Implementing Procedures

DOESTD107393

2.1.4.3 Implementing Procedures

The program management element should also ensure that appropriate implementing procedures are

prepared for each CM program function. In contrast with governing procedures, the implementing

procedures provide the detailed instructions for carrying out CM program functions. Implementing

procedures are developed for individual program elements as needed. The size of the operating

organization influences the need to proceduralize CM activities; the larger the organization and the

more numerous the interfaces, the greater the need for procedural controls.

During the initial assessments and program planning, the organization's many existing procedures

implementing CM functions will be reviewed to determine If upgrades and enhancement!; are

necessary to satisfy the CM program criteria described in Chapter 1. Enhancement and integration of

existing implementing procedures within their established organizational structure Is the preferred

approach to CM program development and Implementation. It may be necessary or desirable,

however, to temporarily consolidate control of implementing procedures in a central CM development

organization for purposes of upgrade and integration. During this consolidation phase, it may even be

desirable to use the governing procedures to define implementation methods, and later move the

implementation methods and requirements to the implementing procedures. On completion of

implementing procedure upgrades, the revised implementing procedures would be redistributed to the

appropriate implementing organization for ongoing implementation.

2.1.4.4 Configuration Management Training

As policy, plans, and procedures are established, associated training should be provided to

communicate expectations and to ensure effective implementation. In addition to standardizing

terminology and establishing an integrated system of procedures regarding CM activities, a formal

training program in configuration management can be very Important in property orienting facility

personnel. The program management element should establish and oversee CM program training

activities, including (1) initial awareness or orientation training, (2) follow-up training on development

and implementation of the CM program elements and functions, and (3) subsequent refresher training

as needed. As defined in the program criteria, training should be provided on CM concepts,

terminology, definitions, and procedures.

Training should be started early in the development of a CM program to acquaint users with the new

concepts, to ensure a common understanding of the objectives, and to communicate responsibilities for

implementing the program (i.e., CM-awareness training). Organizational culture change regarding

configuration management is a fundamental part of successful CM program implementation. For

example, facility personnel should be able to identify appropriate change mechanisms and always use

them. Training, supplemented by clear and documented expectations, and followed up with feedback

and coaching, is an effective tool for promoting the culture changes that are needed.

An effective approach to CM training is to provide 1 or 2 days of initial awareness training and then

follow-up training as CM procedures are developed and implemented. The initial training should be

conducted as early in the CM program development process as practicable, preferably after the

site/division CM directive is issued. This training should (1) provide an overview comprising a

description of the need, purpose, and management commitment and a definition of the CM program

and Its program elements, (2) explain the site/division strategy for developing and implementing the CM

program, and (3) identify any interim measures to be adopted until CM program development is

complete.

Follow-up training should be conducted as the governing and implementing procedures are written,

approved, and issued. The objectives would be to discuss and clarify individual roles, responsibilities,

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