More Related Content Similar to The People Capability Maturity Model Overviewew Similar to The People Capability Maturity Model Overviewew (20) 1. The People Capability Maturity Model: Overview Gian Wemyss Senior Member of the Technical Staff Software Engineering Institute 2. People CMM: Introduction The People CMM is a roadmap for implementing workforce practices that continuously improve the capability of an organizationâs workforce. It enables organizations to: to attract, develop, organize, motivate, and retain the workforce required to build their products and deliver the services align workforce development with strategic business or mission goals characterize maturity of workforce practices set priorities for improving workforce capability become an employer of choice Curtis, Hefley, & Miller (2001) 3. People CMM: Process Areas by Maturity Level Level Focus Level Focus Process Area 5 Optimizing Continuous Workforce Innovation Organizational Performance Alignment Continuous Capability Improvement 4 Predictable Mentoring Organizational Capability Management Quantitative Performance Management Competency-Based Assets Empowered Workgroups Competency Integration 3 Defined Participatory Culture Workgroup Development Competency-Based Practices Career Development Competency Development Workforce Planning Competency Analysis Organizational Competency framework 2 Managed Basic Management Practices Compensation Training and Development Performance Management Work Environment Communication and Coordination Staffing 1 Initial Risk Turnover Competency Productivity Continuous Improvement Predicting Capability & Performance 4. People CMM Practices: âWhat, not Howâ Practices describe â what â activities and actions should be performed. It is up to the organization to decide â how â the practices are implemented to satisfy goals. Two Types of Practices: âThe Whatâ Implementation Institutionalization Describe the activities or procedures that should be performed by individuals, in workgroups or units, or by the organization. Practices that help to institutionalize the implementation practices in the organizationâs culture so they are effective, repeatable, and lasting. â Howâ Factors Organizational Culture Industry ????? Country 5. People CMM: Institutionalization Practices Practice performance will decay if not institutionalized Failed efforts If no commitment Ineffective performance If no ability No improvement If no measurement Declining compliance If no verification 8. Workforce Competency Example: Software Engineering Competency Family Software Engineering Workforce Competency Current Staffing Level Needed I II III IV Software Engineer User Training 23 30 15 7 4 9 6 2 Current Resource Profile (initial inventory) Current Workforce Needs (one year cycle) Strategic Workforce Needs (two to five year) Software Engineer IV Application domain Procedural design Cobol & assembler Numerical analysis Knowledge: Requirements analysis System design Project management debugging Skills: Integrated team design Fagan inspections Test procedures Change control Process Abilities Software Engineer III Application domain Procedural design Cobol & assembler Numerical analysis Knowledge: Requirements analysis System design Project management debugging Skills: Integrated team design Fagan inspections Test procedures Change control Process Abilities Workforce Competency Staffing by Capability Level I II III IV Software Engineer User Training 17 25 12 5 2 8 4 1 Workforce Competency 2010 Staffing Level Needed I II III IV Software Engineer User Training 31 35 18 9 4 10 8 3 Software Engineer II Application domain Procedural design Cobol & assembler Numerical analysis Knowledge: Requirements analysis System design Project management debugging Skills: Integrated team design Fagan inspections Test procedures Change control Process Abilities Software Engineer I Application domain Procedural design Cobol & assembler Numerical analysis Knowledge: Requirements analysis System design Project management debugging Skills: Integrated team design Fagan inspections Test procedures Change control Process Abilities Current Business Plan Strategic Business Plan 9. From Counting Heads to Understanding Capability 10 Software Engineers 5 System Engineers 4 Business Analysts Software Engineering Resource Profile FROM Software Engineer III Application domain Procedural design Cobol & assembler Numerical analysis Knowledge: Requirements analysis System design Project management debugging Skills: Integrated team design Fagan inspections Test procedures Change control Process Abilities Software Engineer II Application domain Procedural design Cobol & assembler Numerical analysis Knowledge: Requirements analysis System design Project management debugging Skills: Integrated team design Fagan inspections Test procedures Change control Process Abilities Software Engineer I Application domain Procedural design Cobol & assembler Numerical analysis Knowledge: Requirements analysis System design Project management debugging Skills: Integrated team design Fagan inspections Test procedures Change control Process Abilities Workforce Competency Staffing by Capability Level I II III IV Software Engineer User Training 17 25 12 5 2 8 4 1 10. Individual Unit and Workgroup Organization 1 2 3 4 5 Maturity Levels Ad hoc, Inconsistent workforce