Configuration Control Board Configuration Management Systems Engineering
The contractor makes the decision when the change is to items/configuration
documentation for which it is the configuration control authority,
provided those changes do not impact the Government’s baselines. Before you start any CCB meeting or review, make sure that everyone involved knows their roles and responsibilities. The CCB typically consists of a chairperson, a secretary, and representatives from various functional areas, such as engineering, testing, quality, customer, and management. The chairperson leads the meeting, sets the agenda, and facilitates the discussion. The secretary records the minutes, tracks the action items, and updates the CM database. The representatives review the change requests, provide feedback, and vote on the approval or rejection of the changes.
Functional architecture includes the design documentation shown in Table 11.1. Table 6-1 provides an activity guide for the evaluation of a
configuration control process. CCB charters are normally approved through the government procuring
activity official administrative channels. All CCB members must
be present at each CCB meeting and should be familiar, from their
functional perspective, with the changes being considered.
Creating a Change Advisory Board
In addition, the process
makes affected parties aware that a change is being developed and
enables them to provide pertinent input. Configuration control is perhaps the most visible element of
configuration management. The functional architecture should be placed under technical configuration control to establish a functional design baseline for software design synthesis.
Regardless of differences, the structure for both change bodies must be clear, effective, and efficient. Without these components, companies will fall behind competitors who make changes quickly and safely. Companies must continuously ensure the CCB and CAB succeed, and they’ll also want to prevent change-related bottlenecks, particularly when it makes sense to cascade ownership from decision teams to the teams that own solutions, such as product teams or joint technical teams. Poor change control can significantly impact the project in terms of scope, cost, time, risk, and benefits. Therefore, it is crucial that the CCB members are sufficiently equipped with information, experience, and support necessary to make the best decisions. The block P represents a general plant, whilst block K is a controller.
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Loading the wrong FPGA version to a board could result in unpredictable behavior or component damage. By careful FPGA design configuration management and part programming and tracking, serious problems can be avoided. (Contractors also employ a similar process for their internal configuration
control.) CCBs are usually comprised of the joint command or agency
body chartered to act on class I ECPs and requests for major or
critical deviations. The program manager is normally the chairperson
of the CCB and makes the decisions concerning all changes brought
before the CCB. The CCB is a program management process used by
the program manager to ascertain all the benefits and the impacts
of the change before the decision is made.
- Regardless of differences, the structure for both change bodies must be clear, effective, and efficient.
- Loading the wrong FPGA version to a board could result in unpredictable behavior or component damage.
- A configuration control board (CCB) is a group of stakeholders that reviews and approves proposed changes to the CIs, ensuring that they are aligned with the project objectives, requirements, and standards.
- Actions directed
by the CCB include both contractual actions and tasking orders for
Government activities, as applicable. - This handbook views these concepts from both program management
(macro) point of view and the document control (micro) point of
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The functional architecture must be complete and traceable to software specifications. The software engineering team representatives from software implementation and test and evaluation organizations must endorse the functional architecture and revise their technical plans and schedules to align organizational resources with anticipated task assignments. One of the most difficult aspects of CCB meetings and reviews is effectively managing conflicts and expectations among the CCB members and other stakeholders. Conflicts can arise due to varying perspectives, interests, preferences, or priorities for change requests, and expectations can differ based on the scope, complexity, urgency, or feasibility of the change requests. To manage these conflicts and expectations adequately, it is important to establish clear ground rules and guidelines for the CCB meetings and reviews, such as roles, responsibilities, procedures, criteria, and deadlines. Additionally, encouraging respectful and constructive dialogue between the CCB members and other stakeholders is essential; personal attacks, blame, or criticism should be avoided.
Prepare the change requests and supporting documents
These changes may affect requirements, features, code, or infrastructure. The structural design configuration should be placed under technical configuration control to prevent the introduction of inadvertent changes. Every element of the structural configuration should be uniquely identified per approved software configuration control procedures. From this point forward, only change requests or proposals that have been approved by the software change control board (CCB) should be integrated into the structural configuration.
 known to the chairperson;<br />and ultimately to approving the CCB directive/order (when required)<br />noting their agreement or disagreement with the decision. To approve<br />the CCB Directive (CCBD), a person must be the primary (or alternate)<br />CCB member designated by the CCB charter. The procuring activity’s CM office should publish procedures<br />for CCB operation so that all members understand its importance<br />to the acquisition process. A CCB secretariat schedules meetings,<br />distributes agendas, records CCB decisions, and distributes minutes<br />and directives to parties who are assigned implementing action(s)<br />or have a need to know. The CCB operating procedures should also<br />define target processing times for ECPs to assure timely staffing,<br />approval and implementation. The CDCA on the other hand, pertains to specifications or any<br />other type of document and is independent of the organization that<br />physically maintains and stores the document.</p><h2>Software Design Synthesis Practice</h2><p>Online platforms are another beneficial tool which allow CCB members to conduct meetings and reviews remotely with video conferencing, screen sharing, chat, and file sharing features. Additionally, decision-making techniques can help analyze, compare, and choose among different options for change requests. These techniques include criteria-based evaluation, multi-voting, and consensus – each requiring <a href=)
configuration control boards active participation from CCB members. In conclusion, using the right tools and techniques can significantly improve the quality, speed, and accuracy of CCB decisions. In performance based acquisition, the definition of both class
I and class II changes have been modified to reflect application
only to changes that impact Government approved (baselined) configuration
documentation.
A structured and consistent process for CCB meetings and reviews can help streamline the workflow and reduce the risk of errors and inconsistencies. By following such a process, changes can be managed in a timely, transparent, and traceable manner. Figure 6-4 models the third segment of Figure 6-1,
covering the portion of the process concerned with Government review
and disposition of contractor submitted ECPs and RFDs. It illustrates
local Government representative review and concurrence with class
II changes and minor deviations (where such action is contractually
required) and its endorsement (or non-endorsement) of class I changes
and major/critical deviations. The CCB then
reviews the proposal and the implementation commitments and either
approves or disapproves them in accordance with the procuring activity’s
policy. As a result of the CCB decision, implementing direction
is given, typically in the form of a CCB directive.
Change management and decision making
The model P, is constructed from the blocks Gn, Wu and Wp representing a nominal description of the process under control, a bi-proper weight function describing the uncertainty of the nominal model and a bi-proper performance weight function respectively. The state vectors of the three individual blocks are assumed to be available for control and are stacked as the vector x. P can be described by the difference equations (1) and is used as the internal model of the MPC. The block △ and Kfv represent the norm bounded perturbation matrix and the favourite controller respectively.
The organization employs automated mechanisms to implement changes to the current information system baseline and deploys the updated baseline across the installed base. Once the FPGA design has been captured and compiled and initially downloaded https://www.globalcloudteam.com/ to the HW target, configuration tracking needs to be maintained at the board level in the lab. Efficient real-world debugging is much easier when as many variables as possible are removed when trying to determine the source of a problem.
Who are the project people involved in the configuration control board CCB?
Figure 6-1 illustrates
a top-level activity model of the configuration control process. It shows the configuration control process divided into three segments,
which are detailed in Figures 6-2, 6-3 and 6-4, respectively. Another key to successful CCB meetings and reviews is to prepare the change requests and supporting documents in advance. A change request is a formal document that describes the proposed change, its rationale, its impact, its priority, and its dependencies. Supporting documents may include technical specifications, design drawings, test results, risk assessments, cost estimates, and customer feedback. Preparing these documents ahead of time ensures that the CCB has all the information it needs to evaluate the change request and make an informed decision.