration of continual service improvement. Typically:
y
y An IT service management baseline is a key part of measuring the impact of an
improvement plan developed for an IT service.
y
y A performance baseline is used to show performance changes, as a service is
augmented and enhanced over its life; and, indeed, to highlight performance
degradations, if (for instance) the environment of the service changes and it is
not appropriately maintained in response.
y
y A configuration management baseline is a known working configuration that
can be restored if a change or release fails.
Build refers to the assembling of required configuration items during a service
transition, in order to deliver all or part of a service; it is also used to identify a release
candidate authorised for distribution (such as a desktop computer build; or a server
build).
Capability Maturity Model (CMM) refers to a formal model describing the functions
(‘capabilities’) needed to deliver some service and the degree of formality and
management optimisation (‘maturity’) of the corresponding processes (from ad hoc
practices, to defined processes followed at departmental and then organisational level,
to metrics-based management and proactive process optimisation). A CMM model is
used as a basis for managing continual service improvement. CMMs were originally
popularised by the Capability Maturity Model for Software (also known as the CMM and
SW-CMM), which was developed at the Software Engineering Institute (SEI) of Carnegie
Mellon University. The original SW-CMM is now obsolete and has been replaced by the
xii

GLOSSARY
Capability Maturity Model Integration (CMMI®) for Development – see glossary entry
for Capability Maturity Model Integration. However, the maturity model concept has
become popular with many vendors of process-based software tools used for, for
example, testing and supporting service-oriented architectures, and new maturity
models are always appearing (some with only a cosmetic relationship to anything to do
with the original CMM concept).
Capability Maturity Model Integration (CMMI®) is a process improvement approach
originally developed by the Software Engineering Institute (SEI) of Carnegie Mellon
University. It provides organisations with the essential elements of effective processes
that can be used to guide process improvement across a project, a division, or an entire
organisation (although the full benefits from maturity are unlikely to be realised by an
organisation unless all of its departments are at a similar maturity level; low maturity
sales and marketing processes, for example, can compromise the business results
expected from high maturity software delivery). The CMMI® helps organisations to
integrate traditionally separate organisational functions, to set process improvement
goals and priorities, to provide guidance for quality processes, and provides them with
a point of reference for appraising current processes (the CMMI SCAMPI – Standard
CMMI Appraisal Method for Process Improvement – appraisal process is a useful
CMMI® value-add, quite apart from its actual process improvement best practices).
The CMMI is no longer specified merely in terms of software delivery (which is now
called CMMI for Development); versions are now available for Services and Acquisition,
amongst other areas. CMMI has now been transferred from the SEI (which still does
research in the area) to the CMMI Institute, a 100%-controlled subsidiary of Carnegie
Innovations, Carnegie Mellon University’s technology commercialisation enterprise – see
http://cmmiinstitute.com/ for more information.
Change Management is the process in service transition which controls the change
lifecycle; its main aim is to facilitate the introduction of beneficial changes, whilst
minimising any consequent disruption to service delivery.
CI see Configuration Item.
CMS see Configuration Management System.
COBIT® (Control Objectives for Information and relatedTechnology) provides guidance
and best practice for the management of IT processes and is published by the IT
Governance Institute. It would be relevant during continual service improvement, for
example. See http://www.isaca.org/ for more information.
ConfigurationBaseline is the term used in service transition to describe a configuration
that has been formally agreed and is managed by a change management process; it is
the basis for future builds, releases and changes and provides a point of recovery if a
change fails and has to be rolled back.
Configuration Control is the activity in service transition which adds, modifies or
removes a CI, using an appropriately formal process (such as the submission and
authorisation of a RFC (Request for Change) or a service request).
xiii

