1.Which of these challenges have you experienced or witnessed while implementing configuration management? (Select all that apply.)

Believing their company is already performing adequate configuration management when it is not

A lack of management interest, understanding, appreciation, support and oversight of the role of CM within the business

Insufficient funding or ROI to justify the implementation and sustainment of CM over complete lifecycles of products and programs

Inadequate education, training, certification, responsibility and authority of CM specialists and CM project leads

Faulty assessment of existing CM maturity levels, performance gaps, process pains, and user requirements

No comprehensive CM vision articulated or strategy agreed upon for all stakeholders

Having too broad and grand goals, or alternatively too narrow and low expectations of CM

An insular or defensive business culture resistant to input, change, or learning from mistakes

Treating CM as predominantly an engineering department responsibility which then leads the project

Failure to understand most CM use cases are not of the As-Designed configuration but of the As-Deployed and As-Maintained configurations far removed from engineering PDM databases

Not considering use cases and requirements of upstream suppliers and downstream service partners

Believing that having a plan for CM is the same as having a CM Plan, or not understanding what goes into a CM Plan

Using the benefits of CM to justify an enterprise PLM project, then never getting around to fully deploying CM within it before running out of time or money

Treating CM as a PDM software feature or PLM module that just needs to be turned on

Insufficient attention during demonstration to the CM functionality and flexibility required of software

Selecting the wrong business unit, program, products, and processes to begin with

Implementing CM too late in a program or product line, or only after a catastrophic failure

Mistakes in implementing best practices for configuration identification, change management, status accounting, and verification and audits

Not enough time provided, or spending too much time, for scoping product structures, data relationships, configuration items, baselines, change processes, and workflow automation

Little consideration of applicable standards and regulatory compliance requirements

Selecting the wrong consultants and/or software products without experience in your specific industry

Not treating software providers, consultants, and contractors as part of the internal team

Failing to plan robustness for interoperability and integration issues that will always be a moving target

Scope creep by making CM dependent upon and held hostage to a much larger enterprise IT initiative

Lack of well-defined goals, milestones, reporting and metrics to measure progress and success

Other (please specify)