practices Managers perform repeatable practices Improvement & integration of personal work processes Empowered workgroups & measured capability Organization develops workforce competencies Organizational Development Professional empowerment People CMM: Focus for Changing Practices 11. Multiple Roles in the People CMM Executive Management Managers Organization Workforce Executive Management Managers Workforce Managers Organization Workforce Executive Management Organization Workforce Executive Management Managers Organization Change is institutionalized Misguided Change Infective Change Isolated Change While change might be initiated by a single source, it must be accepted , internalized , and institutionalized by all affected parties to become effective and lasting. Practices in the People CMM address this issue. Temporary/ No Change Process Owners Process Owners Process Owners Executive Management Managers Organization Temporary/ No Change Process Owners Process Owners Workforce 12. Organizational Culture: People CMM Transformations Level 1 Chaotic and an impediment to lasting change Level 2 Change occurs due to management and workforce buy-in of committed work Level 3 Common understanding of culture; reflects professionalism and information sharing Level 4 Supports results oriented performance and quality Level 5 adaptable to changes in business conditions 13. Process Area Integration Across Levels 5 Optimizing 4 Predictable 3 Defined Levels People CMM Threads 2 Managed Developing Capability & Competency Building Workgroups & Culture Motivating & Managing Performance Shaping the Workforce Continuous Capability Improvement Mentoring Competency Based Assets Competency Development Competency Analysis Training and Development Continuous Workforce Innovation Competency Integration Empowered Workgroups Workgroup Development Participatory Culture Communication & Coordination Quantitative Performance Management Competency Based Practices Career Development Compensation Performance Management Work Environment Organizational Capability Management Workforce Planning Staffing Organizational Performance Alignment 14. Developing Capability and Competency Training needs for current assignment Development for next assignment Training needs for current assignment Development for next assignment Level 2 Workforce competency Workforce competency Level 3 Level 5 Personal capability Workgroup capability Workgroup capability Personal capability Competency Based Assets Level 4 Mentoring Mentoring Competency Integration 15. Building Workgroups Workgroup Processes, roles, and shared accountability, with manager coordinating & facilitating Level 3 Individual Staff Members Not designed for collective work, manager controls all activities and decisions Level 1 Unit Interpersonal coordination skills overcome lack of processes, and manager organizes Level 2 Empowered Workgroup Team independent but accountable to manager, and performs some of its own workforce activities Level 4 16. Managing Performance Individual performance Individual performance Level 2 . . . Mgr Level 5 Aligned performance Performance of other workgroups Mentor UCL _ X Mgr Level 4 Empowered & quantified performance . . . Mgr Workgroup performance Level 3 . . . 17. Shaping the Workforce Level 2 Managed by unit needs . . . Manager Level 3 Managed by competency needs Competency community Level 4 Managed by the numbers 0 5 10 15 20 25 30 Register Target Poor doc- Stack Register allocation knowledge umentation offsets parts Workforce capability Level 5 Managed by innovative practices UCL _ X Improvement opportunity 18. Multiple Models/Technologies Architectures Business Goals and Objectives Integration and Interaction Software and Systems Knowledge and Skills Infrastructure Measurements Organization & Management People CMM CMMI Product line architectures Lean Enterprise: Simplify and Standardize PSP/TSP Six Sigma Adapted from John Vu: SEPG 2006 23. Novo Nordisk Staffing NNIT Headcount 1996 1997 1998 1999 2000 Resigned Resigned, excl. students Full Time Employees 25% 20% 15% 10% 5% 0% 500 400 300 200 100 0 T u r n o v e r F T E s Assessed at Level 2 Program initiated 38. Improvement Efforts: Missing Elements for Change Vision Capable Workforce Capable Processes Organizational Culture Action Plan Resources Incentives Capable Workforce Capable Processes Organizational Culture Action Plan Resources Incentives Vision Capable Workforce Capable Processes Organizational Culture Action Plan Incentives Vision Capable Processes Organizational Culture Action Plan Resources Incentives Vision Capable Workforce Organizational Culture Action Plan Resources Incentives Vision Capable Workforce Capable Processes Action Plan Resources Incentives Vision Capable Workforce Capable Processes Organizational Culture Action Plan Resources Vision Capable Workforce Capable Processes Organizational Culture Resources Incentives Change Confusion Sporadic change False starts Barriers to change Reinventing the wheel Adapted from: Delorise Ambrose, 1987. Personal communication . Anxiety & frustration Slow or little progress Editor's Notes © 2008 Carnegie Mellon University July 2008 SEI Webinar Title Slide Title and Subtitle text blocks should not be moved from their position if at all possible. © 2008 Carnegie Mellon University July 2008 SEI Webinar © 2008 Carnegie