Overview of the People Capability Maturity Model

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About Trimentus Technologies

We 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 human resources activities provide by far the largest source of opportunity for improving software development productivity Barry Boehm Software Engineering Economics 1981
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People influence Productivity

Relative Influence

Productivity Factors
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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 continual change 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 align with organizational goals Reducing attrition

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IDEAL Model

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Ground Realities

Process maturity is a journey, not a destination Basic premise: whatever be the level of our performance today, we can do better People are doing the best under the given circumstances; process improvement deals has to do with changing or improving these circumstances A thousand mile journey starts with the first step.

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Ground Realities

(contd)

People CMM is NOT a standard, but the harsh 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 dont Process is NOT one size fits all. We need to tailor the process to suit our organizational needs
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Ground Realities

(contd)

All models are WRONG! But a few are useful, because models can never picture reality Mental models are gross simplification of complex phenomena The limitation is due to a linear simplification of a complex phenomenon since we have inherent abilities to put on the blinds! (Psychologists George Millers famous magic number 7 +/- 2)

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Process Improvement Barriers

Lack / 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 system linked with recognition for quality improvement

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What is People CMM?

A conceptual model based on state-of-the-art workforce practices to help organizations Develop the workforce so as to execute their business 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 July 2001 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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Role of People CMM

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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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Maturity Levels Focus

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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 from Total 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 his orders Commitment driven approach where Improvement is a Community approach Strongly collaborative Quality

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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
To marry individual development with superior economic performance for the organization OR We want to work in One!

Bottom Line

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P-CMM Assessment
-An Overview

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PCMM Assessment Principles

Each assessment is an independent event Start with People CMM as a process framework Involve senior management as the assessment sponsor Approach assessment collaboratively Focus on actionable findings Observe strict confidentiality
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Assessment Readiness Survey

Sponsorship Support

Culture Readiness

Synergy Risk of Resistance Organizational Issues

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PCMM Assessment Flow

Consulting Phase: Gap Analysis Process Definition Training Review Implementation Implementation

Preliminary Assessment

Periodic Reviews and Audits/Pre-Assessment

PCMM Assessment Planning & Organizational Survey Pre-onsite Assessment PCMM Assessment

Onsite Assessment

Final Findings Reporting

Registration of results with SEI

Issue of Rating

Process Improvement & Sustenance Planning

Sign Off

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PCMM Assessment Methodology

Day 1
Organize team Brief participants Interview process owners Consolidate process owner data Tag and review
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Day 2
Interview process owners Interview managers Consolidate data Tag and review

Day 3
Interview managers Workforce discussions Consolidate data Tag and review

Day 4
Workforce discussions Consolidate data Follow-up discussions Tag and review

Day 5

Follow-up discussions Prepare draft findings

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PCMM Assessment Methodology

Day 6
Review with process owners & managers Review with workforce Revise findings Rate for level 3 Prepare final presentation
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Day 7
Present final findings Debrief sponsors Wrap-up assessment

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Reported PCMM Assessments

15 PCMM Assessments reported

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Final Words
Do use PCMM as a Guide to improve workforce practices Standard for assessing existing people practices 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 without senior management commitment for the next step Leave all the responsibilities to HR Leave HR out of the assessment

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Dr. 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: drravis@trimentus.com Knowledge Partner

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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http://www.trimentus.com

Contact Trimentus at: Chennai

US