CHAPTE R 18

Configuration Management

Although in the confined project management context, configuration management is often

assumed to be synonymous with version-control of documentation or software, it is of course
much more far reaching in the total project environment. Developed originally for the aero-
space industry, it was created to ensure that changes and modifications to physical components,
software, systems and documentation are recorded and identified in such a way that replace-
ments, spares and assembly documentation conforms to the version in service. It was also
developed to ensure that the design standards and characteristics were reflected accurately in
the finished product.
It can be seen that when the projects involve complex systems as in the aerospace,
defence or petrochemical industry, configuration management is of the utmost importance
as the very nature of these industries involves development work and numerous modifica-
tions, not only from the original concept or design but also during the whole life cycle of
the product.
Keeping track of all these changes to specifications, drawings, support documentation and
manufacturing processes is the essence of configuration management, which can be split into
the following five main stages:
 
1. Configuration management and planning. This covers the necessary standards, proce-
dures, support facilities, resources and training, and sets out the scope, definitions,
reviews, milestones and audit dates.
2. Configuration identification. This encompasses the logistics and systems and procedures.
It also defines the criteria for selection in each of the project phases.
3. Configuration-change management. This deals with the proposed changes and their
investigation before acceptance. At this stage, changes are compared with the configura-
tion baseline including defining the stages when formal departure points have reached.
4. Configuration-status accounting. This records and logs the accepted (registered) changes
and notifications as well as providing traceability of all baselines.
5. Configuration audit. This ensures that all the previous stages have been correctly applied
and incorporated in the organization. The output of this stage is the audit report.
In all these stages, resources and facilities must always be considered, and arrangements must
be made to feedback the comments to the management stage.
Project Management, Planning and Control. http://dx.doi.org/10.1016/B978-0-08-102020-3.00018-8
Copyright © 2017 Elsevier Ltd. All rights reserved. 105
106  Chapter 18

Master Record Index

Documents

Document Title Reference Number Issue Date Responsibility Distribution

Business Case Rqmt SR 123 Draft A 14/6/86 Mr Sponsor PM, Line Mgmt

Draft B 24/7/86
Issue 1 30/7/86

Issue 2 30/9/86

Project Mgmt Plan PMP/MLS/34 Draft A 28/7/86 Ms MLS PM All Stakeholders

Issue 1 30/9/86

WBS WBS/PD1 Draft A 30/7/86 Mr MLS IPMT

Deputy PM (Project Team)
Issue 1 2/8/86

Risk Mgmt Plan, etc. RMP/MLS/1

Figure 18.1
Master record index.

Essentially, the process of identification, evaluation and implementation of changes requires

accurate monitoring and recording, and subsequent dissemination of documentation to the
interested parties. This is controlled by a master record index (MRI). An example of such an
MRI for controlling documents is shown in Fig. 18.1.
For large, complex and especially multinational projects, where the design and manufacture
are carried out in different countries, great effort is required to ensure that the product con-
figuration is adequately monitored and controlled. To this end, a configuration-control
committee is appointed to head up special interface-control groups and configuration-control
boards that investigate and, when accepted, approve all proposed changes.