Mellon University July 2008 SEI Webinar © 2008 Carnegie Mellon University July 2008 SEI Webinar Practices in the People CMM describe â what â activities and actions should be performed (by individuals, in workgroups or units, or by the organization) to improve an organizationâs capability to manage and develop their workforce. It is up to the organization to decide â how â the practices are implemented to satisfy goals. Each organization has its own culture and âway of doing thingsâ and these are factors in the â how â . Other âHowâ Factors could include maturity level of the organization, composition of the workforce, etc. Implementation: Practices performed: describes the practices and procedures implemented by the organization; Institutionalization: Supports and institutionalized the process areas © 2008 Carnegie Mellon University July 2008 SEI Webinar Theme of slide: To illustrate that all institutionalization features must be used Discussion points: Institutionalization practices help to institutionalize the implementation practices in the organizationâs culture so they are effective, repeatable, and lasting. Institutionalization practices establish the conditions required to institutionalize practices. Compare and contrast practices performed versus institutionalization features. Commitment: Executive commitment saying this is the way things are going to be done; this typically comes in the form of policy. Ability: Giving people the ability to do things, if you want to give the ability you need to train them, make sure they have the tools, procedures, and time (charge code) etc. How do you give employees the ability? Measurement: Take measures to understand where you are and where you are going, they help you understanding if your process is getting you the result you want. Verification: Executive management verifies that things are being done. If you donât have the verification, then how do you know people are doing what is required. It gives management visibility into what is going on and what is being done . Measurement and verification enhance strategic planning. The point to be made here is that a quick clean up at the end of the year to do many performance appraisals could be what it takes to say âappraisals are doneâ or simply to accomplish the activity. However, the organizational capability is present only when all institutionalization features are done. . © 2008 Carnegie Mellon University July 2008 SEI Webinar Primary emphasis for P-CMM is workforce capability whereas for CMMI-DEV then process capability. However, they both support in some fashion the workforce capability and process capability. © 2008 Carnegie Mellon University July 2008 SEI Webinar Knowledge: it is the information and understanding that someone must have to perform a task successfully. Knowledge provides the basis for performing a skill. Skills: that an individual must be able to demonstrate in order to accomplish committed work. Skills may involve behaviors that directly accomplish the task or that provide support of, or coordination with, others involved in accomplishing committed work. Process abilities is the capacity to perform individual skills in the sequencing or method used in the organization. It also represents an individualâs capacity to apply knowledge and perform skills in the context of the organizationâs defined, competency-based processes. © 2008 Carnegie Mellon University July 2008 SEI Webinar © 2008 Carnegie Mellon University July 2008 SEI Webinar © 2008 Carnegie Mellon University July 2008 SEI Webinar © 2008 Carnegie Mellon University July 2008 SEI Webinar Practices in the People CMM apply to the entire organization. To create effective and lasting change all organizational players should be considered. Executive management sees their policies, procedures, values, etc. are have the desired affect; increased productivity and profits. Organization runs smoothly, the way we do things here, is a real reflection of the values, business objectives, and strategies. Managers have are provided the time and resources to develop their people, not focused on doing the work, managing it and the people doing it. Workforce sees the benefits of the implemented practices and in turn commits and aligns their performance and behaviors accordingly. © 2008 Carnegie Mellon University July 2008 SEI Webinar QUESTION NUMBER 5 AFTER THIS SLIDE Theme of slide: Attributes of a Level 1 organization? Discussion points: A brief look at some of the issues of a Level 1 organization. © 2008 Carnegie Mellon University Intro to People CMM, Module 3 â 010408, v1.1 Theme of slide: A review of what has been covered and where the Level 2 Process Areas fit within the threads. Emphasize the foundations they provide. Discussion Topics: Process areas reside at a single maturity level, however some process areas are linked across maturity levels by common areas of concerns that the People CMM was designed to address. The threads can be viewed as objectives of the PCMM. The objectives are addressed in a different way at each maturity level. The links cause workforce practices established at a maturity level to be transformed by one or more process areas at a higher maturity levels. Example: The Training and Development practices that were implemented at Maturity Level 2 are transformed into Competency Development