There are several questions you have to ask and answer when implementing software configuration management (SCM) for small teams: Is the minimalist approach of SCM congruent with my duties to implement sound SCM? Is there a difference between implementing SCM on small versus large teams? Can I pick and choose the concepts of SCM (i.e., a cafeteria plan approach), and still stay true to the discipline of SCM?
This is a situation that many of us CM folks are faced with daily. You are asked to implement SCM on a small team or a new effort. Whether this is a new position you have taken or in your current organization, it will eventually happen. You may be told this team will be small so a full-blown SCM implementation won’t be necessary or you may decide this for yourself.
I believe that small teams can benefit from smaller implementations of SCM. I am currently in a situation where we don’t have a CM plan for our organization. Many would argue that you can’t operate without a CM Plan and ask how SCM issues are resolved. A lot of this depends on the maturity of your organization and how receptive they are to doing things without specific instructions or plans to follow.
First and foremost, a strong culture of SCM and knowledge of its importance and necessity is of the utmost importance. Though I believe it is important to have a CM plan for large teams or small teams, it’s not an essential tool for a team to succeed. What is important is that they understand the value of their own CM effort’s in the success of the team.
At my organization we have a CCB that sets priority, yet doesn’t do so with the aid of lead developers and business analysts. However, we are able to get priorities set and work