Configuration-Release management

Configuration, Change,
and Release
Management Policies
and Procedures Guide

Table of Contents

Section 1 Introducing Configuration, Change, and Release Management................................................5

1.1 Overview of Configuration, Change, and Release Management .........................................5

1.2 Objectives............................................................................................................................6

1.3 Audience .............................................................................................................................6

1.4 Usage ..................................................................................................................................7

1.4.1 Establishing the Baseline .............................................................................................9

1.4.2 Defining Change Request Classes.............................................................................10

Section 2 Policies....................................................................................................................................13

2.1 Overview of the Configuration, Change, and Release Management Policy.......................13

2.2 Policy Statement................................................................................................................14

2.3 Process Owners ................................................................................................................14

2.4 Related Policies and Procedures.......................................................................................15

Section 3 Processes ...............................................................................................................................17

3.1 Overview of Configuration, Change, and Release Management Processes .....................17

3.2 Before You Begin ..............................................................................................................19

3.3 Configuration, Change, and Release Management Processes .........................................19

3.3.1 Identifying a Request..................................................................................................19

3.3.2 Assessing and Approving a Change Request ............................................................21

3.3.2.1 Assessing the Change Request ........................................................................22

3.3.2.1.1 Criteria for Change Request Assessment ...............................................24

3.3.2.1.2 Processing Assessments ........................................................................25

3.3.2.2 Approving a Change Request............................................................................26

3.3.3 Implementing a Change .............................................................................................28

3.3.3.1 Planning ............................................................................................................29

3.3.3.2 Scheduling.........................................................................................................30

3.3.3.3 Pre-Staging........................................................................................................30

3.3.4 Testing and Releasing a Change ...............................................................................31

3.3.4.1 Testing...............................................................................................................32

3.3.4.2 Release .............................................................................................................33

3.3.5 Status Accounting ......................................................................................................33

3.4 Completing the Cycle ........................................................................................................37

3.4.1 Closing out a Change Request...................................................................................37

3.4.2 Auditing the Configuration Database..........................................................................38

Section 4 Procedures .............................................................................................................................41

4.1 Overview of Configuration, Change, and Release Management Procedures....................41

4.2 Using Configuration, Change, and Release Management Procedures .............................43

4.2.1 Identifying a Request..................................................................................................43

4.2.1.1 Change Requests..............................................................................................43

4.2.1.2 Review and Disposition .....................................................................................45

4.2.2 Assessing and Approving a Change Request ............................................................46

4.2.2.1 Assessing a Change Request ...........................................................................46

4.2.2.1.1 End-User Change Requests ...................................................................47

Initial Actions.......................................................................................................47

Review Procedures .............................................................................................51

4.2.2.2.2 Vendor-Initiated Changes........................................................................56

4.2.2.2.3 IT Changes..............................................................................................57

4.2.2.2 Approving a Change Request ...........................................................................58

4.2.3 Implementing a Change .............................................................................................59

4.2.3.1 Planning ............................................................................................................59

4.2.3.1.1 Tools and Techniques for Risk and Constraint Quantification.................61

Expected Monetary Value ...................................................................................61

Decision Trees ....................................................................................................62

Expert Judgment.................................................................................................63

4.2.3.1.2 Outputs from Risk or Constraint Quantification .......................................63

4.2.3.1.3 Back-Out and Contingency Strategy .......................................................63

Failure Mode Effects Analysis (FMEA)................................................................64

4.2.3.2 Scheduling.........................................................................................................68

4.2.3.3 Implementation..................................................................................................70

4.2.4 Testing and Releasing a Change ...............................................................................70

4.2.4.1 Quality Assurance .............................................................................................70

4.2.4.2 Pre-Release Activities .......................................................................................71

4.2.4.3 Release .............................................................................................................72

4.2.5 Status Accounting ......................................................................................................72

4.3 Auditing the Change Process ............................................................................................75

4.4 Improving the Configuration, Change, and Release Management Process ......................77

Section 1 Introducing Configuration, Change, and Release Management

Section 1 Introducing Configuration, Change, and
Release Management
This section provides a brief introduction to policy and procedures for
configuration, change, and release management. By reading this introduction,
you will gain a sense of how these policies and procedures apply to you.

1.1 Overview of Configuration, Change, and Release
Management
The combined configuration, change, and release management approach provides
a set of policies, processes and procedures for information systems. The policy
is designed to preserve the integrity and stability of the information systems and
to manage their life cycles.
Configuration, change, and release management involves five processes to
identify, assess/approve, implement, test/release, and account for all changes to
an information system. A commitment to this process will produce fully
documented and managed changes to the systems on which the business is built.
The key topics of this section include:
• Objectives - A discussion of the processes, owners, and objectives
• Audience - A description of persons subject to the policies
• Usage - A flow chart depicting the overall process
Figure 1.1 illustrates the configuration, change, and release management process
in the environment.

5

Configuration, Change and Release Management Policies and Procedures Guide

Figure 1.1 Configuration, change, and release management process

Assessment &
Identification Implementation Test & Release Status Accounting
Approval

Audits

1.2 Objectives
Configuration, change, and release management are a set of related processes
that will achieve the following objectives:
1. Maintain a detailed record of each system’s configuration. This means
tracking down to the patch and revision level of individual software and
hardware modules, components and subsystems.
2. Control changes to systems. This includes a formal process for change
requests, assessment, approval, implementation, test and release.
3. Ensure an audit trail. This includes change requests, approvals, test results,
installation/deployment dates, and post installation quality assurance tests to
support the system’s operational baseline configuration documentation.
4. Facilitate life cycle management and operational consistency. This is
verified by auditing installed systems against baseline configuration
documentation.

1.3 Audience
The audience for this configuration, change, and release management process
includes most personnel. These customers fall in to five categories, each using
the configuration, change, release management process for differing purposes.

6


Table 1.1 lists the process owners and their particular usage of the system.
Table 1.1 Configuration, change, and release management audience.
Role How it Applies
System users Request a change or recommend an improvement to
the system.
System vendors Provide a change to a vendor-supported system, such
as an upgrade, patch, maintenance release, or field
change.
Information Technology personnel Recommend a change or to propose an improvement
such as a shell script, NDS reconfiguration, improved
system configuration, increased capacity, etc.
Configuration Control Manager Manage the process.
Service provider (such as hardware Follow policy when making changes to baseline in
vendor, third party service providers) connection with providing service; i.e., updating drivers
on systems, documenting IMAC (installs, moves, adds,
changes) activities, etc.

1.4 Usage
The configuration, change, and release management meta-process consists of a
series of processes that flow clockwise. Five of the six processes are sequential,
starting with requirements or improvements identification and ending with status
accounting. The sixth process, auditing, is an ongoing process to verify that the
system configuration documentation accurately reflects the system’s actual
configuration.
The flow chart in figure 1.2 illustrates the steps in the overall configuration,
change, and release management process.

7


Figure 1.2 The configuration, change, and release management process.

Identification

Initiator Change Request
Assessment & Approval

Receive and Assign Assess Approval

SYSTEM

Audit
Audit Implementation
Plan

Status Accounting

Status Accounting
Schedule

Test & Release

Release Test

Table 1.2 describes the processes involved in configuration, change, and release
management.
Table 1.2 Configuration, change, and release management processes.

Processes Activity Description and Form
Identification User initiates a change request. Help Desk Change Request Form
Services logs and validates a change request, (Exhibit A)
notifies the initiator, and passes the request on
to the Configuration Control Manager.
Assessment The Configuration Control Manager assigns Generic Checklist
and Approval priorities, initiates a review, compiles the (Exhibit B)
findings, and forwards the findings to one of
three parties.

Depending on the requester, the Configuration Generic Checklist
Control Board, subject matter experts, or peer (Exhibit B)
review approves or denies the requests directed
to them.

8


Implementation If the Change Request is approved, the project Generic Checklist (Exhibit
is implemented. If the Change Request is B); related to Sample
denied, it is closed out and the initiators are Quality Assurance and
notified. Test Plan (Exhibit C)
Test and Provides criteria for testing the system after a Sample Quality Assurance
Release change has been implemented and releasing and Test Plan
the system back into operation. (Exhibit C)
Status This process documents the change that has Generic Checklist
Accounting been implemented. (Exhibit B)
Audits This process audits the configuration Generic Checklist
documentation against the actual system (Exhibit B)
configuration.

1.4.1 Establishing the Baseline
The foundation of configuration and change management is baseline
identification. Release management is not directly affected by baseline
identification. A baseline is a reference point that describes the state of a system
at a given stage in its life cycle.
A system evolves through four distinct baselines, depending on the system’s
development stage. The first and second stages, functional and allocated
baselines, are developed from functional specifications and designs. The third
stage, product baseline, is developed from the final design or allocated baseline.
The final stage, the operational baseline, reflects the system after it has been
placed into production.
Figure 1.3 shows how the system baseline evolves during the system life cycle:

9


Figure 1.3 Baseline evolution during system life cycle.

Approved baseline from functional specifications.
These specifications stipulate functions and
characteristics

Functional
Baseline

Also known as Design Baseline. Represents
standards and general technical specifications to
be employed in the system's design.

Allocated
Baseline

Specific products, standards and configuration that
comprise the system.

Product
Baseline

System components (hardware, software and
firmware) configured for operations. Includes
specific hardware and software models, versions
and revisions and other configuration details.
Operational
Baseline

The configuration control and change management processes and procedures set
forth in this document apply to all baseline stages. Release management
processes and procedures, on the other hand, apply only to the final two stages,
the product and operational baselines.