at Level 3 and Mentoring at Level 4. Practices at one level support the objectives of the next level; building upon each other Note: This does not indicate that the People CMM can be used as a âcontinuous modelâ. It cannot! © 2008 Carnegie Mellon University Intro to People CMM, Module 3 â 010408, v1.1 Theme of Slide: Review the Developing Competency Thread using the example provided on the previous slide showing the evolutionâŠ. as it grows it becomes more robust Discussion Points: Level 2 â addresses the immediate training needs of the individuals at the unit level so that they can accomplish their committed work.. If individuals have the knowledge and skills to perform their committed work then they can work on development activities. Focus â skills needed to accomplish committed work. Knowledge and skills, establishing the building blocks for competency at the unit level. Level 3 â focus shifts from the skills needed in individual units to workforce competencies needed for the organization to accomplish its current and strategic business objectives. Through Competency Analysis the organization understands the knowledge, skills, and process abilities required for current and future work. Through Competency Development , the organization establishes an organization wide development program. Level 2 workforce practices are transformed to support developed of workforce competency (Compensation, Performance Management, etc). Starts with defining the competencies, how does the organization do this or develop that. Or, you can look at the core competency and start down, or start with what are the competencies, this is what we are good at and next this is what we want to be, forcing the organization to think about what they want to be. Probably need to look at what you are going to produce. Level 4 â When competency-based processes have been institutionalized (at Level 3) the organization can begin to integrate different competency-based processes into a multidisciplinary processes. An example would be the integration of software and hardware design processes into a single product design. The results of performing competency based processes become assets and are place into a repository ( Competency-Based Assets ). This information helps to transfer the knowledge and capability to others who share the workforce competency. Mentors utilize the competency-based assets to help others develop their capability. Mentoring becomes a formal means of transferring a defined content of the knowledge, skills, and process abilities, typically contained in competency-based assets. With mentoring you are expecting some level of efficiency in the competency. Level 5 â The focus now is on the continuous improvement of individual and workgroup capability. People can initiate an individual program to continuously improve their work processes through which they perform competency-based processes ( Continuous Capability Improvement) . Lessons learned information is captured and shared. Workgroups improve their capability through the integration of personal work processes. Lessons learned are reviewed and can be adopted into the competency-based processes of one or more workforce competencies. Developing personal capability, analyzing your personal work (the processes you use for performing your work), and you can share this with your organization. © 2008 Carnegie Mellon University Intro to People CMM, Module 3 â 010408, v1.1 Theme of slide: Review the Building Workgroups Thread. Discussion points: Level 1 â Coordination efforts are dependent on the interpersonal skills of the individual. Managers oversees the unit. Building the skills of individuals, let people start to communicate and coordinate with each other. Level 2 - Focus on improving interpersonal communication skills (Communication and Coordination). At the unit and individual level the skills developed enable the management of dependencies of committed work; collaborative work. Level 3 â Work processes used in each competency are defined. The Competency based process define how individuals (in a workforce competency) apply their knowledge, perform their skills, and apply their process abilities. Workgroups operating processes ( Workgroup Development ) are defined. Information is provided to the workgroup to aid in decision making ( Participatory Culture ). Formally defined interfaces among competency communities. Work is now process based around the competencies. Manager ensures people have what they need to get the work done and facilitates issues. Level 4 â Integration and interweaving of the competency-based processes of differenent workforce competencies that become a multidisciplinary processes (Competency-Integration). Organization empowers ( Empowered Workgroups ) the workgroup to manager their work processes and perform some of their workforce activities (Staffing, etc). Level 5 â Workgroups continually improve their operating processes by improving the integration of the personal work processes used by their workgroup members ( Continuous Capability Improvement ). Practices ate Level 5 seek to continuously improve the integration and performance of work among individuals, workgroups, and units. © 2008 Carnegie Mellon University Intro to People CMM, Module 3 â 010408, v1.1 Theme of slide: Review the Managing Performance