Lecture Software process improvement: Lesson 36 provide students with knowledge about: people capability maturity model; principles of people CMM; seven principles of workforce management; critical success factors for managing human capital strategically;... Please refer to the detailed content of the lecture!
People Capability Maturity Model – 1 Lecture # 36 1 People Capability Maturity Model – 1 • Do you ask yourself these questions? – Do I get full advantage from my development capability? – Can I attract, train, deploy, and retain the people I need to develop software in today's competitive market? • Then People CMM can help you 2 People Capability Maturity Model – 1 • The guidance provided by the People CMM helps you manage and develop your organization’s workforce • The People Capability Maturity Model is a tool that helps you successfully address the critical people issues in your organization 3 People Capability Maturity Model – 1 • The People CMM employs the process maturity framework of the highly successful Capability Maturity Model for Software (SW CMM) as a foundation for a model of best practices for managing and developing an organization's workforce 4 People Capability Maturity Model – 1 • Based on the best current practices in fields such as human resources, knowledge management, and organizational development, the People CMM guides organizations in improving their processes for managing and developing their workforce 5 People Capability Maturity Model – 1 • The People CMM helps organizations characterize the maturity of their workforce practices, establish a program of continuous workforce development, set priorities for improvement actions, integrate workforce development with process improvement, and establish a culture of excellence 6 People Capability Maturity Model – 1 • Since its release in 1995, thousands of copies of the People CMM have been distributed, and it is used worldwide by organizations, small and large, such as IBM, Boeing, BAE Systems, Tata Consultancy Services, Ericsson, Lockheed Martin and QAI (India) Ltd 7 People Capability Maturity Model – 1 • The People CMM evolutionary improvement path guides movement from an ad hoc approach; to managing the workforce; to a mature, disciplined development of the knowledge, skills, and motivation of the people that fuels enhanced business performance 8 People Capability Maturity Model – 1 • The People CMM helps organizations to do the following: – evaluate how well you utilize your human resources – set priorities for improving the competence of its workforce – integrate competence growth with process improvement – establish a culture of workforce excellence 9 People Capability Maturity Model – 1 • The People CMM’s primary objective is to improve the capability of the workforce • Workforce capability can be defined as the level of knowledge, skills, and process abilities available for performing an organization’s business activities 10 10 • These practices are documented and integrated into a common process in which the entire organization is then trained • Measures of the critical practices in this process are defined and collected into a repository for analysis 36 36 Fourth Level of Maturity • At the fourth level of maturity, the organization begins managing its processes through the data that describes its performance • The performance of the organization’s critical processes is characterized statistically so that the historical performance of the process can be used to predict and manage its future performance 37 37 Fifth Level of Maturity • At the fifth and highest level of maturity, the organization uses its profound, quantitative knowledge to make continuous improvements in its processes. Based on its data, the organization can identify which processes can benefit most from improvement actions 38 38 • In the abstract, the maturity framework builds an environment in which – practices can be repeated – best practices can be transferred rapidly across groups – variations in performing best practices are reduced – practices are continuously improved to enhance their capability 39 39 • The People CMM has been designed to increase the capability of the workforce, just as the SWCMM increased the capability of the organization’s software development processes 40 40 • The People CMM has been applied in numerous industries and types and sizes of organizations around the globe • Industries using the People CMM range from hightech and information technology companies, to pharmaceuticals and hospitality, to construction and government agencies 41 41 • • • • • • • • • • • Types of organizations around the world using the People CMM Business Process Outsourcing Information Technology Hospitality Consulting Construction Defense Contractors Insurance Pharmaceuticals Government Agencies/Defense Agencies Energy/Utilities Software Development Banking/Financial Services Management 42 Information Systems 42 Following slide to be inserted People CMM 43 43 Maturity Levels of the People CMM 44 44 • The People CMM applies the principles of the process maturity framework to the domain of workforce practices • Each of the People CMM’s five maturity levels represents a different level of organizational capability for managing and developing the workforce 45 45 • Each maturity level provides a layer in the foundation for continuous improvement and equips the organization with increasingly powerful tools for developing the capability of its workforce 46 46 • The People CMM stages the implementation of increasingly sophisticated workforce practices through these maturity levels • With the exception of the Initial Level, each maturity level is characterized by a set of interrelated practices in critical areas of workforce management 47 47 • When institutionalized and performed with appropriate regularity, these workforce practices create new capabilities within the organization for managing and developing its workforce 48 48 Summary 49 49 References • People CMM: A Framework for Human Capital Management, 2nd Edition, by Bill Curtis, William E. Hefley, and Sally A. Miller, AddisonWesley, 2010 (Chapter 1) 50 50 ... Unit and Individual Performance Linked to Organizational Goals 27 27 Process? ?Maturity Framework 28 28 Process? ?Maturity Framework • Humpherey designed the? ?process? ?maturity framework to enable an organization to achieve a state of continuous? ?process? ?... into a common? ?process? ?in which the entire organization is then trained • Measures of the critical practices in this process? ?are defined and collected into a repository for analysis 36 36 Fourth Level of Maturity... improvement in five stages • Because of this staging, the? ?process? ?maturity framework is more than a? ?process? ?standard comprising a list of best practices 29 29 Process? ?Maturity Framework • Rather, it integrates improved practices into a