overview to p-cmm v2.0-consolidated

8/6/2019 Overview to P-CMM V2.0-Consolidated

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Overviewof the

People Capability Maturity Model



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An ISO 9001:2000 Company

About Trimentus TechnologiesWe are an young and growing organization:

incorporated by a group of experienced IT professionals

with a niche focus to provide Quality Assurance and

Quality Control services

with expertise to develop and implement mature and

robust Software Engineering processes and procedures

well experienced to provide entire gamut of Verification

and Validation services

with an intense desire and deep commitment to offer

world-class services



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Intended Audience

• Human Resource Department personnel

• Process Engineering Group personnel

• Senior Executives

• Project & Quality Assurance Managers


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Quality Triangle


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Importance of people

“Personnel attributes and humanresources activities provide by far thelargest source of opportunity forimproving software development

productivity”

Barry Boehm

Software Engineering Economics

1981



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People influence Productivity

Productivity Factors

R e l a t i v e

I n f l

u e n c e



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Current Business Scenario



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Trends affecting Workforce



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Employee Breaking Points



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Top People Issues

• Enabling people to deal with continualchange in the organization

• Managing skills and career growth• Ensuring consistent communication

between management and staff

• Provide clear performance feedback

• Overcoming low employee morale and

burnout• Measuring subjectively or the wrong

thing



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Top People Issues (contd…)

• Identifying competencies

• Defining roles and responsibilities

• Motivating personal goals to alignwith organizational goals

• Reducing attrition



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IDEAL Model



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Ground Realities

• Process maturity is a journey, not adestination

• Basic premise: whatever be the level of ourperformance today, we can do better

• People are doing the best under the given

circumstances; process improvement dealshas to do with changing or improving thesecircumstances

• A thousand mile journey starts with the firststep.



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Ground Realities (contd…)

• People CMM is NOT a standard, but theharsh reality is that it is used as one during

assessments!• Objective is NOT to tailor the organization to

fit the People CMM but to tailor the People

CMM framework to fit the organization• People CMM is NOT something you need, but

it becomes an exception if you don’t

• Process is NOT one size fits all. We need totailor the process to suit our organizationalneeds



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Ground Realities (contd…)

“All models are WRONG! … But a few areuseful, … because models can never picture

reality” • Mental models are gross simplification of

complex phenomena

• The limitation is due to a linear simplificationof a complex phenomenon since we haveinherent abilities to put on the blinds!(Psychologist’s George Miller’s famous

“magic number 7 +/- 2”)



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Process Improvement BarriersLack / absence of

• Employee empowerment

• Communication between management and staff

• Employee training and competency development

• Mutual trust

• Team Building

• Clear, quality-related goals for employees

• Effective performance management systemlinked with recognition for quality improvement



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What is People CMM?

• A conceptual model based on state-of-the-artworkforce practices to help organizations

• Develop the workforce so as to execute theirbusiness strategies• Characterizes the maturity of the workforce

practices implemented in an organization• Helps in determining and setting priorities for

improving workforce capability• Integrate process improvements with people

• Guides an organization to become an “employer of choice”

• Establish a culture of excellence



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Background

• People CMM is a relatively new adaptation of the CMM by SEI for managing the workforce

in an organization• Version 1.0, the first official release, was

issued in September 1995

• Current version is 2.0 and was issued in July2001

• Principal authors are Bill Curtis, William

Hefley and Sally Miller• It is about any kind of intellectual interaction

required for people to work together as a

team



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PCMM Framework



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Version 1 versus Version 2



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PCMM Process Areas



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PCMM Structure



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Initial Level Organizations



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PCMM Process Threads



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Developing Competency



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Building Workgroups



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Manage Performance



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Shaping the Workforce



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PCMM Perspectives

• Common sense application of principles fromTotal Quality Management, HR Management

& Organizational Development• Community-owned guide with extensive

inputs from both industry and government

• Ongoing model review and evolution

• Framework for improving workforce practices



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Learning Organization

Characteristics:

• Tough questions are fearlessly asked (to seek

clarification)

• Leadership of clarification and not Leadership of

exhortation

• No scope for a grand strategist to shout hisorders

• Commitment driven approach where Quality

Improvement is a Community approach

• Strongly collaborative



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Learning Organization (contd…)

• Voluntary & Willing sponsorship

• Where personal learning is combined &

shared with broader organizational

learning

• Having capabilities such as:• Aspiration

• Reflection

• Conversation

• Conceptualization



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Why Learning Organization?

• For building a high performance organization

• Gain competitive Advantage

• Total Quality Management• Fast Cycle-Time Systems

• Empowered & Self-Managed Teams

• Build Core Competencies

Bottom LineTo marry individual development with superior economicperformance for the organization

OR

We want to work in One!



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• P-CMM Assessment-An Overview



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PCMM Assessment Principles

• Each assessment is an independentevent

• Start with People CMM as a processframework

• Involve senior management as theassessment sponsor

• Approach assessment collaboratively

• Focus on actionable findings

• Observe strict confidentiality



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Sponsorship Sponsorship Support Support

Culture Culture Readiness Readiness

Synergy Synergy

Organizational Issues Organizational Issues Risk of Risk of

Resistance Resistance

Assessment Readiness Survey



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PCMM Assessment Flow

PCMMAssessment

Periodic Reviews and Audits/ Pre-Assessment

PCMM Assessment Planning & Organizational Survey

Pre-onsite Assessment

Process Improvement & SustenancePlanning

Onsite Assessment Final Findings Reporting

Issue of RatingRegistration of results w ith SEI

PreliminaryAssessment

Sign Off

Consulting Phase: Gap Analysis Process Definition Training Implementation ImplementationReview



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PCMM Assessment MethodologyDay 1 Day 2 Day 3 Day 4 Day 5

Organizeteam

Interviewprocessowners

Interviewmanagers Workforcediscussions Follow-updiscussions

Consolidatedata

Briefparticipants

WorkforcediscussionsInterview

managersPrepare

draft

findingsInterviewprocessowners

Consolidatedata Follow-up

discussionsConsolidate

data

Consolidate

processowner data

Tag and

review Tag andreview

Tag andreview

Tag andreview



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PCMM Assessment MethodologyDay 6 Day 7

Review with

processowners &managers

Presentfinal

findings

DebriefsponsorsReview with

workforceWrap-up

assessmentRevisefindings

Rate forlevel 3

Preparefinal

presentation



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Reported PCMM Assessments

15 PCMMAssessments

reported



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Final Words

Do use PCMM as a

• Guide to improve workforce practices

• Standard for assessing existing peoplepractices

• Checklist for planning and implementing HR

Best practices• Reference for developing organizational HR

strategies



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Final Words (contd…)

Do NOT

• Try to do too much to start with;

improvement is gradual, not overnight• Focus on the higher maturity levels without

focusing establishing lower level maturity

• Perform an assessment activity withoutsenior management commitment for thenext step

• Leave all the responsibilities to HR• Leave HR out of the assessment



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Contact Trimentus at:

Chennai USDr. S. Ravichandran, CEO

Trimentus Technologies Pvt. Ltd.

#48, Thirumalai Road

A1, Nu-Tech Narayana

T. Nagar, Chennai – 600 017

Tamil Nadu, India

Phone:

+91-44-28342040/ 55190398

Fax:+91-44-28342041

E-mail: [email protected]

Trimentus Technologies Inc.

1117, Desert Lane

Suite #1008

Las Vegas, NV, 89102

USA

Phone: 650 740 0725

Fax: (702) 732-4415

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