Thread. Discussion points: Level 2 â Focuses on individual performance that is linked to the Unitâs committed work ( Performance Management ). Performance objectives are set and managers holds periodic discussion of performance. Manager manages performance. Moves away from performance management done to you to. It is now done with you. Level 3 - Performance is tied to level of capability in the workforce competencies. Graduated career opportunities developed to ensure growth in one or more competency (Competency-Based Practices ) . Workgroup have documented performance objectives that are allocated to its members. Manager steps back and workgroups begin managing performance. Performance management is done and managers and individuals have a responsibility for developing their competency. At this point, you have brought people together around the competencies, and now you have competency-based processes. Now you can begin to considering career development. People with critical competencies become assets of the organization and not just the unit. Level 4 â Since members of a competency community are performing similar competency-based processes, the organization can quantify this capability. Performance is controlled quantitatively (current performance is compared to past results - Quantitative Performance Management ). Empowered workgroups can use measurements (past process performance) to evaluate their performance. Manager is managing business objectives. Using data to make decisions with respect to performance, capability, etc. At this point people are not reluctant to share their data. Mentoring is now providing input. Workgroups manage their own performance, and individuals are linked to the performance of the workgroup. Level 5 - Quantitative process performance data ensures that performance at all levels of the organization is aligned with the business objectives. Performance is compared across the organization. Performance is aligned at the individual and workgroup level, mentors are utilized and managers are managing resources and direction. Now you can use the performance baselines that were established at Level 4 so you have something you can measure your performance againstâŠ.you can also benchmark outside the unit. © 2008 Carnegie Mellon University Intro to People CMM, Module 3 â 010408, v1.1 Theme of slide: Review the Shaping the Workforce Thread. Discussion points: Level 2 â Staffing is managed and driven by real units needs. Staffing provides an organization is greatest opportunity to influence performance. Level 3 â Strategic workforce plan details the level of capability needed in each of the organizations workforce competencies. Units contribute to the accomplishment of the strategic plan ( Workforce Planning ). Develop required competencies internally or by hiring externally. Level 4 â organization quantifies its workforce capability and uses the data to manage the development of competencies (Organizational Capability Management ) . The quantitative data allows the organization to evaluate the impact of its workforce practices on meeting the strategic objectives laid in the strategic workforce plan. Managing the workforce by numbers. How much capability do I have? How much is needed? How much staffing do I need to do to get the right people? How much development? Level 5 â Organization searches for innovative practices that can improve the capability and innovation of the workforce ( Continuous Workforce Innovation ). The selected innovative practices are piloted to determine if they can make measurable improvements. The organization has developed standard mechanisms for deploying changes and improvements across the organization. Based on the quantitative data, we can manage more effectively. Identifying innovative practices and piloting the most promising ones.. © 2008 Carnegie Mellon University July 2008 SEI Webinar Intro to People CMM, Mod 9 â 010408, v1.1 © 2008 Carnegie Mellon University Theme of Slide: To provide information over and above that in Chapter 7 of the People CMM Addison Wesley book. Discussion Points: While each organization is very different, they had two common motivations: Increased capability Talent management . Intro to People CMM, Mod 9 â 010408, v1.1 © 2008 Carnegie Mellon University Theme of Slide: To share additional information provided by Boeing. Discussion Points and Information: Since 2002, Boeing has expanded its People CMM effort to include the scope listed above. Boeing currently has three People CMM Lead Assessors (People CMM Assessment method, not SCAMPI) Boeing conducted formal (People CMM Assessment Method) and informal mini-appraisals Boeing conducted multiple one day People CMM workshops to introduce employees and change agents to the model and how it was to be implemented at Boeing. The People CMM group within Boeing provided consulting to other areas in Boeing that were adopting People CMM. Intro to People CMM, Mod 9 â 010408, v1.1 © 2008 Carnegie Mellon University Theme of Slide: Boeing Lessons Learned. Discussion Points: These are some of the top lessons learned from Boeingsâ implementation of the People CMM. Managers were assigned Process Areas and were trained on that Process Area. They maintained ownership but, delegated implementation to others in the organization. The importance here is that the managers