1.4.2 Defining Change Request Classes
A change request is the principal means of initiating any change to a system.
Change requests are divided into three classes based on who submits the request
to the Help Desk. The classes are:
• End-user change requests - changes initiated by any system user or
stakeholder.
• Vendor-initiated requests - changes based on vendor-supplied
requirements.

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• IT changes - changes for internal technical improvements by IT
personnel.
The last two changes are initiated by vendors and internal IT personnel and take
the form of upgrades, patches, maintenance releases, and field changes. For these
changes, the process is more streamlined than the end-user change requests.
Table 1.3 defines types of changes and who would typically initiate them:
Table 1.3 Profile of change initiators.

Request Functional Additional Additional Technical Enhance- New
Types Improvement Capacity Services Fixes ments Requirements
User X X X X X
Change
Request
Vendor X X X
Initiated
Changes
IT Changes X X X X X X

Functional improvement. An improvement in the way an information system
operates. End user change requests for functional improvements are typically to
correct a misalignment between how an information system supports their work
and the supporting business processes. Vendor and IT initiated functional
improvements usually focus on functional improvements related to technology.
Additional capacity. More of a specific resource, such as shared disk space, a
faster communications connection, etc.
Additional services. Range from telecommunications access to required
features. Examples include: workflow-enabled applications, networked fax
services, and departmental databases.
Technical fixes. Always initiated by vendors and IT to correct deficiencies or
inefficiencies in products, systems, subsystems and components. A technical fix
from an end user’s point of view falls under the purview of problem and incident
management. Example technical fixes include improved shell scripts, patches,
maintenance releases, etc.
Enhancements. Added features, such as the latest version of an application,
improved user interface, additional functions, etc.
New requirements. Any system, subsystem or component needed to fulfill a
new requirement. Some examples include a warranty tracking system to meet a

11


new customer service requirement, high-speed color laser printer in response to a
requirement to develop marketing materials in-house, etc.

12

Section 2 Policies

Section 2 Policies
This section defines the policies which underlies configuration, change, and
release management processes. It describes the specific policies and who owns
them. The section includes background information about why the policies exist
and how they relate to other IT policies.

2.1 Overview of the Configuration, Change, and Release
Management Policy
The business follows a configuration, change, and release management policy to
manage the life cycle of all information systems supporting business and
technical objectives. As such, the processes and procedures set forth in this
policy document will govern configuration, change, and release management.
The overall configuration, change, and release management policy consists of
processes for managing all changes to the information systems. Understanding
these processes will simplify the job of learning how to apply the configuration,
change, and release management policy.
This policy consists of three interrelated elements:
• Policy statement
• Process owners
• Related policies and procedures

13


2.2 Policy Statement
It is policy to manage the life cycle of all information systems supporting its
business and technical objectives. As such, the processes and procedures for
identification, assessment and approval, implementation, test and release, status
accounting, and auditing set forth in this policy document govern configuration,
change, and release management. Specifically:
1. Configuration, change, and release management will begin in the
functional baseline stage, the first baseline in the information system
implementation cycle.
2. Before any change to a system or a baseline, the proposed change will be
evaluated, approved, tested, released and documented.
3. No approved change will be implemented without:
• An approved plan of action with milestones for implementation,
showing assigned roles and responsibilities.
• An approved test plan.
Changes will not be released into production until they have been tested and
signed off by a member of the test and quality management team and the
system owner. The system owner is defined as the system administrator,
business process unit (BPU), or other major stakeholder affected by the
change.
4. All implemented changes will be documented by updating the system
configuration documentation and all affected systems documentation.
5. At planned intervals, selected information system changes will be audited
for operational consistency against the baseline configuration
documentation.

2.3 Process Owners
Table 2.1 lists the process owners and their particular usage of the system.

14

Section 2 Policies

Table 2.1 Process owners.
Process Owner Process Owned
Help Desk Services Identification.
Change Management Managers Assessment, Status Accounting, Audits.
Configuration Control Board Approval.
Test and Quality Manager Test and Release.
As Assigned Implementation. (Process owners for implementation
will be project managers for each individual
implementation project.)

2.4 Related Policies and Procedures
Table 2.2 lists other IT policies that relate to or depend on the configuration,
change, and release management policies.
Table 2.2 Related policies and procedures.
Policy Relationship
Hardware Maintenance Changes made in support of hardware maintenance
objectives fall under processes and procedures for
making vendor- or IT-initiated changes and/or
improvements.
Problems and Incident Management Changes made in response to problems and/or
incidents are governed by configuration, change, and
release management policies and procedures.
Help Desk Services Help Desk Services plays key roles in identification and
implementation processes and procedures contained
in this policy and procedures manual.
IT Security Security policy and procedures will govern how certain
changes and improvements are assessed and
implemented, as well as test and release management
procedures for subsystems and components that are
under the cognizance of IT Security.
Disaster Recovery System configuration data required for inclusion in the
Disaster Recovery Plan has a direct relationship to the
status accounting and auditing processes contained in
this manual. Other related areas are: implementation
back-out plans and the test and release process.

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Configuration-Release management

Section 3 Processes

Section 3 Processes
This section walks through the processes associated with configuration, change,
and release management. Each individual process fits within the larger combined
process. Step-by-step explanations and tips are provided for each process.

Management Processes
Five processes constitute the overall configuration, change, and release
management meta-process. A change request goes through all five processes as it
evolves from initial request to completion.
Each process has defined milestones and specific requirements that must be
fulfilled. The approach ensures that each change results in a new, documented
baseline configuration.
The overall process is described sequentially under the following topics.
• Before You Begin - Prerequisites and setup actions that must happen
before the process can happen
• Process - The individual processes that constitute the change control
cycle
• After the Process - Criteria for when the cycle is completed
This section will introduce each process by its function and will provide a
diagram and description that shows the major elements of the process. Figure 3.1
and Table 3.1 illustrate a typical process.

17


Figure 3.1 Process diagram elements.

Controls
Process
Input Output
Name
Constraints

Table 3.1 Process diagram element descriptions

Components Description
Inputs What activities or information triggers the process or provides required
input
Outputs What results are produced by the process
Controls What controls are applied to the process; i.e., service level objectives,
safety considerations, etc.
Constraints What constraints impact the process, such as budget, time, etc.
Activities What happens inside of the process

Each process description will also have an associated diagram or flow chart that
shows the basic operation of the activities that are contained within the process
(identified in the above process map as Process Name).
A more detailed description of the activities, to the task level, are the procedures
that are employed to produce the process output. The corresponding procedures
are provided for each process in Section 4 of this manual.

18

Section 3 Processes

3.2 Before You Begin
Change control begins when the Help Desk has received a request for a system
change from a user, a vendor or from the IT department. The following activities
are involved in preparing the change request.
• Filling in the change request form, or optionally calling the Help Desk
• Determining the priority of your request. The priorities levels include
urgent, high, moderate, and low.
• Submitting the form to the Help Desk or having them submit it.
Note: For definitions of these levels, refer to Section 4.2.1, “Identifying a
Request.”

3.3 Configuration, Change, and Release Management
Processes
The five-process cycle begins with identifying the request and ends with
recording the change in the system configuration documentation. The five
processes are defined in sequence below. The sixth process, auditing, is
independent of the first five and will be defined in subsection 3.4.

3.3.1 Identifying a Request
The identification process starts with a requirement and ends with a requirement
that has been defined. Figure 3.2 and Table 3.2 describe this process with its
related controls and constraints.

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Figure 3.2 Identification process, controls and constraints.

Technical Objectives
Business Objectives

Urgency & Impact
Requirement Identification Identified Requirement
Existing Baseline
Validity

Table 3.2 Identification process, controls and constraints.

Inputs Requirements that trigger the request for change.
Outputs Identified requirement.
Controls Business or technical objectives, urgency and the impact of operating
without the change.
Constraints Validity of the requirement and the existing system baseline.
Activities A change request is initiated, logged and assigned a control number, the
priority is validated, the initiator is provided with a tracking number, and the
request is passed to the Configuration Control Manager for action.

Help Desk Services is designated as the central point for receiving and tracking
change requests. Upon receipt of a change request, Help Desk Services will
initiate the following screening activities.
• Logging the change request and assigning a control number.

20

Section 3 Processes

• Validating the request priority (as requested by the user).
• Notifying the initiator and providing a control number for reference.
• Passing the request to the Configuration Control Manager for resolution.
Figure 3.3 illustrates the identification process flow.
Figure 3.3 Identification process flow.

Business
Requirement
Drivers

Technical
Requirement
Change Request
Priority

Improvement
Opportunity

Corporate
PCS Initiator Help Desk Services

Patch, Maint.
Release
Drivers

Upgrade CPU Log Request

Field Change

Vendor-Initiated
Change/IT Change Assign Control Number

To
Pass to Configuration
Assessment Control Manager
Process

Validate Priority

Notify Initiator of
Receipt and Control
Number

The vendor-initiated change and the IT changes follow different assessment
paths. These changes proceed on a different track, passing directly to the
configuration control manager or to a peer review.

3.3.2 Assessing and Approving a Change Request
As implied by its name, the combined assessment and approval process has two
parts. The assessment process involves analyzing and recommending a specific
system change, and the approval process involves evaluating and deciding
whether or not to proceed with the change.

21


3.3.2.1 Assessing the Change Request
The assessment process starts with a defined requirement and ends with findings
and recommendations for change. Figure 3.4 and Table 3.3 describes this process
with its related controls and constraints.
Figure 3.4 Assessment process, controls and constraints

Analysis Techniques
Enterprise Priorities

Identified Requirement Assessment Findings and Recommendations
Budgetary Considerations
Level of Complexity

Table 3.3 Assessment process, controls and constraints.