Exploring the Variety of Random
Documents with Different Content

9A315G Band PG-15
(Green)
Ea
9A315P Band PG-15
(Pink)
Ea
9A315R Band PG-15
(Red)
Ea
9A315Y PG-15
(Yellow)
9A316 Band PG-16 Pr Pigeon leg, identifying, aluminum; 1
pair to each pigeon.
9A426A Blow gun Ea Blow gun, disinfectant,
1-qt. capacity.
9A575 Bowl PG-75 Ea Pigeon, pressed wood pulp.
Supersedes Bowl PG-29.
9A636 Brush PG-36 Ea Pigeon loft, counter duster.
9A725 Cage PG-50 Ea 10-bird, training.
9A755 Capsules,
multivitamin
Ea
9A825 Chips,
quassia
Lbs
9A837 Container, 2-
bird Fiber
board
Ea Container, assembled 11½ × 6 × 6
in.; dismantled (folded flat) 15 × 12
× ½ in.; net weight, 1 lb.
9A941 Cup,
drinking, ½
pt with hooks
Ea
9A939 Crate PG-49 Ea 20-bird, transportation.
9A1140 Egg PG-40 Ea Pigeon nest, white glass.
9A1219.2 Feed, pigeon,
mixed
Lbs Feed, pigeon mixture consisting of:
25% Corn, American, small grain;
10% Kaffir; 25% Peas, Canada or
First and Best; 5% Seed, millet;
20% Vetch, common; 15% Wheat,
hard red or durum.

mixed
Lbs Feed, pigeon, mixture consisting of:
25% Peas, Canada or First and
Best; 30% Peas, maple; 20% Vetch,
common.
mixed
Lbs Feed, pigeon, mixture consisting of:
3.5% Buckwheat; 25.0% Corn,
American, small grain; 5.0% Kaffir;
2.5% Oats, hulled, table grade;
12.5% Peas, Canada or First and
Best; 12.5% Peas, maple; 5.0%
Rice, whole, extra fancy; 2.5%
Seed, canary; 5.0% Seed, hemp;
5.0% Seed, millet; 15.0% Vetch,
common; 6.5% Wheat, hard red or
durum.
mixed
Lbs Feed, pigeon mixture, consisting of;
5% Oats, hulled, table grade; 20%
Peas, Canada or First and Best;
25% Peas, maple; 5% Seed, hemp;
5% Rice, whole, extra fancy; 20%
Vetch, common; 10% wheat, hard
red or durum.
mixed
Lbs Feed, pigeon, mixture, consisting of:
15% Rice, whole, extra fancy; 20%
Seed, canary; 15% Seed, flax; 20%
Seed, hemp; 10% Seed, rape, large
sweet; 20% Seed, millet.
9A1237C Fountain PG-
37-C
Ea Drinking, pigeon galvanized iron self-
filling, double opening, 1½ gallon
capacity, with handle to facilitate
carrying. Supersedes fountain PG-
37.

9A1321 Grit, health,
pigeon (red)
Lbs
9A1322 Grit, health,
pigeon
(natural)
Lbs
9A1646A Loft PG-46-A Ea Portable, 3-section.
9A1648 Loft PG-
68/TB
Ea Portable, combat, transported by ¼-
ton Bantam trailer.
9A1767 Message
holder PG-67
Ea
Transparent, plastic.
9A1838 Pan PG-38 Ea Pigeon bath.
9A1845-
100
Parachute
equipment
PG-100/CB
Ea Pigeon; a collapsible cylinder type
container; 4-bird capacity; attached
to a 6-ft. parachute with quick
release clip.
9A1845-
101
Parachute
equipment
PG-101/CB
Ea Pigeon, a collapsible cylinder type
container; 8-bird capacity; attached
to a 9-ft. parachute with a quick
release clip.
9A1857-
103
Pigeon
equipment
PG-103/CB
Ea Complete unit of issue consists of: 1
each, container PG-102/CB (2-bird);
12 each, message holder PG-67; 1
each, map overlay pad Form WD,
SC 181; 1 each, message book M-
210-A; 2 each, pencils, Black 2H
(No. 4) SS-P-186.
9A1857-
105
Pigeon
equipment
PG-105/CB
Ea Complete unit of issue consists of: 1
each, container PG-104/CB (4-bird);
24 each, message holder PG-67; 1
each, message book M-210-A; 1
each, map overlay pad Form WD,
SC 181; 2 each, pencils, black 2H
(No. 4) SS-P-186. Supersedes
pigeon equipment PG-60, Stock No.
9A1856.