maintained a commitment to implementing the process areas and made sure that the People CMM efforts were in alignment with the business objectives. Intro to People CMM, Mod 9 â 010408, v1.1 © 2008 Carnegie Mellon University Theme of Slide: Describe changes that have occurred within Boeing Business Resources Support since the 2002 case study publication. Discussion Points: Boeing Business Resources Support is an IT organization that was appraised at Level 3. This slide describes the improvement achieved by going from Level 2 to Level 3. An additional benefit was the ability to take on more customers while sustaining the success factors listed above. Customer satisfaction of Boeings Business Resources Support remained high as indicated in slide (7.6 on a 10 point scale). Intro to People CMM, Mod 9 â 010408, v1.1 © 2008 Carnegie Mellon University Theme of Slide: Review the Novo Nordisk timeline and workforce population. Discussion Points: Case Study pg 97 â 99. Novo Nordisk is an affiliate of the Danish pharmaceutical company Novo Nordisk A/T. NNIT is the result of a 1994 merger of three information technology organizations, each with its own culture, processes, and standards. They administer IT to the Novo Group. In order to remain a strategic partner for the Novo Group, NNIT used the People CMM as a step toward defining, developing, and marketing its IT competencies to meet the needs of the Novo Groupâs business units. Program initiated in 1998 and they received a maturity level 2 in 2000. Intro to People CMM, Mod 9 â 010408, v1.1 © 2008 Carnegie Mellon University Theme of Slide: Review the benefits achieved by using the People CMM. Discussion Points: Novo Nordisk IT has continued its People CMM journey with sights set on Level 3 while adding headcount and taking on additional customers. Note : If an employee resigns they are required to continue employment for 30 days after giving notice. This is a legal requirement. Intro to People CMM, Mod 9 â 010408, v1.1 © 2008 Carnegie Mellon University Theme of Slide: To introduce the Computer Sciences Corporation (CSC) Case Study. This case study shows the implementation of the People CMM at CSC's Lanham, Maryland, location which supports the Federal Government's National Flood Insurance Program. Intro to People CMM, Mod 9 â 010408, v1.1 © 2008 Carnegie Mellon University Theme of Slide: To describe CSC's journey to Level 2 of the People CMM and beyond. Intro to People CMM, Mod 9 â 010408, v1.1 © 2008 Carnegie Mellon University Theme of Slide: Describe the mechanisms put in place to support their People CMM effort. Discussion Points: The Computer Sciences Corporation's National Flood Insurance Program sent a representative to the Introduction to the People CMM Course in early 2000. Using what was learned, they made adjustments to their mandated corporate processes by doing an informal gap analysis. Listed above are the strategies they used to make identified improvements. Information Station â procedures, checklists, etc. reside here Intro to People CMM, Mod 9 â 010408, v1.1 © 2008 Carnegie Mellon University Theme of Slide: Review the Process Area Satisfaction chart. Discussion Points: CSC's National Flood Insurance Program improvement team (2 people) devised a People CMM-based Process Area Employee Survey which they administered three times. The first survey was administered six months into their improvement process. The second survey was administered right after their Level 2 assessment and the third administration was conducted one year after the assessment to check progress.  While the biggest gains were in Staffing (more staff involvement in hiring) and Compensation (an explanation to each employee of how their performance was reflected in their annual salary increase), all of the Process Areas showed an increase in employee satisfaction and demonstrated a more complete understanding of how their internal processes really work.  Note : Hand out the CSC India Level 5 article. Reinforce with the students that various parts of an organization can be at different Levels of the People CMM. Intro to People CMM, Mod 9 â 010408, v1.1 © 2008 Carnegie Mellon University Theme of Slide: Show the long term benefits derived from the People CMM effort. Discussion Points: While incremental improvements demonstrate the organization's willingness to change and improve, strategic long term benefits have a lasting impact on the organization as a whole. Intro to People CMM, Mod 9 â 010408, v1.1 © 2008 Carnegie Mellon University Theme of Slide: Describe Intel ITâs People CMM journey. Note : Hand out the Intel White Paper. Intro to People CMM, Mod 9 â 010408, v1.1 © 2008 Carnegie Mellon University Theme of Slide: This map represents the distribution of Intel IT. Describe the scope and size of Intel IT. Discussion Points: Intel IT is responsible for the entire global computing environment for Intel. IT HR/People Systems is responsible for the workforce capabilities and development of employees in 37 sites all over the world. Intel IT is a very complex technical group in a highly technical company. A company that is known for its excellence in products and services. Intro to People CMM, Mod 9 â 010408, v1.1 © 2008 Carnegie Mellon University Theme of Slide: Describe Intel ITâs People CMM improvement approach. Discussion Points: Intel wanted a baseline