ABSTRACT
Configuration Management (CM) implementation as it applies to other organizations is overlooked to the detriment of project or program. CM activities tie to program management and vary from program to program. CM is centric to ensuring that the product is documented to the degree necessary to ensure reproducibility, acceptance, and post-acceptance activities and communications. The CM implementation should consider maintaining a hard copy of the conformed contract and attachments for the program manager to assist with customer discussions and negotiations as well as for audit support. CM ensures that the correct data are disseminated and that the individual collaborators working to bring a product to market understand what is required of each other. The discovery of what must be managed presupposes a basic understanding of the tools used by every functional resource and how each output from the CM implementation interfaces with those resources. Information distribution, information schedule, and progress reporting are all CM-centric and data management-centric activities.