Inputs Identified requirement.
Outputs Findings and recommendations.
Controls Analysis techniques, company priorities.
Constraints Budget considerations, level of complexity to implement change.
Activities Assign a master priority, initiate a review, compile findings and
recommendations, forward findings and recommendations for
approval/action.

22

Section 3 Processes

The assessment process is initiated by the Configuration Control Manager and
involves the following activities.
• Assigning a priority based on enterprise-wide requirements.
• Initiating a review cycle comprised of appropriate subject matter experts
and stakeholders.
• Compiling findings and recommendations from the review cycle.
• Forwarding findings and recommendations to the proper assessment
entity: The assessment entities include:
• For change requests, the Configuration Control Board.
• For vendor-initiated changes, the appropriate subject matter
experts and stakeholders who must agree unanimously.
• For IT changes, peer review and/or independent verification and
validation.

23


Figure 3.5 illustrates the assessment process for the three types of requests.
Figure 3.5 Assessment process flow.

From Receive Change
Assign to SMEs and
Identification Request (or vendor- Assign Priority Initiate Review Cycle
Process Stakeholders
initiated request)

HELP DESK SERVICES CONFIGURATION CONTROL MANAGER

To SUBJECT MATTER
Implementation
Process
EXPERT/STAKEHOLDER
YES

SME or SME or
Stakeholder Stakeholder
NO Peer Review/
End Process Approved?
Technical Review

Findings & Findings &
Recommendations Recommendations
IT Initiated

IT AND BUSINESS UNIT
MEMBERS

Compile Findings
Configuration Control From Change Request Request
Approved? &
Board Originator?
Recommendations

CONFIGURATION
Vendor-Initiated

CONTROL MANAGER
YES

NO YES To
Unanimous
Implementation
Agreement? Process

3.3.2.1.1 Criteria for Change Request Assessment
The principal objectives of the assessment process are to determine the feasibility
and cost-effectiveness of the requested change by examining the following
factors:
• Business requirements
• Technical requirements

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Section 3 Processes

• Impact of the requested change on:
• Company strategic architecture
• Life cycle management considerations
• Interrelated and/or interdependent systems
• Security
• Data integrity
• Meeting OLAs and SLAs
• Technical, cost or schedule risks
• Cost/benefit and predicted return on investment (ROI) that will be
attained if the change is initiated

3.3.2.1.2 Processing Assessments
For each change request class, the assessment resolution is treated differently.
Resolving Change Requests. If the initial assessment meets all conditions for
recommendation or further consideration, the change request is forwarded to the
Configuration Control Board for approval.
Resolving Vendor-Initiated Change Requests. Vendor-initiated change will be
implemented only if there is unanimous agreement among the review team of
appropriate subject matter experts and stakeholders.
If review team members cannot reach a consensus either for or against the
change, the matter will be referred to the Configuration Control Board for a final
determination.
Resolving IT Changes. IT changes will be implemented only if they have been
validated by peer review and/or independent verification and validation
procedures.
Change Request Cancellation. Changes that neither qualify for forwarding to
the Configuration Control Board nor pass peer review and/or independent
verification and validation will be canceled in accordance with change request
close-out procedures.

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3.3.2.2 Approving a Change Request
The approval process starts with a recommendations for change and ends with a
decision to implement or deny the change request. Figure 3.6 and Table 3.4
depict this process with its related controls and constraints.
Figure 3.6 Approval process, controls and constraints.

Life Cycle Management and Strategic Plans
Business Requirements
Technical Feasibility

Request
Findings & Recommendations
Approval Disposition (Yes or No)
Economic Impact (Total Cost of Ownership)
Return on Investment

Table 3.4 Approval process, controls and constraints.

Inputs Findings and recommendations
Outputs Disposition (approved or disapproved)
Controls Life cycle management plan; strategic plan, business and technical
objectives
Constraints Return on Investment (ROI); economic impact
Activities Decision making techniques

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Section 3 Processes

The Configuration Control Board uses specific criteria to approve change
requests. The scope of this policy and procedures manual does not allow the
definition of these criteria.
In general, the decision criteria for approval will reflect criteria such as business
requirements, the experience and judgment of the Configuration Control Board
members and budget considerations.
Each class of request follows a different approval path as illustrated in Figure
3.7.
Figure 3.7 The approval process.

From
Assessment
Process

User Change Request Recommendations
Change Class
Internal Technical

Vendor-Initiated Change
Improvements

Change Control Board
NO

Peer Review and/or
Independent SME/Stakeholder
Verification & Assessment
Validation
Meet Decision
Criteria for
Approval?
YES

Unanimous
Recommend?
Recommendation

Approve
YES

YES To
NO

NO

Implementation
Process

End Process

27


3.3.3 Implementing a Change
The implementation process starts with the authority to proceed and ends with
the completed change. Figure 3.8 and Table 3.5 depict this process with its
related controls and constraints.
Figure 3.8 Implementation process, controls and constraints.

Back-Out and Test Plans
Scheduling
Planning

Control

Authority to Proceed Implementation Planning & Scheduling
Availability Windows
Resources
OLAs
SLAs

Table 3.5 Implementation process, controls and constraints.

Inputs Authority to proceed
Outputs Planning, scheduling and pre-staging
Controls Planning, scheduling and control; back-out and test plans
Constraints SLAs, OLAs, availability windows, resources
Activities Implementation planning and pre-staging (plans, schedules, test and
back-out planning, identified resources)

The implementation process requires three critical elements.

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Section 3 Processes

1. Planning
2. Scheduling
3. Pre-staging
Figure 3.9 illustrates the flow of these four elements in the implementation
process.
Figure 3.9 The implementation process.

> Resource Assignment
> WBS
From
> Roles & Responsibilities
Approval Planning
Process > Dependencies
> Contingency Plan
> Test & Quality Plan

> Scheduled Milestones
Scheduling > Assignments by Name
> Stakeholder Review and Approval

Process

Resources, development of test and
Pre-staging quality assurance plan

To Test and
Release

3.3.3.1 Planning
All implementation requirements and resources will be planned in advance of the
actual change to be effected. Planning encompasses the identification and
commitment of:
• Personnel resources

29


• Parts and materials
• Availability of alternate sources of services when applicable or possible
• Plan of action (for example, work breakdown structure, roles and
responsibilities charts, contingency and back-out plans, etc.)
• Quality assurance test and release plans and criteria
The implementation plan will also address:
• Statement of work and defined scope
• Upstream and downstream dependencies
• Technical, cost and schedule risks

3.3.3.2 Scheduling
At a minimum the implementation schedule will contain:
• Scheduled implementation window, including worst-case stop times and
identifiable rollback point
• Milestones for task completion, quality assurance checkpoints and release
into production
• Personnel assigned to tasks by name
The implementation schedule will be reviewed and approved by all stakeholders
prior to proceeding with the implementation activities. Stakeholders include all
technical and business unit personnel who are involved with, or affected by, the
implementation.

3.3.3.3 Pre-Staging
This activity provides support of the actual implementation. Steps include
confirming resource availability, staging materials, preparing the system for the
change and executing all plans that are scheduled to occur before test and
release.

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Section 3 Processes

3.3.4 Testing and Releasing a Change
The test and release process starts with a completed implementation and ends
with the system restored for operational availability with documented system
changes. Figure 3.10 and Table 3.6 depict this process with its related controls
and constraints.
Figure 3.10 Test and release process, controls and constraints.

Release Plan
Test Plan

System Restored to Operational Availability
Completed Implementation Test & Release List of Changes to System
Observed vs. Expected Test Values
SLAs & OLAs

Table 3.6 Test and release process, controls and constraints.

Inputs Completed pre-staging, planning and scheduling.
Outputs System returned to operational availability.
Controls Test plan.
Constraints Observed vs. expected test values and pass/fail checkpoints.
Activities Test in accordance with test plan to ensure correct system operation per
specifications, release system to operational status after all test and

31


release conditions are met..

Figure 3.11 illustrates the test and release process.
Figure 3.11 Test and release process flow.

From
Implementation
Perform

Test
REWORK

Process

BACK-OUT NO YES
Back-Out or Re- Testing Release to Production
Releasing
Work? Satisfactory?

Close Out
Procedures

3.3.4.1 Testing
The quality assurance and test plan is the most critical element of the
implementation plan. This plan is a checklist of test inspections, observations and
validations to ensure that the affected system operates within expected
parameters.
The quality assurance and test plan also includes production checklists and
addresses any factor or issue related to ensuring that the system is fully
operational and supportable. This includes ensuring that all required materials
(media, documentation, etc.) in connection with the change are updated or
provided.

32

Section 3 Processes

A test plan needs to be thorough and comprehensive, and designed to exercise
the system as a whole as well as upstream and downstream dependencies.

3.3.4.2 Release
The basis for releasing a change to production will be a satisfactorily executed
test plan.
Test plans will be executed and signed off by a member of the IT staff who was
not involved in the implementation process or by the system owner. Under no
circumstances will the test plan be signed-off by the individual who performed
the implementation task(s).

3.3.5 Status Accounting
The status accounting process starts with a listing of changes to the system and
ends with an accurate configuration baseline. Figure 3.12 and Table 3.7 depict
this process with its related controls and constraints.

33


Figure 3.12 Status accounting process, controls and constraints

Audit Trail of Changes Made
Existing Baseline

Listing of Changes to System Status Accounting Accurate Baseline Description of System
Validity of Baseline Information
Timeliness of Update

Table 3.7 Status accounting process, controls and constraints.