9A1886-
106
Pigeon vest
PG-106/CB
Ea Shaped to form a pigeon’s body
permitting neck, wing tips, tail and
feet to protrude, made of porous
fabric and has strap for carrying
pigeon on paratrooper’s or scout’s
chest, adjustable to any size pigeon.
9A2020 Shavings,
cedar
Lbs
9A2034A Scraper PG-
34-A
Ea Similar in shape to a putty knife
except blade is 3 in. wide.
Supersedes scraper PG-34, Stock
No. 9A2034.
9A2035 Sieve PG-35 Ea Pigeon feed.
9A2215 Tobacco
stems
Lbs
6G260.1 Disinfectant Bottle Disinfectant, Black Flag (liquid), 1 qt.
or equal.
6D67 WD, SC Form
67
Book
Pigeon Breeding Record (long).
6D68 WD, SC Form
68
Ea
Pigeon Pedigree (short).
6D181 WD, SC Form
181
Pad
Map overlay.
6D1132 WD, SC Form
1132
Ea
Pigeon Breeding Card.
6D1133 WD, SC Form
1133
Ea
Monthly Pigeon Report.
6D1177 WD, SC Form
1177
Ea
Pigeon Pedigree (long).
6D1183 WD, SC Form
1183
Book
Pigeon Flight Record.
30. Message Holders

Message Holder PG-67 consists of a body, cap, leg clamp, strap, and
fastener (fig. 23). The body, cap, and leg clamp are made of
transparent plastic material.
a. To attach message holder to pigeon, place leg clamp of holder,
around the aluminum identification band on the pigeon’s leg and
secure strap by means of the fastener. The message holder must
always be attached with the cap pointing in the direction of the
pigeon’s body. If attached with the cap pointing down it will interfere
with the bird’s walking. The aluminum bands must be loose enough
on the pigeon’s leg to allow the message holder to adjust itself to
positions that will not interfere with the bird’s flying. In emergencies,
a message holder may be placed on each leg.
b. Pigeons to be used for signal communication should be trained
with the message holder attached to the leg to accustom them to
carrying it. Pigeons should be distributed to combat troops, with
message holders attached if it is known that the receiving troops
have not had training or experience in handling the birds. Otherwise,
holders may be delivered separately. Personnel of a loft should make
every effort to provide message center units being served with
necessary information concerning care, handling, and release of
birds.

Figure 23. Message Holder PG-67.
c. To remove a message from a pigeon, catch the bird after it has
trapped; hold it in one hand, extend its leg, and remove the
message holder with the other hand. Release pigeon in loft.
d. When it is necessary for a pigeon to carry a message and a
message holder is not available, fold message blank, attach it by
looping it around the leg band and tie its two ends together with a
piece of thread or light weight string.

Caution: NEVER WIND a string or rubber band around a pigeon’s
leg because it will stop the circulation and may cause the pigeon to
lose its leg.
Figure 24. Message holder attached to pigeon’s leg.

SECTION V
TRAINING
31. Responsibility for Training
The commanding officer of a signal pigeon company, or the officer in
charge of a pigeon unit, will prepare a training program to serve as a
general guide for activities of the unit. Weekly training schedules for
the guidance of the enlisted personnel will be based upon this
approved training program for the unit.
32. Qualifications for Pigeoneers
a. General. Minimum specifications required for a pigeoneer are
——
(1) Skill. That required for a basic private, plus the ability to care
for, feed properly, catch, and hold pigeons; to attach messages; and
to train birds for messenger service.
(2) Knowledge. That required for a basic private, plus a thorough
knowledge of capabilities, limitations, and habits of homing pigeons.
(3) Personal traits. A pigeoneer who is boisterous and of a
turbulent nature tends to frighten and upset pigeons and thus
reduce their effectiveness. The successful pigeoneer should possess
——
(a) Dependability. To perform all his duties regularly and promptly.
(b) Kindness. To obtain confidence of the pigeons.
(c) Patience. To spend much time and repeated effort required for
training pigeons.
(d) Neatness. To maintain a sanitary and attractive loft for the
pigeons.