in order to help plan their workforce practices and measure their improvements. Investigation and sponsorship: People CMM extensively investigated by Sponsors Martin Curley and Jack Anderson to bring into IT as a strategy planning tool. Model presented to and ratified by the People Steering Committee in March of 2002 (IT Staff Sponsor). Model presented to IT Staff after ratification. Highlighted as a strength in the CIO Q2 2002 SAM-Lite Assessment. Is part of their Operational Excellence planning. The Gap Analysis is Intelâs version of People CMM assessment which they call P-CMM-Lite. They wanted a way to measure their incremental progress in each of the process areas. They developed an assessment based upon the practices and developed their own scoring criteria. Intro to People CMM, Mod 9 â 010408, v1.1 © 2008 Carnegie Mellon University Theme of Slide: Describe the Improvement program Intel IT developed after their gap analysis (assessment). Discussion Points: Intel ITâs People CMM assessment identified competency management as one of the key improvement areas needed. The Career Development Program was created in response to the need for increased competency management. The program provides the foundational components needed for career development in their organization through a comprehensive tool suite nested in an intranet site. The tool suite featuresâŠ.and the immediate benefits includeâŠ. (listed above). Intro to People CMM, Mod 9 â 010408, v1.1 © 2008 Carnegie Mellon University Theme of Slide: Present the first of two examples of Indian organizations using the People CMM. Discussion Points : Club Mahindra is a resort. âService-Wareâ means the competencies needed to run a large resort (Reservations, Housekeeping, Wait-staff, etc.) were the focus of the appraisal. The environment is very âtransactionalâ. In other words, customer needs are mostly met by individuals as multiple transactions or touch points. âProjectsâ are rare (but for inter-departmental committees, or special event teams). There is no single department that is âcoreâ (unlike the projects/delivery teams in IT). All work is a summation of contributions from various departments like: Food & Beverage, Maintenance, Housekeeping, Front Office, etc. Intro to People CMM, Mod 9 â 010408, v1.1 © 2008 Carnegie Mellon University Theme of Slide: Present second example of an Indian organization using the People CMM. Discussion Points: This combination of CMMI and People CMM helped to emphasize that the People CMM sustains or helps maintain CMMI high maturity. Integrated Quality Management System â All improvement efforts are rolled into this system, CMMI, PCMM, ISO, Six-Sigma, etc. Intro to People CMM, Mod 9 â 010408, v1.1 © 2008 Carnegie Mellon University Theme of Slide : To present Tataâs evolution of quality initiatives. Discussion Points: TCS has a long history of quality initiatives. Point out that their People CMM Initiative began in 1998 and continues today. They have had two appraisals, one in 2001 resulting in a Level 4 Maturity Rating and a SCAMPI pilot in 2004 resulting in a Maturity Level 5. This chart illustrates the evolution of TCS quality initiatives. Intro to People CMM, Mod 9 â 010408, v1.1 © 2008 Carnegie Mellon University Theme of Slide: High level snapshot of their business excellence model. Discussion Points: Interactive process . Information and analysis is driven by leadership, strategic planning, and customer & market focus while the Work Core is driven by the People CMM and CMMI resulting in Business Results © 2008 Carnegie Mellon University July 2008 SEI Webinar QUESTION NUMBER 6 AFTER THIS SLIDE Discussion Points: . This slide shows the conditions that must be in place for change to occur. If one of these elements is missing, the resulting response to change becomes a restraining force against change. For example, if skill training is not provided, participants become anxious about being able to perform new tasks adequately, and the anxiety impedes change. This chart sums up the pitfalls and potentials of introducing change. Vision: Executives and Management need to guide vision for change Resources: Organization needs to provide the TIME, MONEY, etcâŠto enact changes Capable Workforce: Organizations can have capable process but if you donât have capable people using the processes you are going to have problem. Capable Processes: Organizations can have a capable workforce but if there processes are not sound they will spend unnecessary effort reinventing the wheel. Organizational Culture: If an organizations culture is chaotic then it is probably an impediment to lasting change Incentives: Organization needs to provide people with the incentive to changeâŠnot necessarily money. Action Plan: The organization must have a action plan mapping out where there are and where they want to be otherwise you will have undirected change and false starts People CMM addresses Resources, Capable Workforce, Organizational Culture, and Incentives CMMI addresses Processes PSP and TSP addresses Capable workforce and Organizational Culture © 2008 Carnegie Mellon University July 2008 SEI Webinar QUESTION NUMBER 7 - 8 AFTER THIS SLIDE © 2008 Carnegie Mellon University July 2008 SEI Webinar © 2008 Carnegie Mellon University July 2008 SEI Webinar © 2006 Carnegie Mellon University Presentation Title 08/30/11