Inputs List of changes made to system during implementation.
Outputs Accurate baseline description of system.
Controls Existing baseline.
Constraints validity of baseline; timeliness and accuracy of update.
Activities Update all configuration data.

Status accounting ensures that all changes to the system are documented as they
occur. Figure 3.13 illustrates the flow of the status accounting process.

34

Section 3 Processes

Figure 3.13 The status accounting process.

Does it Match
Examine Configuration
Documented
Item
Configuration?

NO
Update

YES
Documentation

Status Accounting

Next Configuration
Item

The status accounting process depends on baseline configurations, beginning
with the functional baseline and ending with the operational baseline.
Functional Baseline. The functional baseline or specification, derived from
business requirements, are tracked, modified and consolidated until an allocated
baseline is established. The functional baseline specifications are, at some point,
frozen and the development of the allocated baseline begins.
Allocated Baseline. The allocated baseline, comprised of required standards and
a set of technical specifications, are used to either issue a request for proposal or
to build and develop the system.
Product Baseline. The product baseline, the final system configuration before
the system is operational, results from the allocated baseline. At the product
baseline stage, usually after the product has been delivered or built, the following
configuration items must be documented as built.

35


1. Hardware platform configuration items
• Manufacturer and model
• Manufacturer serial numbers and company asset numbers
• RAM (configured quantity in MB, density in modules and
capacity, speed in Ns, and available slots for additional RAM
modules)
• Firmware revision levels and date installed
• Mass storage devices attached to system (magnetic and optical);
including: manufacturer/model information, applicable serial
numbers and/or asset numbers (for external devices), physical
characteristics (capacity, SCSI ID assigned, operating parameters,
and so on.)
• I/O devices attached to system (serial, parallel, SCSI, network)
and all identifying configuration information (adapter ID, MAC
address, and so on.)
• Display subsystems attached to system and all identifying
configuration information (settings, performance characteristics,
manufacturer serial numbers and asset numbers)
2. Operating system software
• Version and revision level
• Applied patches
• Current build number
• Configuration of installed network extensions (version/revision,
IP address(es) assigned, and so on.)
• Version/revision level of system utilities and drivers (device
drivers, compilers, performance monitors, transaction monitors,
and so on.)
3. Application Suite
• Version and revision level

36

Section 3 Processes

• Applied patches
4. System Documentation
Operational Baseline. After the system has been placed in operation, status
accounting consists of maintenance functions. They include:
• Maintaining the configuration database and associated documentation in
a manner that reflects the true state of the system.
• Maintaining the procedures for documenting system changes.
• Ensuring that all the above mentioned related system components are
synchronized (i.e., hardware, software and documentation).

3.4 Completing the Cycle
Once the status accounting has been completed, the request is closed out. These
completion activities are described below.

3.4.1 Closing out a Change Request
Configuration, change, and release management will be completed when the
criteria listed in Table 3.8 are met for each of the process owners.

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Table 3.8 Criteria for change request completion
Process Owners Action Criteria for Completion
Help Desk Services Close out change One of the following conditions:
request, notify all • Notification from the implementation project
stakeholders manager that (1) the implementation is
complete (2) the system has operated for 48
continuous hours without errors and per test
and release procedures (3) all status
accounting procedures have been completed
• Change request has been denied
• Change implementation was aborted and no
further attempts to implement the change will
be made
Configuration Update Notification from the implementation project
Control Manager configuration manager that (1) the implementation is complete
documentation (2) the system has operated for 48 continuous
hours without errors per test and release
procedures

3.4.2 Auditing the Configuration Database
Auditing is the verification and validation process in configuration, change and
release management. It entails verification of the actual system configuration
against the documented system configuration. This is an ongoing task after the
system has been placed into production.
The auditing process is a separate activity that is independent of the change
cycle. The auditing process starts with an existing baseline and ends with a
verified baseline that reflects the actual configuration. Figure 3.14 and Table 3.9
depict this process with its related controls and constraints.

38

Section 3 Processes

Figure 3.14 Auditing process, controls and constraints

Implemented Changes (auditable packages)
Configuration Database
Verified Baseline that Reflects Actual
Existing Baseline Auditing System Configuration
Accuracy of Existing Data

Table 3.9 Auditing process, controls and constraints.

Inputs Existing baseline
Outputs Verified baseline that reflects the system’s actual configuration
Controls Configuration documentation, audit copies of implemented change
requests
Constraints Accuracy of existing data and documentation
Activities Verify system configuration against configuration documentation, adjust
baseline documentation to reflect any discrepancies

The sole purpose of the audit process is to ensure that configuration
documentation accurately describes the system’s actual configuration. As such
the process is straightforward and conducted in a manner similar to a financial
audit: the system is inspected (audited) and compared to the documentation.
When discrepancies are found the configuration documentation is adjusted to

39


reflect the audited configuration. At the end of the process the system and its
associated documentation will be reconciled in a fashion similar to reconciling a
ledger against receipts and canceled checks.
Figure 3.15 illustrates the auditing process.
Figure 3.15 Auditing process flow.

Begin Audit

Audit System Compare to Documented
Configuration Item Configuration

Next Configuration
Item
NO

Complete All
Reconcilliation and YES YES Does System NO Adjust Documentation
Update Master All Items Inspected? Configuration Item Match to Reflect Actual
Configuration Documentation? Configuration
Documentation

Audit Complete

Note: For a list of functional areas to be audited, the audit scope, and
recommended audit intervals, see the auditing procedures in the Section 4,
Procedures.

40

Section 4 Procedures

This section provides procedures for configuration, change, and release
management activities. The procedures explain in detail what you need to do to
use the process. Following these procedures will help you coordinate with others
involved in the process and ensure that system changes are well-managed and
documented..

Management Procedures
The change request form is the vehicle for communicating about the proposed
change. You initiate a change by filling out the form, which details the desired
outcome of the change to those who will help define, approve and implement it.
The procedures follow the processes described in Sections 3 with closer attention
to the specific actions you must take at each step along the way. The procedures
will help you synchronize with others in the organization who are also
contributing and responsible for moving the request through the change process.
To fully cover the broad requirements of a change process, the procedures have
been organized under the following topics:
• Using Configuration, Change, and Release Management Procedures -
Procedures for carrying out the change control tasks in change
management systems
• Auditing Configuration, Change, and Release Management - Procedures
for ensuring the accuracy of the baseline configuration documentation
and handling inconsistencies
• Improving Configuration, Change, and Release Management -
Procedures for diagnosing and resolving issues in order to improve the
overall process
Table 4.1 outlines the specific procedures available to you in this section.

41


Table 4.1 Configuration, change, and release management tasks

Topic Tasks
Using Configuration, Change, and Identifying a Request
Release Management Procedures Assessing a Change Request
Approving a Change Request
Implementing a Change
Testing and Releasing a Change
Status Accounting
Auditing Configuration, Change, and Auditing a Change Process
Release Management Handling Inconsistencies Found in an Audit
Improving the Configuration, Change, Improving the Process
and Release Management Process

42


4.2 Using Configuration, Change, and Release Management
Procedures
Change requests follow a particular sequence from initiation to completion. The
steps may vary depending on whether you are a system user, vendor, or IT
employee. Although the procedures cover the complete process, you may only be
involved in certain aspects of the end-to-end process.

4.2.1 Identifying a Request
System changes are grouped into three classifications:
1. Change requests - usually initiated by a system user
2. Vendor-initiated changes - patches, maintenance releases
3. IT changes - internal technical improvements and fixes, usually initiated
by IT staff
Each of these three change request initiators, fill out the same change request
form. The differences occur in the way the change request is processed after it
has been submitted by the initiator.
To fill out a change request form.
1. Fill in the change request form, or optionally call the Help Desk and fill it
in with a Help Desk associate.
2. Submit the form to the Help Desk or if you called the Help Desk, they
will submit the change request form for you.
3. Choose the priority of your request from the options list on the form..
4. Obtain the name of the Help Desk associate and the control number of
your change request for future reference.

4.2.1.1 Change Requests
Change requests will be made on the change request form depicted in Section 5.
A detailed description of this form follows.

43


The identification section of the change request form has fields for date and time,
initiator identification and the nature of the request. This section is designed to
simplify the report initiation process, especially for non-technical end users.
Figure 4.1 illustrates the identification portion of the change request form.
Figures 4.1 Identification portion of the change request form.

DATE & TIME
NAME
PHONE #
REPORT TYPE (Please Check a Box)
ENHANCEMENT CHANGE REQUEST

Please Check One or More Boxes
Software Documentation URGENT Moderate Priority

Hardware Other (please specify below) High Priority Low Priority
PLEASE PROVIDE AMPLIFYING INFORMATION
Please provide as much information as possible. Please use additional pages if required.

The nature of the request will fall under one of the following two categories:
• Enhancement: Suggestions for ways to improve the system for usability,
reliability, user friendliness, etc.
• Change Request: Formal requests for changes to improve the system
All initiators determine the request priority using the following options:
Table 4.2 Change request priorities.
Priorities Definitions
Urgent The request must be acted upon immediately. This priority is intended to
address required changes to align processing to business processes. An
example is an encoded business rule that has been rendered invalid by a new
corporate policy or reengineered business function
High The request must be acted upon as soon as possible. An example of a High
priority request is a requirement for more user file space on a system that is at
80% mass storage capacity. Any delay in implementing a solution could result
in severe system problems and shutdown of business functions.
Moderate Important near term requirement, such as an anticipated growth in a business
unit user population, need for a higher speed peripheral such as printer or
modem to meet business processing demand in a timely manner, etc.
Low “Nice-to-have” feature or enhancement, such as color printing capability,
departmental facsimile server for convenience, etc.