(e) Firmness. To enforce control over pigeons.
(f) Power of accurate observation. To note and learn
characteristics of individual pigeons in the loft by observing details
readily and accurately.
b. Basic training. Only qualified basic privates are selected for
pigeoneer training. Skill and knowledge to be attained in this course
may be based on this manual.
c. Advance training. Qualified pigeoneers who complete basic
training prescribed in b above, and who possess the ability, may be
selected for advance training which will prepare them to become
specialists or non-commissioned officers. This training will teach:
(1) Skill. (a) Ability to manage a training loft and to train both
young and old pigeons.
(b) Ability to manage a breeding loft and supervise breeding
activities after schedules have been prepared.
(c) Ability to instruct others in (a) and (b) above.
(2) Knowledge. A pigeoneer should possess a thorough knowledge
of loft management; feeding, training, and breeding of pigeons; and
employment of pigeon communications described in this manual.
33. Introduction to Pigeon Training
It is almost impossible to prescribe any one method for training
homing pigeons. There are certain steps, however, that must be
followed if the birds are to give reliable messenger service. The
methods for training Army homing pigeons are prescribed in this
section. However, they are not the only methods by which birds can
be trained. Success with the birds depends largely on the individual
pigeoneer’s experience and technical knowledge. This is particularly
true concerning operation of combat lofts.
34. Settling Pigeons

Settling is the process of conditioning a pigeon to return to its home
loft when released. Best results can be expected from young birds
just out of the nest because settling and resettling become more
difficult as the age of the pigeon increases. Many different methods
are used to settle pigeons to lofts, and no ironclad rules can be set
down to cover all situations. The age of the birds, type of loft, and
experience of the pigeoneer will determine the method used and
success achieved. Two settling procedures will be explained in this
section. The first will be for young birds not strong on the wing, and
the second for older birds that are strong on the wing. These
procedures are general and may be used, with slight variations, to
settle birds to all types of lofts. In the case of the combat loft,
however, remember that pigeons are trained to recognize a certain
type of loft rather than terrain features or geographic locations. A
combat loft is moved daily during training so that the birds do not
become accustomed to one location. Otherwise settling to a combat
loft is the same as settling to any other loft.
a. Settling birds not strong on wing. The expression “not strong on
the wing” means that pigeons do not have sufficient strength in their
wings to stay in the air for sustained flight, for example, youngsters
removed from the nest when 28 to 36 days old. These young
pigeons are tame and easy to handle; they are not as excitable as
older birds because their sense of fear has not yet developed. For
these reasons they can be easily settled. They are not strong
enough on the wing, however, to stay away from the loft for
prolonged periods.
(1) Feed and water. Feed birds liberally on the first day they are
placed in the loft, but never feed them heavily at any time after that.
Make sure the water fountain is placed where it can be found easily.
Young pigeons should be kept prisoners for about 2 days. During
this time watch them carefully to determine whether all have learned
how to drink. If any bird appears sleepy it may not have learned
how to drink or where to obtain water. This bird can be taught to
drink by forcing its entire beak into the water.

