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7 another angle on handling
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changes, see Handling Requirements Changes 9 During Construction in 0 Section 3.4.
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Be wary of high change volumes While some degree of change is inevitable, a high volume of change requests is a key warning sign that requirements, architecture, or top-level designs weren t done well enough to support effective construction. Backing up to work on requirements or architecture might seem expensive, but it won t be nearly as expensive as constructing the software more than once or as throwing away code for features that you really didn t nee. Establish a change-control board or its equivalent in a way that makes sense for your project The job of a change-control board is to separate the wheat from the chaff in change requests. Anyone who wants to propose a change submits the change request to the change-control board. The term change request refers to any
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de Complete
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28. Managing Construction
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request that would change the software: an idea for a new feature, a change to an existing feature, an error report that might or might not be reporting a real error, and so on. The board meets periodically to review proposed changes. It approves, disapproves, or defers each change. Change control boards are considered a best practice for prioritizing and controlling requirements changes, however they are still fairly uncommon in commercial settings (Jones 1998, Jones 2000).
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Watch for bureaucracy, but don t let the fear of bureaucracy preclude effective change control Lack of disciplined change control is one of the biggest management problems facing the software industry today. A significant percentage of the projects that are perceived to be late would actually be on time if they accounted for the impact of untracked but agreed-upon changes. Poor change control allows changes to accumulate off the books, which undermines status visibility, longrange predictability, project planning, risk management specifically, and project management generally.
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Change control tends to drift toward bureaucracy, and so it s important to look for ways to streamline the change control process. If you d rather not use traditional change requests, set up a simple ChangeBoard email alias and have people email change requests to that email address. Or have people present change proposals interactively at a change board meeting. Or log change requests as defects in your defect tracking software (classified as changes rather than defects). You can implement the Change Control Board itself formally. Or you can define a Product Planning Group or War Council that carries the traditional responsibilities of a change control board. You can identify a single person to be the Change Czar. But whatever you call it, do it! I occasionally see projects suffering from ham-handed implementations of change control. But 10 times as often I see projects suffering from no meaningful change control at all. The substance of change control is what s important, so don t let fear of bureaucracy stop you from realizing its many benefits.
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5 KEY POINT
Software Code Changes
Another configuration-management issue is controlling source code. If you change the code and a new error surfaces that seems unrelated to the change you made, you ll probably want to compare the new version of the code to the old in your search for the source of the error. If that doesn t tell you anything, you might want to look at a version that s even older. This kind of excursion through
de Complete
28. Managing Construction
Page 9
history is easy if you have version-control tools that keep track of multiple versions of source code.
7 KEY POINT
Version-control software Good version-control software works so easily that you barely notice you re using it. It s especially helpful on team projects. One style of version control locks source files so that only one person can modify a file at a time. Typically, when you need to work on source code in a particular file, you check the file out of version control. If someone else has already checked it out, you re notified that you can t check it out. When you can check the file out, you work on it just as you would without version control until you re ready to check it in. Another style allows multiple people to work on files simultaneously, and handles the issue of merging changes when the code is checked in. In either case, when you check the file in, version control asks why you changed it, and you type in a reason.
For this modest investment of effort, you get several big benefits: You don t step on anyone s toes by working on a file while someone else is working on it (or at least you ll know about it if you do). You can easily update your copies of all the project s files to the current versions, usually by issuing a single command. You can backtrack to any version of any file that was ever checked into version control. You can get a list of the changes made to any version of any file. You don t have to worry about personal backups because the version-control copy is a safety net.
Version control is indispensable on team projects. It s so effective that the applications division of Microsoft has found source-code version control to be a major competitive advantage (Moore 1992).
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