Introducing the CMDM Coaches Corner

Configuration ManagementData ManagementCMsights

Oct 9

This month’s CMsights is from Dave Allen who was recently announced as CMstat’s new Aerospace & Defense Industry Ambassador and serves his clients as a CMDM Coach.

From my 35 years of experience working for Aerospace & Defense contractors I have witnessed that some experienced engineers and program managers truly understand, and thus appreciate, the importance of Configuration Management and Data Management (CMDM) in their organizations.

Yet, others still do not respect the CMDM function for a myriad of reasons I have encountered over the years. Some of these concerns are quite reasonable, while others not so much.

I often found the CMDM function is viewed by some managers and executives as a “burden” or “tax” on their organization, product, contract, or program to which they reluctantly complied. When I observed that early in my career, I thought that the higher-ups simply did not understand what CMDM professionals really do, so it was easy to blame them for their lack of knowledge or interest to learn more.

Later in my career when I often served in an unofficial role as a CMDM mentor and coach, I gained an appreciation that these managers were not to blame as much as I and my fellow practitioners were for not doing a better job in promoting the business value of our roles, as well as identifying the risks when the function was absent or amiss without appearing alarmist.

As I spoke to more managers who had little expertise in Configuration Management or Data Management, my explanation of these functions and examples of their value evolved. I also learned to carefully adapt what I said for the individual and their role with whom I was speaking. Most outside of CM and DM need to understand the "why" behind CM and DM, not just that contract or internal processes call for it (this will lead to minimal compliance which is not what we are after). These are risk vs reward decision factors and the framing of why CM and DM are critical needs to be framed in those terms.

That calibration was because when implemented correctly, users of CMDM data and processes can be found all across an enterprise and not just in engineering. These functions include program management, contracts, manufacturing, quality, logistics, compliance, support, and sustainment. Each of those organizations has their own performance priorities, challenges, motivations, terminology, and metrics which they often worship.

I know firsthand from my own mistakes it is not always easy to explain the CM and DM function along with its value to such a disparate group of professionals, even when they gave me the time to do so. As example, when I left my last position as a Director of CMDM I often used variations of the following when introducing CM and DM to new program managers, not all who came from engineering backgrounds.

Configuration Management is foundational to any engineering endeavor. There needs to be a plan, products need to be identified and baselined, authorized changes need to be reviewed and dispositioned, a tool to capture status needs to be in place, and lastly verification and audits need to be performed. Without these principles the project is almost assured to spiral into configuration chaos eventually.

Data Management is a must for good program/project management. Data needs to be scheduled, reviewed and delivered. Both outgoing data that goes to the Customer and incoming data that comes from suppliers or subcontractors need processes to manage the data. Data Management will provide the framework for managing your data. If you are relying on engineers, supply chain, or the program admin to do this work you are asking for trouble down the road if not immediately.

In the coming months of my CMDM Coaches Corner blog I will be sharing permutations of the above that I have found effective for other roles, along with a few pitfalls to avoid I know firsthand from experience. Until then, I recommend reading some recent CMsights blogs referenced below that can help CMDM leads to be more effective.

“The Role of CM champions” at https://cmstat.com/cmsights-news-posts/role-of-configuration-management-champions. My takeaway from this excellent piece is that a good CM champion has to have in-depth CM knowledge in addition to the respect AND support of upper management. I have seen many with one of these attributes, but not both.

“Contract Data Requirements List (CDRL) Best Practices” at https://cmstat.com/cmsights-news-posts/contract-data-requirements-list-cdrl-best-practices. A collection of tips and resources from Defense Acquisition University and CMstat to execute CDRL tracking and delivery focused on tools and processes.

“Getting Managers to Care About CM” at https://cmstat.com/cmsights-news-posts/getting-managers-to-care-about-configuration-management. An informative article asking the important questions related to why some in leadership don’t realize the importance of CM. A poll is taken and the results point out some common misconceptions that contribute to this issue.

“How Much CM is Good Enough?” at https://cmstat.com/cmsights-news-posts/how-much-configuration-management-is-good-enough. This blog details the 8 critical functions for good CM (within the five foundational pillars of CM) and the CM Maturity Model. A good way to assess your CM processes and tools and to see how you measure up.

“CM FAQs for Product and Program Managers” at https://cmstat.com/cmsights-news-posts/configuration-management-faqs-for-product-project-and-program-managers. A comprehensive summary (CM blogography) of articles on a variety of CM topics and an excellent way to catch up on any blogs you may have missed.

In my next post I will be examining the role of a CMDM Coach which I and my colleagues at CMstat feel is missing in many organizations; even those that have excellent CM Leads and Managers. As I will explain then, a CMDM Coach is not so much the resident CMDM subject matter expert, nor a CMDM Champion, as much as a wise organizational resource and savvy team player who can offer – or discretely whisper – guidance for issues which the CM and DM experts are facing, all while being equally effective at addressing questions and concerns from program and product leaders. And like most good coaches, they are motivated to help their team members individually and collectively excel, even when that is not always instantly rewarded in large organizations and complex business cultures typical of A&D manufacturers and DoD contractors.

Until then, I invite you to connect with me on LinkedIn and send me your CMDM questions and topics for discussion to dallen@cmstat.com. Don’t forget to register to receive future CMsights posts HERE.