I have a history of working as a CM for several projects, but have transferred towards agile methods, lean principles and process improvements, where my real interest lies. This mix of experiences inspired me a year ago to write a paper on the subject of agile CM.
I was recently asked by the editor of Methods and Tools, to write an article of my paper. When doing some research for this new article on “Lean CM” I stumbled upon a discussion of my former paper on CM Crossroads where Brad Appleton agreed with my conclusions and defended them against some other persons who were sceptics of the agile approach to CM. I guess people might feel a bit threatened when the traditional roles are questioned.
In the new article I’m writing I have a deeper discussion concerning the lean development principles connected to configuration management. I have still come to the same conclusions. My opinion is that the CM role should be adapted to the agile ideas and lean principles and my attitude towards CM is that it is a supporting discipline that should support projects and enable them to deliver customer value quicker. I don’t think CMs should sit around in projects doing daily operations that the team could do better off themselves. The CM should instead “sweep the road” ahead by creating a CM strategy that facilitates frequent deliveries, automating tools, etc.
I have sent a first draft to the editor and I will let you know when it is publicly available.