44


4.2.1.2 Review and Disposition
Change requests will be directly forwarded to Help Desk Services for logging
and further action. All enhancements and change requests must be approved by
the initiator’s supervisor before submission to Help Desk Services. The review
and disposition fields in the form, provided in Section 5.1, Exhibits, Change
Request Form, are shown in Figure 4.2.
Figure 4.2 illustrates the supervisor approval portion of the change request form.
Figures 4.2 Supervisor approval portion of the change request form.

Approval
Supervisor Valid Please Investigate Do Not Recommend
______________________ _____ ___________________ _____
Name Ext. Signature Date

This portion of the report form is for the initiator’s supervisor to review and to
make recommendations for either approval or disapproval. This will ensure that
all recommendations for changes or improvements are first validated at the
business unit level.
Upon receiving a change request, Help Desk Services has the responsibility of
logging and validating the completeness of the request. The Help Desk procedure
for this task is as follows:
To log, review, and hand off the change request:
1. Check that the request has been completed properly.
2. Log change request and assign a control number.
3. Validate the request priority (as requested by the user).
4. Notify initiator and provide control number for reference.
5. Pass request to the Configuration Control Manager for resolution.
The outcomes of the FINDINGS AND DISPOSITION will either be
RESOLVED or REFERRED FOR ACTION. This provides Help Desk Services
with an opportunity to provide a solution in response to the change request if the
request can be so handled. In all cases Help Desk Services will track the report

45


until the report is closed out. Help Desk Services will notify the report’s initiator
of all actions taken after the report is closed out.
Figure 4.3 illustrates the approval portion of the change request form
Figure 4.3 Disposition portion of the change request form.

Control Numbers will be assigned by the Help Desk Services
CHANGE REQUEST ACTION CONTROL NO. __-________
Date/Time Received (Help Desk)
Date/Time Logged (Help Desk)
Date/Time Received (Configuration Control
Manager
Integrated Priority Assigned
Assigned to Review Team Review Team Member(s)
Name
Date/Time Assigned
Date/Time Response Required
Date/Time Response Received
Recommendation YES YES YES YES
NO NO NO NO
Date/Time Originator Notified Of Receipt Of
Report
FINDINGS AND DISPOSITION (Attach Report)
Resolved Referred to _____________________ for action

Notice that the fields in this portion of the change request capture names and
dates. This allows “cradle-to-grave” tracking, accountability, and enables the
identification process to be audited.
If the change request cannot be immediately resolved by Help Desk Services it is
forwarded to the Configuration Control Manager for assessment.

4.2.2 Assessing and Approving a Change Request
The combined assessment and approval procedures describe how to arrange for
review of the request and how the change request approval happens.

4.2.2.1 Assessing a Change Request
Change assessment procedures will be determined by the change classification.
There are separate procedures for change requests, vendor-initiated changes and
IT changes. Each of these procedures are described below.

46


The assessment process is initiated by the Configuration Control Manager and
involves the following procedure.
To assess a change request
1. Assign a priority based on enterprise-wide requirements
2. Initiate a review cycle comprised of appropriate subject matter experts
and stakeholders
3. Compile findings and recommendations from the review cycle
4. Forward findings and recommendations to the proper assessment entity:
The assessment includes:
• For change requests, review by Configuration Control Board
• For vendor-initiated changes, unanimous agreement among the
appropriate subject matter experts and stakeholders
• For IT changes, peer review and/or independent verification and
validation

4.2.2.1.1 End-User Change Requests
In the assessment process, change requests initiated by system users have two
primary activities: the initial actions and the review procedures. This provides for
review by a Configuration Control Board to determine whether to accept or deny
the change.

Initial Actions
Upon receiving a change request from Help Desk Services the
Configuration Control Manager will take the following initial actions:

• Determine the request priority within the context of enterprise-
wide requirements and pending change requests and projects.
• Identify candidates to comprise the review team (subject matter
experts and stakeholders)
• Initiate the assessment

47


The decision tree at this point in the change request assessment procedure
is shown in the flowchart below.

Figure 4.4 Assessment procedure

Assign Priority

Immediate Action YES Conflicts or NO
Assign as URGENT
Required? Contention?

YES
NO

To Preceding
Process

Could Become a YES Conflicts or NO
Assign as HIGH
Problem or Incident? Contention?
YES

To Review Team
NO

Identification Task

Need for Emergent YES NO
Return to Initiator For Conflicts or
Business Assign as MODERATE
More Information Contention?
Requirement?
YES
NO

NO

YES NO YES NO
Close-Out Request as Enough Will Enhance Conflicts or
Assign as LOW
CANCELED Information? Productivity Contention?

Priority Determination and Assignment (Example)

If a change meets all of the conditions for a particular priority, but
it conflicts with other pending requests of the same priority
profile, the Configuration Change Manager will assign it to the
next lower priority.

An example of how and why a request would be downgraded
during the initial phase of the assessment process is as follows.

Situation. A change request is received for additional disk space
on a file server. The reason this request was marked as HIGH by

48


the initiator is that existing available disk space is approximately
15% and some large print jobs cause server ABENDS, disrupting
productivity for a 30-person business unit at least 3 times a week.
Work-around measures to date have been to remove all non-
essential files on a daily basis to hold available disk space to 15%
availability, and to reconfigure applications that use the server to
not make back-up images of files (i.e., MS Word .BAK files).
Because the situation indicates that the system is in imminent
danger of failure, and because work-arounds have required
disabling disaster recovery features, all conditions for a valid
priority of HIGH exist.

Conflicts and Contentions. The Configuration Control Manager
examines open change requests and pending projects and finds
that all available resources are committed to implementing an
URGENT change request that impacts the entire company and has
close executive and management attention. As a fall-back the
Configuration Control Manager attempts to contract with outside
systems integrators to effect the change, but none can respond
immediately. Resources will be available to implement the change
within two days.

Resolution. The change request is downgraded to HIGH.

Review Team Selection and Assignment

The next step in the change request assessment procedure is to
select and assign review team members. This task is diagrammed
in the following flowchart:

49


Figure 4.5 Review team selection procedure.

Determine Risk Impact
Proceed Without and Use Best
Judgment or Obtain
Advice

LOW or
NONE

NO
1
YES NO MEDIUM YES Employ if Feasible
Negotiate Availability
Available? Risks If Not Used? Alternatives? (Priority is
and Assign
Determinant)
Vendors and
Consultants

HIGH
NO

Hold Review Until
Available

Which Subject To Review
Available?
Matter Experts? Procedure
Company
Internal
Resources
YES

From
ASSIGN Assign Review Team
PRIORITY Negotiate Availability
and Assign

1
NO

Which
Available?
Stakeholders
YES

As can be seen, this task requires careful coordination of available
resources. In the event that resource conflicts arise (not an
uncommon occurrence) there are available avenues for effective
conflict resolution based on the degree of risk from not using a
particular resource as a review team member. Risk assessment and
management methods are addressed below under the topic
“Review Procedures, Examine Impacts and Dependencies.”

50


Review Procedures
The tasks that comprise the review procedure set is based on
straightforward analysis techniques. Key elements are:

• Validate requirements and [any] assumptions
• Determine the problem domain boundaries
• Examine impacts and dependencies
• Determine implementation parameters
• Evaluate alternatives (if applicable or appropriate)
• Submit findings and recommendations
Task flow and interrelationships are:

Figure 4.6 Change request review procedure.
From
EXAMINE
Request
Assign Investigate
Accurate?
1 IMPACTS &
Proc. Define Scope of
Change Per DEPENDENCIES
Requirements and Upstream?
NO

Constraints
YES
Dependencies

Valid
Impacts &

NO Valid Tech. DETERMINE

Evaluate
1 Business Down-

List &
Req?
Req? PROBLEM stream?
DOMAIN
VALIDATE
BOUNDARIES
REQUIREMENTS
Risks?
Validation Complete

Personnel

EVALUATE
ALTERNATIVES
Materials
Compile, List and
Findings and Evaluate
To Approval Alternatives Preliminary Findings
Recommendations
Procedures Appropriate?
Schedule
YES

SUBMIT FINDINGS
AND Impacts & Risks DETERMINE
RECOMMENDATIONS Evaluate and
IMPLEMENTATION
Document Findings PARAMETERS

Recommend Against
Implementing Change and
1 Provide Supporting
Reasons

51


Validate Requirements

Requirements validation is a matter of ensuring that the change
request is accurate (it reflects a real condition or need) and that it
addresses valid business and/or technical requirements.

If the request is deemed to be inaccurate the course of action is to
clarify, with the initiator, what conditions led to submitting the
request. Because many of the requests will originate from the end
user community perceptions, not facts, may be the primary factor
in the change request initiation process. At this point if the request
is indeed evaluated as inaccurate or without justification the
reviewer’s next action is to recommend against the change request
and provide supporting reasons, ending the review process.

In cases where valid business and technical requirements are both
found not to exist the reviewer will recommend against the change
request and provide supporting reasons. As in the case above, this
action ends the review process.

The change request review will continue to the next task,
determining problem domain boundaries, if the validation
procedures find the change request to be accurate and there is
either a valid business or technical requirement.

Determine Problem Domain Boundaries

Problem domain boundaries define the scope of the change under
review. For example, an application configuration change request
will probably not go beyond the scope of configuration guidelines
and procedures for the particular application. However, if the
change request was for a departmental web server, the scope of
the request expands to encompass business policies, security
issues, network traffic, telecommunications interfaces and
ongoing costs to operate the system after it has been implemented.