(2) Learning to trap. It is of the utmost importance that pigeons
used for delivering messages trap promptly. A bird may be the
fastest flyer in the loft yet be useless because it will not trap
immediately upon return to the loft. The message cannot be
removed from the pigeon’s leg if the bird stays on the roof of the loft
instead of entering the trap. For this reason it is essential that
trapping exercises be carefully carried out. The best time for this
training is when birds are being settled. Install the trap late in the
evening of the second day of confinement and allow the youngsters
to go out on their own initiative and look around. This enables them
to become familiar with the outside of the loft and the surrounding
territory. On the third day catch the youngsters, place them on the
landing board, and gently push one at a time through the trap.
Some birds may take to the wing but they will only stay in the air a
few minutes at any one time. These pigeons will not fly away; they
are merely learning the use of their wings and will return when tired.
Place a small amount of feed in the loft during this training and
repeat the trapping exercise until the youngsters overcome all fear
of the trap. After the birds have learned how to go through the trap
allow them to remain outside the loft for about ½ hour and then
persuade them to trap into the loft themselves. The birds are
especially nervous at this time and should not be frightened. While
persuading the birds to enter the loft, the pigeoneer should give
them a small amount of feed by hand, and at the same time
acquaint them with the feed call.
(3) Exercising. On the fourth and following days of training the
birds may be turned out morning and late afternoon for
approximately ½ hour of exercise. After each exercise period
continue training the birds to trap promptly upon their return to the
loft. At this time they should be fed only enough to assist in
trapping. On these first few days the pigeons may exercise singly or
in small groups. On the eighth day or soon after, however, most of
the birds will begin to take their exercise flights in one compact
flock. As soon as they do this, exercise the birds at noon as this will
condition them faster and also accustom them to flying during the

heat of the day. If after the seventh day there are a few birds that
do not leave the loft for exercise, induce them to fly by pushing
them gently off the loft with a bamboo fishing rod or similar pole.
After all birds have learned to exercise in a flock for ½ hour or more
and then return to the loft they may be considered settled. They are
now ready for their first training tosses (par. 35).
Figure 25. Pigeons in trap of loft.
b. Settling birds strong on wing. The following method is suggested
for settling pigeons that are 36 days of age or older. It is assumed
that these birds have been trained to trap and that they are familiar
with the feed call. If they have not been taught to trap, then such

training must be carried on in conjunction with this method of
settling. It is necessary to use a wire inclosure such as a settling
cage in teaching these birds to trap because they will fly away if not
confined.
Figure 26. Hand-feeding pigeons in loft.
(1) Hunger and tameness. These are the two most important
factors in settling birds strong on the wing, and the extent to which

they are developed and controlled will greatly determine the speed
with which the pigeons can be settled.
(a) Hunger. Never feed pigeons a full ration of feed at any one
time during the settling period. Keep them definitely on the hungry
side at all times. This serves to impress upon them that the loft is
the place to find food. Hand-feeding will control the distribution of
feed and, at the same time, encourage the birds to become tame.
Pigeoneers are urged to hand-feed their birds at all times if possible.
(b) Tameness. The pigeoneer should spend as much time as he
can in the loft with the birds. The loft should be arranged so that the
birds will be near the pigeoneer. This will serve a double purpose:
the pigeoneer becomes better acquainted with his birds, and they in
turn lose all fear of him.
(2) Confinement. It may be necessary to confine these birds for
several days, depending on their age. A settling cage to fit on the
landing board and roof of the loft may be constructed from wood
and wire mesh (fig. 27). This confines the pigeons, but at the same
time allows them to become acquainted with the roof, landing board,
trap, and immediate territory around the loft. The qualified
pigeoneer can anticipate by the tameness, hunger, and actions of
the birds, when they are ready to be given their first freedom.
(3) First freedom. Days with overcast skies or light rains are most
favorable for first releasing the birds. Best results can be expected if
birds are released in the late afternoon when they are hungry. When
the pigeoneer determines that the birds are ready to be given their
freedom, or on the third or fourth day of settling at the new location,
the following procedure is observed:
Force all of the pigeons into the settling cage, except for three or
four birds chosen in advance for their tameness. Give this small
group of birds their freedom. Pigeons love company; therefore, after
taking to the air, these birds will usually be attracted back by the
remaining birds in the settling cage. After the pigeons circle the loft
a few times call them in to prevent them from straying. For this first

liberation move the settling cage on the loft far enough to one side
to expose approximately half of the trap. This permits the pigeons to
enter the loft as soon as they return.
When the first group returns satisfactorily, give another small
group their freedom. The number of birds in the subsequent groups
may be increased if satisfactory results are obtained with the first
few groups. If the first group, or any part of it fails to return,
however, no other birds should be given their freedom that day.
Repeat this procedure the following day.
At no time during the first 2 days of liberty should the entire flock
be given its freedom at one time. After approximately 50 percent of
the birds has been given their liberty one or more times, the entire
flock may be given open loft and permitted to go in and out at will
during the late afternoon. Give open loft again the next day at the
same time. On subsequent days allow the birds their freedom each
morning and evening for approximately ½ hour of exercise.
Any birds that fail to take to the air should be gently forced to
exercise. Noon exercise periods will accustom birds to flying in the
heat of the day. When all birds have learned to exercise freely in a
flock and then return to the loft they are considered settled and
ready for further training as message carriers.

