Configuration Management Procedures

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changes in progress) and pending changes. They also provide the capability to relate documents based

on types of documents, specific SSCs, groups of SSCs, technical topics, and other useful cross-

referencing topics. Document databases are discussed further in the implementation guidance for the

document control element.

2.1.4 CONFIGURATION MANAGEMENT PROCEDURES

This section discusses those vehicles or mechanisms that support CM program plans and directives by

communicating increasing levels of detail on program direction and guidance. The program planning

function provides top-level direction through CM policy directives and the CM program plan. The

procedures function provides CM program direction through CM action plans, CM governing procedures

and implementing procedures, and associated training.

2.1.4.1 Action Plans

Program management involves careful planning and effective controls to ensure that the effort is

credible, timely, and cost-effective. Starting from the program plan, facilities should prepare action

plans to provide further detail, as needed, on those program plan topics related to program

development and implementation. These plans should serve as an important vehicle to get the various

organizations and personnel at the facility to understand, accept, and support CM development efforts.

They are the primary management tool for coordinating development and implementation activities;

they should integrate and focus these activities to ensure that they can be implemented successfully,

managed effectively, and monitored for progress. Configuration management action plans should be

established promptly following DOE review of the CM program plan and before program development

commences.

Action plans should provide detailed direction in the areas of task descriptions, methods, assignments,

schedules, and budgets. They do not need to expound on the basis of the program. Action plans

should be consistent with the program plan but expand on implementation particulars. Regarding

assignments, for example, the program plan might identify divisions or departments responsible for

development activities, while the action plan would identify specific responsible individuals. Regarding

tasks and methods, where the program plan might, for example, state that the owners of each change

control process will be identified and that they will evaluate and upgrade their processes, the action

plan would identify more specific methods for process evaluation and upgrade, such as establishment

of process improvement teams, interviews with process users, preparation of flowcharts, interactive

sessions with trained facilitators, pilot implementation, and review by an executive sponsor and process

improvement specialist. With regard to schedules and budgets, the program plan might, for example,

establish a 2-year milestone for development and upgrade of the equipment database, while the action

plan might divide the activity into 15 identifiable tasks, each with a task description, deliverables,

milestones, a budget, and assigned personnel. Depending on program size and complexity, action

plans might be prepared for each CM program element, or even for the more complex individual

functions, such as databases or walkdowns.

Action plans should provide more detail than program plans on process and quality controls, interface

control, communication methods, and progress-monitoring methods. They should identify how CM

development activities and results will be communicated throughout the organization, such as through

training, seminars, newsletters, and interdisciplinary teams. Action plans should also establish methods

for measuring and controlling progress, including objective parameters against which progress can be

measured, management accountabilities, regular internal status reports, and periodic management

reviews to monitor progress and resolve problems in a timely manner. While the program plan is

viewed as a commitment document and is revised only as needed, action plans should be revised

periodically until implementation is complete to keep them useful and authoritative.

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