Determination of scope requires that the following factors and
issues be taken into account:

52


• Business and technical requirements

• Constraints

Common constraints when defining the scope are:

• Business and corporate policy

• Security issues

• Budget

• Support resources

• Life cycle management

Scope is tightly coupled with impacts and dependencies, which is
the next task in the review process.

Examine Impacts and Dependencies

Figure 4.7 Impacts and dependencies.
CONSTRAINTS

IMPACTS FROM UPSTREAM IMPACTS TO DOWNSTREAM
SYSTEMS
Change Target SYSTEMS

Once the problem domain has been defined the next set of tasks in
the review process involves the examination of impacts and
dependencies to the system that will be changed.

Upstream impacts are factors that feed into the system that must
be taken into consideration when developing findings and
recommendations. An example of an upstream impact is the SIRS

53


file transmission from P2K to Unitech ACRplus. The impact
factor to making a change to the Unitech ACRplus system that
would require it to be off-line is that the change implementation
either has to be made during a maintenance window when the
P2K system is not scheduled to transmit an SIRS file, or to make
arrangements with CBIS to transmit the file at a different time.

The same example has potential downstream impacts: if the SIRS
file transmission is rescheduled, processes that require
information in the SIRS file will also have to be rescheduled. This
can also impact business operations. The extent of potential
impact, from upstream and to downstream, needs to be taken into
account during the review process.

Constraints fall into the following categories:

• Risk

• Internal (business operations, technical considerations,
etc.)

• External (regulatory, interconnected supplier and customer
systems, etc.)

The following areas should be examined when considering the
risks and other constraints inherent in implementing a particular
change to the system:

• Sources of risk (technical, cost and schedule)

• Potential risk events

• Cost estimates

• Activity duration estimates

An overview of techniques for accomplishing risk and constraint
assessments is provided in later in this section.

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Determine Implementation Parameters

Examination of the following factors and issues will determine
applicable implementation parameters:

• Risks and constraints

• Dependencies (up and downstream, impacts on the
existing baseline)

• Resource availability (personnel, material)

• SLAs and OLAs

By examining these factors and issues during the review phase a
better defined scope will emerge and will set the boundaries for
the pre-implementation planning phase.

Evaluate Alternatives

In the case of major risks or impacts, or where the change
implementation may (or will) adversely impact attainment of
OLAs and/or SLAs, alternatives to the change need to be
explored. An analysis of opportunities and threats that will result
from not implementing the change should be compared to the
opportunities and threats that will transpire if the change is
implemented. The alternative evaluation will be included in the
reviewer’s findings and recommendations in cases where it is
appropriate to perform the evaluation.

Submit Findings and Recommendations

The reviewer’s report of findings and recommendations will be in
the following form:

Table 4.2 Reviewer’s report of findings and recommendations

SECTION I. Request validation. What business needs are addressed? Is the requirement
redundant?, etc.)
SECTION II. Proposed solution (details of the solution that will meet requirements in the

55


most efficient and cost-effective manner, and supporting reasons)
SECTION III. Alternatives (What alternative ways to meet requirements were considered?
Why were they rejected?)
SECTION IV. Resources (personnel, systems, etc.) that are required to implement the
proposed solution.
SECTION V. Dependencies and Risks. How the proposed solution fits within the existing
the environment, impact on life cycle and configuration management
SECTION VI. Estimated Level of Effort.
SECTION VII. Resource and life cycle management issues, including cost/benefit
analysis.

Sections that do not apply in a particular review, such as Section
III for minor changes that do not warrant an investigation of
alternatives, will be marked “N/A”.

4.2.2.2.2 Vendor-Initiated Changes
This class of change will be handled in the same manner as change requests with
the following exceptions:
1. Identification will originate from a vendor and will usually be in the form
of a technical notice, field note, upgrade or maintenance release
2. Review will be [usually] conducted by IT subject matter experts
(however, it will be appropriate for end user stakeholders to be included
in the review process for applications or other changes that impact on
business operations or in how the system is presented to the end user)
3. Recommendations against the change must be unanimous among review
team members. Unlike a change request, which is closed out in such
cases, a recommendation against a vendor-initiated change will be
referred to the Configuration Control Board for final disposition.
Vendor-initiated changes often have dependencies that need to be carefully
examined during the review process. Examples of common dependencies
include:
• Requirement to upgrade other system components (i.e., RAM, firmware
revision, etc.) Beware of caveats included in vendor descriptions of the
change.
• Interoperability impact on other systems (i.e., will the system still
communicate on the network with other vendor equipment after an

56


upgrade to operating system network extensions? Will [any] third party
products currently used with the vendor’s products continue to operate?
• Does the change impact on the cost of current service
contracts/agreements or level of service?

4.2.2.2.3 IT Changes
The procedures for internal technical changes or fixes differ from change
requests in the following ways:
1. The identification process for this class of change may be driven by:
• Strategic IT plans (i.e., a planned implementation of a particular
technology or upgrade to a new version of an existing technology)
• Non-availability (through product constraints or obsolescence) of
system components, spares, etc. that require using alternative
equipment or software in order to maintain and operate the system
• Opportunities for improvement that are normally not visible to
end users, but are highly visible to IT (i.e., a module or upgrade to
the enterprise management toolset, elimination of known and
documented idiosyncrasies in an operating system, resizing
network packet lengths for improved transmission efficiency, etc.)
• Correction of minor problems or effecting minor enhancements11
2. Review is usually conducted by peers within IT, and/or independent
verification and validation (i.e., consultants) in the case of major
technical changes

11
A minor problem would be the behavior of a system, subsystem or component that can be corrected with a
minor adjustment from what is documented in the baseline. An example is setting a different base I/O address
on an adapter to eliminate a sporadic problem that is known to exist with the current setting. Addressing a
problem that requires immediate attention in order to safeguard system integrity and/or preserve OLAs and
SLAs is not considered to be a change. See the company Policy and Procedures Manual for Problem and
Incident Management for information and guidance in these cases.

Minor enhancements are changes to the baseline that are relatively trivial in nature, such as changing a few
lines in a shell script, but will result in an improvement.

57


3. Approval from an authority higher than the Configuration Control Board
may be required in the case of major changes; approval for minor changes
may be granted by internal IT management
Warning: This class of change, especially in the case of a minor enhancement,
often does not go through the configuration, change, and release management
process, which can lead to discrepancies in the configuration documentation,
system problems that are difficult to troubleshoot and rectify because the system
is not accurately documented, and life cycle management problems. Reasons for
this threat include:
• What appears to be a trivial task with little or no consequence (except an
improvement or quick fix) can have unforeseen ramifications from
dependencies that the individual who makes the change may not know
about
• IT personnel, by their nature, are “fixers” who enjoy solving problems,
improving technology and exploring
• It is easier to “just do it and move on” than to go through an
administrative process that may be viewed as unnecessary bureaucracy
• Configuration, change, and release management are not a part of the IT
culture
Because configuration, change, and release management are major elements in
both life cycle management and attainment of OLA and SLA goals, enforcement
of policy and procedures for internal technical changes and fixes is imperative.

4.2.2.2 Approving a Change Request
The approval process is designed to ensure that there is an enterprise-wide view
of configuration and change management, and that the IT assets are managed in
accordance with life cycle and strategic planning. As such all changes that
impact IT systems and services will be subjected to a formal approval process.
The procedures for approval are not as specific as those for the other processes
covered by this policy because business requirements and priorities, budget
considerations, strategic plans and other factors and issues will dictate how
approval (or disapproval) is justified.
The procedures for approval are:

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1. All requests considered by the Configuration Management Board will be
assigned one of the following statuses:
• Approved
• Denied
The Configuration Management Board members represent technical and business
functions within the company.
Approval grants authority to proceed with the planning phase of implementation.
Authority to implement will not be granted until pre-implementation planning
(including test plans) have been completed and approved, a budget allocated, and
scheduling and coordination have been satisfactorily completed.
Change requests that are denied will be closed out, the initiator notified of action
taken and why, and all associated documentation disposed of in accordance with
company policy for records retention.

4.2.3 Implementing a Change
Change implementation procedures are grouped into three stages:
1. Pre-implementation planning
2. Scheduling
3. Pre-staging
Note: All changes, including software and firmware updates, revisions, and
manufacturer field changes are subject to pre-implementation planning,
implementation and post-implementation procedures.

4.2.3.1 Planning
Upon approval of a change request (or vendor-initiated change or technical
change or fix) the following actions will occur in support of pre-implementation
planning:

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Figure 4.8 Planning procedure

Approval Planning

Review and Approval
by Appropriate
Authority
Scheduling

Review and Approval
by Appropriate
Authority

Pre-Staging Test & Release

Review and Approval
by Appropriate
Authority

1. Impact analysis to determine the effect of the change on:
• Current environment (i.e., will the change require an operating
system revision upgrade? Is the change compatible with all
elements of the applications and hardware suites? Etc.)
• Related systems (What are the upstream and downstream
dependencies? How will the change affect the performance of
related systems? Etc.)
• System resources (Will the change require hardware, firmware or
software upgrades?)
• Operational level agreements (OLAs) and service level
agreements (SLAs)
2. Implementation plan of action and milestones, including:
• Identification of roles and responsibilities
• Tasks and deliverables related to the implementation
• Scheduling in accordance with OLAs and SLAs
• Test and quality assurance plan
• Contingency and back-out plans

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3. Execution of test plan to ensure that the change is stable and suitable for
implementation into the production environment
Figure 4.9 Impact analysis and planning procedure
PLANNING
IMPACT
ANALYSIS

Mile I

Mile 2

Upd
Tes
ston

ston

ate
t
e

e
John xxxx xxxx xxxx xxxx
Scope & Level of Joe
Mary
xxxx
xxxx
xxxx
xxxx
xxxx
xxxx
xxxx
xxxx
Effort Richard xxxx xxxx xxxx xxxx
Roles &
Responsibilities
M T W Th F
xxx
DEPENDENCIES xxx
xxx
xxx
xxx

CURRENT Risk Assessment
ENVIRONMENT
Impact Analysis
Tasks & Deliverables

OLA
Contingency & Back-
Failure Mode Effects Out
Analysis
SLA

Test & QA Plan

TO PLAN REVIEW &
APPROVAL
IMPLEMENTATION

4.2.3.1.1 Tools and Techniques for Risk and Constraint Quantification
Risk and constraint quantification are important elements of project management
and should be incorporated into the implementation plan. The following is a list
of common considerations:

Expected Monetary Value
Expected monetary value, as a tool for risk quantification, is the product
of two numbers: Risk event probability (an estimate of the probability that
a given risk event will occur) multiplied by Risk event value (an estimate
of the gain or loss that will be incurred if the risk event does occur)

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Decision Trees
A decision tree is a diagram that depicts key interactions among decisions
and associated chance events as they are understood by the decision
maker. The branches of the tree represent either decisions (shown as
boxes) or chance events (shown as circles).The following illustration is
an example of a decision tree.