Figure 27. Settling cage for loft, PG-68/TB.
(4) Summary. These essential points are to be remembered in
settling young pigeons:
(a) Teach birds to enter loft immediately after each exercise flight.
Loitering outside may become a fixed habit which will make the birds
undesirable for messenger service.
(b) Never drive pigeons from the loft during the first few days of
settling.
(c) Be sure pigeons are exercised and fed regularly.
(d) Keep birds as tame as possible and do not overfeed them.
(e) At no time allow the birds to become frightened.
(f) Do not interpret these instructions on settling as ironclad rules.
It may be necessary to vary them from time to time, depending
upon the situation.
35. Training for Messenger Service

This training is started as soon as the birds have been settled to the
loft from which they will be distributed. All pigeons except those
specifically reserved for breeding purposes may undergo training
continuously from the time they are 28 days old until they are no
longer suitable for messenger service. Fundamentally, the methods
for training pigeons to mobile combat lofts are the same as those for
stationary lofts. To avoid confusion, any difference in method will be
noted in the following paragraphs.
a. Conditioning. The first step in training homing pigeons for
messenger service is to develop the health and strength necessary
to endure sustained flight. This process is called conditioning. The
degree of training necessary to condition the birds will vary with the
mission for which they are being trained. Birds that will be required
to fly long distances will necessarily be given longer and more
intensive training than birds that will be required to fly only short
distances.
(1) Health of the pigeon is dependent on proper care.
Overcrowding of birds should be avoided at all times. Good loft
sanitation and ventilation, together with proper diet and
uncontaminated drinking water, are factors in health that are under
the control of the pigeoneer. He is therefore largely responsible for
the over-all health of pigeons in his loft.

Figure 28. Releasing pigeons from Crate PG-49.
(2) Strength is developed by exercise flights around the loft, and
by training flights made from distant points.
b. Training flights. Pigeons may be given training flights in groups,
in pairs, or singly. This training procedure is sometimes called
“taking the birds down the road for a training toss.”

(1) Group tossing. Three or more birds are released at one time.
Young birds are gregarious and will work more satisfactorily when
released in small groups rather than individually. For this reason
birds being given their first training flights should be group tossed.
(2) Double tossing. A flock of pigeons is released in pairs; each
pair is permitted sufficient time to disappear before the next pair is
released.
(3) Single tossing. One bird at a time is released and permitted to
return to the loft alone. This is valuable training and all birds should
be given two or more single tosses of 10 or more miles before being
used in messenger service. Single tossing should not be practiced at
distances in excess of 10 miles until the pigeons have been well
settled in a particular location.
(4) Use of cage PG-50 in training. Preliminary training of pigeons
should include several brief periods of confinement in the 10-bird
training cage PG-50. After a period of confinement open doors
carefully and allow the birds to emerge of their own free will. The
release point should be within sight of the loft.
(5) Use of pigeon equipment PG-103/CB and PG-105/CB. Pigeons
to be used for carrying messages should be released from these 2-
or 4-bird containers after a brief interval of confinement. This will
accustom them to the boxes before combat use. Make sure fresh
water is available for the birds during confinement period.

Figure 29. Cage PG-50, containing pigeons.