Figure 4.10 Decision tree

Expected Monetary
Probability (P) Times Outcome = Value

P = .20
X +$100,000 = +$20,000

Uncertain
Outcome
Aggressive Schedule
(EMV=$4000.00)

P = .80
X -$20,000 = -$16,000

DECISION

X -$20,000 = -$6,000
P = .30
Conservative Schedule
(EMV=$1000.00)

Uncertain
Outcome

P = .70
X +$10,000 = +$7,000

NOTES:
Expected Monetary Value (EMV) of result = Outcome x Probability of the outcome
Expected Monetary Value of a decision =Sum of all EMVs or all outcomes stemming from the decision

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Expert Judgment
Expert judgment can often be applied in lieu of or in addition to the
techniques described above. For example, risk events could be described
as having a high, medium, or low probability of occurrence and a severe,
moderate, or limited impact.

4.2.3.1.2 Outputs from Risk or Constraint Quantification
Quantification of risks and constraints will result in a set of opportunities and
threats to be considered when evaluating the change request:
• Opportunities to pursue/threats to respond to. The major output from risk
quantification is a list of opportunities that should be pursued and threats
that require attention.
• Opportunities to ignore/threats to accept. The risk quantification process
should also document (a) those sources of risk and risk events that the
project management team has consciously decided to accept or ignore and
(b) who made the decision to do so.

4.2.3.1.3 Back-Out and Contingency Strategy
One of the most important elements of the implementation plan is the back-out
and contingency strategy. If this strategy is not developed and included in the
implementation plan a failed change could result in unplanned system downtime
with ramifications that extend to customer service, lost revenue, etc.

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Figure 4.11 Back out and contingency factor procedure

TECHNICAL RISK

Risk Management
Risks COST RISK
Strategy

SCHEDULE RISK

Availability Window

Scheduled Contingency
Milestones &
Factors and Issues Time Constraints
OLA/SLA Availability
Guarantees Escalation
& Back-Out Plan
Procedures
Implementation Point of
No Return

Dependencies,
Complexity & Failure Mode Effects
Dependencies Analysis
Potential Problems,
Checkpoints

Procedures for developing a back-out and contingency strategy are:

1. Examine all risks and plan for how the occurrence of each risk
will be managed during the implementation process
2. In the case of complex changes that have multiple dependencies a
failure mode effects analysis (FMEA) should be conducted to
ensure that all possible problems, dependencies and failure modes
are identified and incorporated into the implementation plans
3. Identify critical milestones and escalation points, and the point
during the implementation that is considered to be the point of no
return (the point beyond which the system cannot be restored to
full operational capability in support of business operations if a
problem occurs)

Failure Mode Effects Analysis (FMEA)
Because the information technology infrastructure is both complex and
dependent upon systems outside of the enterprise (i.e., CBIS) FMEA is a
valuable tool to employ during the development of a back-out and
contingency strategy.

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To performing a failure mode effects analysis:

1. Develop a breakdown structure for the system being analyzed to
the subsystem and component level
2. Interconnect the components with Boolean logic symbols to show
conditions needed to cause a failure
3. Find weak points in the diagram, such as single points of failure,
points of failure that can impact multiple related systems,
subsystems or components
4. Develop:
• A strategy to mitigate potential problems, and/or

• Critical milestones on the implementation timeline that
denote escalation points and the point of no return

Failure Analysis Example. To illustrate these procedures, a simplified
example is provided.

Change Scope Apply an OS patch
System Unitech ACRplus
Components Operating system, hardware suite (including network and
communications interfaces), applications suite
Dependencies Must communicate with P2K
• Required to be ready to receive SIRS file
transmissions from P2K between 06:00 and 18:00
weekdays
OS patch depends on:
• System firmware
• Network interface device driver revision level
Application makes OS service calls through an API

65


Figure 4.12 System breakdown structure

System Breakdown Unitech
Structure P2K
ACRplus
System
System

Physical Operating Application
Hardware Suite
Interfaces System (ACRplus)

Firmware Network Interface APIs

Network Device Driver

1. Develop the system breakdown structure that shows all of the
systems, subsystems and components that fall within the scope of
the change. This will provide a clear picture of dependencies and
relationships, with a focus on what is most likely to fail during the
implementation.
2. Arrange the systems, subsystems and components in a logical
diagram to depict the conditions are required for a fully
operational system after the implementation has been affected.
Note that in this example not only have hardware and software
factors been considered, but availability windows have been
included in the analysis as well.

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Figure 4.13 Failure conditions

Communications Over LAN
& WAN

Communications With P2K

Correct Firmware Version

AND AND AND OPERATIONAL

Compatible Drivers

Applications Program
Interface Compatibility

Availability 02:00 to 06:00

OR
OR
Failure Conditions
Availability 20:00 to 24:00

Availability All Weekend

3. Examine weaknesses and develop methods to rectify or minimize
the weaknesses. In this example, the planner feels that more than
four hours to safely perform the implementation, conduct a
thorough test and release the system back into production. The
weakness is the two four-hour availability windows. These are not
sufficient time frames within which the implementation can be
accomplished, and are considered to be potential failure points. In
this case the most prudent approach is to schedule the
implementation to occur during a weekend.
Also note that there are many single points of failure in the above
example. Anytime a condition is based on AND logic failure
points should be assumed and carefully examined. In the example,
there are six mandatory conditions that must be met or a failure
will occur. Each of these conditions needs to be individually
addressed and planned for. For example, the firmware version
requirement can be eliminated by verifying the current firmware
version level and ensuring that it is either at the correct version
level or replaced in connection with the change.

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4.2.3.2 Scheduling
The final step in the process is to develop a timeline with critical milestones and
escalation points. This information will be used to schedule and control the
implementation activity.
Assume that the implementation has been determined to take 6 hours under ideal
conditions, and that the worst-case estimate is 8 hours. Assume also that the
implementation team has been scheduled to commence work at 20:00 on Sunday.
Under ideal conditions the work will be completed by 02:00 Monday, and under
estimated worst-case conditions the job should be completed by 04:00, leaving a
2-hour safety margin for daily operations.
Assume also that the following are activities required to implement the change:
1. Perform a Level 0 back-up
2. Change firmware
3. Install patch
4. Install new network drivers
5. Perform an OS build
6. Execute Test & Quality Assurance Plan
7. Release system to operations
In the event that there are problems with the implementation the team will boot
under the previous OS build. The timeline at this point will be as depicted below:

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Figure 4.14 Problem time line
SUNDAY MONDAY (Availability Window) MONDAY (OPS Window)
20:00 21:00 22:00 23:00 00:00 01:00 02:00 03:00 04:00 05:00 06:00 07:00 08:00 09:00 10:00
Peform Level 0 Back-up
Change Firmware
Install Patch
Install Network Drivers Escalate Point
Perform OS Build
Execute Test & QA Plan Point of No Return
Release to Production
Operational Availability Required

This timeline shows start and expected completion times for each task, worst-
case times, an escalation milestone, point of no return and a milestone depicting
when the system must be available for operations.
The following worksheet provides a means of listing and classifying all risks and
impacts, and quantifying all costs and other constraints that are germane to
implementing a change to the system:
Figure 4.15 Risk and impacts worksheet
Upstream Dependencies Downstream Dependencies
Time ____________________________ Time ____________________________
Event ___________________________ Event ___________________________
Hardware ________________________ Hardware ________________________
Software _________________________ Software _________________________
Communications __________________ Communications __________________
SLA/OLA ________________________ SLA/OLA ________________________
Other ____________________________ Other ____________________________
Comments

Impact Estimated Costs
Schedule Direct labor costs to effect requested change: _______ hours @ $______/hr.
Minor Moderate Major Total: $ ______
Indirect labor costs to effect requested change: _______ hours @ $______/hr.
Cost Total: $ ______
Minor Moderate Major Other Costs: $____________
Impact on current milestone: ______ Hours
Technical Impact on project schedule: ______ Days
Minor Moderate Major
Risk Mitigation Opportunities: Itemized Additional Costs and Estimated change in technical approach:

Drop Dead Time In
Implementation Schedule:_______________

Additional Impacts:

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4.2.3.3 Implementation
The following will govern how the implementation phase is accomplished:
• Plans developed during the planning phase
• OLAs and SLAs
• Test and release procedures
Upon completion of all implementation phase activities the following steps will
be accomplished:
1. Update system configuration documentation
2. Update all applicable documentation, logs and records
3. Close out the action
4. Notify the initiator and all other concerned parties
Items that are easy to overlook, but have a significant impact on configuration
and change management (and system operations) are:
• Updating all affected records and documentation
• Adjusting performance metrics to reflect any improvements that were
realized from the change
• Disseminating information about the change, including realigning any
training to reflect changes made to the system, its operation and its
maintenance
• Developing a file of “lessons-learned”

4.2.4 Testing and Releasing a Change
The test and release procedure covers two areas: quality assurance and pre-
release activities.