Figure 30. Releasing pigeons from Pigeon Equipment PG-103/CB.
c. Advanced training flights. Advanced training of military pigeons is
primarily directional flight training, that is, releasing training pigeons
to fly back in one general direction from various distances along the
same course. The course may be north, south, east or west as
determined by the location of the loft in relation to the point of
release. Directional flights are the most suitable for military use,
since speed and reliability of the bird are considerably increased and

the time involved in training is comparatively short. If properly
trained, however, pigeons will return to their loft from reasonable
distances in any direction. A return flight from a direction different
from the trained line of flight would be called a nondirectional flight.
The speed from nondirectional flights will usually be slower and less
reliable than from directional flights. This is particularly true when
the pigeon must fly from the opposite direction of the trained line of
flight. For nondirectional flights to be reliable, pigeons should be
given training tosses from varying distances from all points of the
compass. Since this type of training is not stressed in the Army
Pigeon Service the subject will not be discussed any further.

Figure 31. Pigeon Equipment PG-105/CB, containing pigeons.
(1) Directional training to stationary lofts. The stationary loft
training chart (fig. 32) will aid the pigeoneer in directional training of
pigeons when the loft is in a permanent location. During training,
flight speeds will average 30 miles an hour from distances of 13
miles or more if a direct line of flight is followed. When the training
flights (fig. 32) have been completed, the speed of pigeons will
usually be faster than 37½ miles an hour. To maintain this speed

approximately once a week give pigeons one flight from 40 to 50
miles and two or more short flights from 15 to 20 miles. Such flights
will keep the birds in condition for messenger service from distances
up to 125 miles. Any bird returning in bad condition will be benefited
more by a rest of 3 or more days than by further training. If birds
exceed 40 miles an hour on their first training flight from release
points of 13 miles or more, they may be failing to observe variations
in topography. Therefore, to be conservative during this training
period, release them again from the same point in order that they
may learn thoroughly the physical characteristics of the region over
which they fly. This second liberation from the same point greatly
assists in avoiding losses at future liberating points from greater
distances. A second liberation is also recommended if the birds
return at speeds of less than 20 miles an hour, since it can be
assumed that they did not follow a direct line of flight. A second
flight over the same course gives the birds an opportunity to learn a
more direct line of flight. Unless adverse weather conditions exist,
pigeons generally continue to fly in a direct line once it is learned.
Strong head winds and the need to fly around local storms will slow
the birds down.

Figure 32. Stationary loft training chart.

Figure 33. Combat loft training chart.
(2) Directional training to combat lofts. Combat (or mobile) lofts
are used during combat when it is necessary to establish immediate
pigeon communication. Since pigeons may be required to furnish
reliable messenger service within 8 days after moving to a new
location, their training must be carefully planned and skillfully
accomplished. Flight training begins as soon as the loft is established
near the headquarters to be served. Until this time, however, the

birds are not given any training tosses. They are, of course, fully
settled to the loft and have been taking daily exercise flights around
the loft at each new location to which the loft has been moved. Give
the birds their first exercise flight shortly after establishing the new
location. After the birds have had a brief rest they are given their
first training toss. If weather permits, group toss the birds many
times each day thereafter. Increase the distance and reduce the size
of the group each day so that the birds may be trained to distances
of 25 to 50 miles in 5 days. When giving this flight training, follow
the combat loft training chart shown in figure 36.
d. Remobile training. (1) Remobiling. After combat birds have been
moved into a stationary position and have been flown from this
location, it is desirable to train them to mobility again before moving
them into a new location. This process is called remobiling and can
best be accomplished by moving the loft only a few feet at a time
until the pigeons again become accustomed to having it moved. The
birds will seem quite nervous and a few may settle on the ground or
fail to enter the loft the first few times it is moved. The birds should
become accustomed to searching for the loft regardless of its
location. After this stage of training has been reached, the loft
should be moved farther and farther away from the old location.
Work the pigeons as a regular mobile team from this point on,
always making sure that the birds are allowed plenty of time in the
settling cage before they are released. This process of remobiling
homing pigeons can best be accomplished with young birds that
have not been settled in one location for more than 6 weeks. If
there is a shortage of young birds and it is necessary to use older
birds which have been remobiled numerous times, transport them to
the new location as many times as possible. Feed the birds at the
new location and never at the old home loft. The birds will thus learn
to retrace their flight to the new loft if they return to their previous
location. This method is useful only when the new location is known
in advance. Birds that fail to perform properly as message carriers
and are unsuitable for breeding purposes should be destroyed. Birds
showing symptoms of sickness should be removed from the loft and

forwarded for hospitalization, or destroyed if hospitalization facilities
are not available.
(2) Reestablishing new location. If the tactical situation requires
the message center to be moved forward, a new loft with birds that
have been trained in mobility will be placed in the new location. The
old loft may continue to operate until the new loft has established
reliable communication. This method of operation insures continuous
message service. As soon as the new loft has established reliable
message service, the old loft will be removed, and if the birds are
still suitable for combat loft flying the loft will be remobiled. If the
birds are no longer suitable for combat flying because of numerous
resettling at different locations, or from being settled in one location
too long, they may be returned to the base camp and put in one of
the breeding sections. The combat loft will then be restocked with
new youngsters from the breeding lofts and training in mobility will
begin.
e. Training precautions. (1) Overtraining. Care should be taken
during flight training not to overtrain the birds. Such training does
more harm than good, particularly if long distances are involved.
Overtraining can be detected by the slightly dizzy, sleepy, and
unbalanced appearance of the birds while resting. When this
condition occurs, allow the pigeon to rest for a few days with open
loft but no forced exercise.
(2) Feed mixtures while training. The birds should have access to
fresh water and grit at all times. Make sure that the feed is clean
and in the best possible condition. Never change the mixture during
training or while the pigeons are being used for messenger service
because the change will throw the birds out of condition.
(3) Training losses. Forcing the birds to undertake distant flying
before they become properly settled to a location causes frequent
losses during the training stage. Care should be taken to limit the
first few training flights to distances of approximately 1 mile or less.

(4) Catching pigeons. The pigeoneer should avoid quick or sudden
movements in the loft and should never chase the birds in order to
catch them. When it is necessary to catch pigeons during daylight
hours, close the blackout windows or insert the shutters to darken
the loft. The pigeons may then be picked up easily with the aid of a
flashlight. The pigeoneer should avoid catching the pigeons in the
loft immediately after their return from a training flight.
36. Delivering Pigeons by Parachute
a. Equipment. Parachute equipment PG-100/CB consists of a
collapsible, cylinder-type, 4-bird container and a 6-foot hemispherical
baseball-type parachute with a quick release clip. Parachute
equipment PG-101/CB is of similar design except that the container
has an 8-bird capacity and is attached to a 9-foot parachute. This
equipment is specifically designed to supply initially or to resupply
pigeons to infantry parachute troops, infantry glider troops, or any
isolated forces requiring delivery of pigeons by air.

Figure 34. Factory-packed parachute equipment PG-100/CB,
containing pigeons.
b. Instructions for use. To insure safe delivery of the pigeons,
caution must be observed when attaching containers to the
parachutes.

Figure 35. Parachute laid out on flat surface.

Figure 36. Parachute folded lengthwise.

Welcome to our website – the ideal destination for book lovers and
knowledge seekers. With a mission to inspire endlessly, we offer a
vast collection of books, ranging from classic literary works to
specialized publications, self-development books, and children's
literature. Each book is a new journey of discovery, expanding
knowledge and enriching the soul of the reade
Our website is not just a platform for buying books, but a bridge
connecting readers to the timeless values of culture and wisdom. With
an elegant, user-friendly interface and an intelligent search system,
we are committed to providing a quick and convenient shopping
experience. Additionally, our special promotions and home delivery
services ensure that you save time and fully enjoy the joy of reading.
Let us accompany you on the journey of exploring knowledge and
personal growth!
ebookultra.com

Configuration Management Expert Guidance for It Service Managers and Practitioners 1st, Revised Edition Shirley Lacy

More Related Content

Similar to Configuration Management Expert Guidance for It Service Managers and Practitioners 1st, Revised Edition Shirley Lacy (20)

Recently uploaded (20)

Configuration Management Expert Guidance for It Service Managers and Practitioners 1st, Revised Edition Shirley Lacy