4.2.4.1 Quality Assurance
The principal objective of test and release procedures is quality assurance. A
tenet of quality assurance is that individuals who perform quality inspections and
sign-off are not the same individuals who accomplish the implementation. This

70


does not preclude members of the implementation team from functioning as
quality assurance inspectors with final sign-off authority. It does preclude
inspection and sign-off of a particular task by an individual who actually
performed the task.
Company policy and procedures for test and release requires that the following
signatures be on any final test and release sign-off before a change is placed into
production:
1. Quality assurance inspector
2. System owner or designated representative
3. IT Director or authorized representative

4.2.4.2 Pre-Release Activities
Test plans shall be developed to accomplish the following objectives:
1. Exercise all systems, subsystems and components affected by the change
to be implemented
2. Have a clear audit trail
3. Provide certification that the system was properly and adequately tested
and found to meet all applicable operational requirements and conform to
all company standards
4. Clearly identify the system(s) to which the change was made
5. Provide an operational checklist that ensures the following items, at a
minimum, are accounted for:
• All open severity level problems are properly closed
• Product loadouts (media, documentation, certifications associated
with the change implementation; i.e., materials provided by
vendors to initiate a change or upgrade)
• Applicable documentation that describes the system is identified
so that changes can be made to ensure that the baseline is
accurately described
• Test plan summary

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4.2.4.3 Release
Upon successful completion of the test and quality assurance plan, including all
required signatures to certify that the system is fully functioning in accordance
with operational and technical parameters, the system will be scheduled for
release into production. At the scheduled release milestone and 48-hours of
continuous error-free operation the changed system configuration will be deemed
to be the operational baseline and recorded in the system configuration
documentation per status accounting procedures.

4.2.5 Status Accounting
Any change to the system under configuration management shall be documented
in the:
1. Configuration management documentation
2. Applicable systems documentation
Change is defined as any modification to or alteration of the system baseline.
The system baseline includes, but is not limited to, the following systems,
subsystems and components:
• Baseline hardware suite
• Peripheral devices
• Firmware
• Software, including patches, scripts and kernel builds
• Data structures
• Security profiles
• Logical schemes and numbering assignments
• Asset identification information
• System location (to reflect M/A/C activity)
All changes will be recorded and made a part of the operational baseline after a
period of 48 hours of error-free operation in production.

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Table 4.3 shows how systems managed under other baselines will be
documented.
Table 4.3 System managed under other baselines

Baseline Type Description
Functional Each agreed upon functional specification will be recorded within 24
Baseline hours of inclusion. A revision history will be maintained for traceability
purposes and will become a permanent part of the system’s life cycle
documentation. Functional baseline information is usually in the form of
business and/or process studies, findings and preliminary
recommendations.
Allocated Each technical specification incorporated during the design phase of the
Baseline system’s life cycle will be recorded within 24 hours of acceptance.
Information such as capacity planning estimates, assumptions and
other notes and analyses used to develop the allocated baseline will
become a permanent part of the system’s life cycle documentation.
Product The product baseline begins as soon as the allocated baseline is
Baseline frozen. All changes will be recorded within 24 hours during the pre-ORT
phase and as they are implemented during the ORT phase. Anticipate a
large number of changes in during the ORT phase, as well as for the
first two-four weeks after the system has evolved into operations.

Also a part of the status accounting procedure set is change coordination. This
process begins when the change request is initiated, but functionally comes under
the status accounting process. Change coordination provides status information
on new, pending and closed change requests. Table 4.4 provides status categories
and descriptions:
Table 4.4 Status accounting categories and description

Status Category Description
New The change request has been received and logged; has not been
received by Configuration Control Manager for action
Assigned Received by the Configuration Control manager and has been
assigned to a review team
Reviewed Has been reviewed, pending final decision (approval/denial)
Approved Request has been approved by the Configuration Control Board (or
other designated approving authority for vendor-initiated and
technical improvement/fix changes)
Denied Request has been denied
Confirmed The implementation team has finished developing all pre-
implementation procedures and has confirmed readiness to effect
the change
In progress Implementation of the change is in progress
Completed Implementation of the change has been successfully completed
Aborted Implementation was aborted due to technical problems, failed quality
assurance test, etc. Back-out plan was executed and system is

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Status Category Description
restored to pre-implementation condition
Closed CASE
Implementation passed 48 continuous hours of error-free operation
and all status accounting procedures have been completed
(1) Change request denied, close-out procedures completed
(2) Change aborted, decision to make no further attempts made

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4.3 Auditing the Change Process
The system baseline shall be audited to ensure the accuracy of the system
configuration documentation and [any] other related documentation on an TBD
basis. Table 4.5 is a recommended audit schedule:
Table 4.5 Recommended audit schedule

System, Audit Category Scope Recommended
Subsystem or Interval
Functional Area
Data center Hardware Items to be audited: CPUs and all attached At each baseline
CPUs Configuration internal and external peripherals. milestone and every
Level of detail: manufacturer/model, manuf. 12 months after the
serial #, asset number, filed and open slots initial operational
and ports, system hardware settings and baseline audit
used/available resources, firmware revision
level, network interface MAC address(es)
Data center Hardware Items to be audited: peripheral devices not At each baseline
peripheral Configuration attached to a data center CPU (i.e., network milestone and every
devices attached printers, communications devices, 12 months after the
Embedded enterprise mass storage systems, etc.) initial operational
Software Level of detail: manufacturer/model, manuf. baseline audit
Configuration serial #, asset number, device specific
resource and option information (including
configuration settings), firmware revision level,
[any] associated MAC addresses, boot
images (including patch and revision levels)
Data center Software Items to be audited: operating systems, At each baseline
CPUs Configuration system utilities, network extensions and milestone and every
(OS Level) device drivers quarter after the
Level of detail: (for each software initial operational
component) configuration options information baseline audit
(linked devices, init options, etc.), software
version, revision level, patch history, file
system layout maps, initialization information
(init and mount tables; networks, hosts and IP
numbers, etc.), system-wide shell scripts

Applications Software Items to be audited: licenses, software At each baseline
Software Configuration components and associated file systems milestone and every
Level of detail: license compliance, software quarter after the
version, revision level, patch history, file initial operational
system layout maps, special configuration baseline audit
options

75


Database Software Items to be audited: licenses, software At each baseline
Configuration components, schemas, business rules and milestone and every
security, and triggers quarter after the
Level of detail: license compliance, software initial operational
version, revision level, patch history, schema, baseline audit
embedded logic, application-specific security
profiles
Documentation Documentation Items to be audited: User and system In conjunction with
Configuration documentation, policy and procedure related hardware and
manuals, configuration logs, run logs, software audit.
program listings Policy and procedure
Level of detail: Verify that documentation is audits conducted on
aligned to current configurations, applications, an annual basis.
operating systems, policies and procedures
Security Documentation Items to be audited: systems and In conjunction with
Configuration applications security profiles, and associated related software
Software security mechanisms audit.
Configuration Level of detail: Validate documentation and Security policy,
security mechanism configurations are in procedure and
accordance with policy, procedure and compliance audits
baseline documentation/configurations conducted on a
quarterly basis.
Disaster Documentation Items to be audited: plans, physical and
Preparedness Configuration logical safeguards, associated documentation TBD
(appointment letters, responsibility matrices,
vendor contact information, etc.)
Level of detail: validate system plans, test
and evaluations, configuration of physical and
logical safeguards and associated
documentation

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4.4 Improving the Configuration, Change, and Release
Management Process
As conditions change from time to time, aspects of the configuration, change,
and release management process itself will require modification. For example, if
a particular process makes it impossible to meet a given service levels, the
process may come under scrutiny.
The resolution process for this kind of changes is described below.
As conditions change from time to time, aspects of the configuration, change,
and release management process itself will require modification. For example, if
a particular process makes it impossible to meet a given service levels, the
process may come under scrutiny.
Continuous improvement of the Configuration, Change and Release Management
policy and procedures is supported by two methods:
1. Expiration date on this document
2. Change process as described in this policy and procedures manual
This document, like all company policy and procedures manuals, has an
expiration date. This enforces a periodic review of the policies and procedures
contained herein to ensure that the content will continue to reflect company
business and technical practices. Three months prior to the expiration date the
document will be reviewed, and any discrepancies between the documented
policies and procedures and actual practices and requirements will be reconciled
by modifying the applicable sections of this manual. This review process is
owned by the Configuration Manager. Reviewers are process owners who are
affected by configuration, change and release management policy and
procedures.
Because this document subject to the policy and procedures set forth for
configuration, change and release management, it can be modified or amended
by employing the change request procedures described in this manual. At any
time a policy, process or procedure ceases to reflect company business or
technical objectives, is deemed to be inefficient or ineffective, or can be
otherwise improved upon a change request is warranted.

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The design of this document lends itself to process improvement. Each process
has been documented using a standard process notation that describes input,
output, controls and constraints for each of the processes supporting
configuration, change and release management. As such, the processes have
been isolated in such a manner that the underlying procedures of any single
process can be changed without impacting processes that provide input or receive
output.

78

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