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The People Capability Maturity Model: Overview Gian Wemyss Senior Member of the Technical Staff Software Engineering Institute
© 2006 Carnegie Mellon University
People CMM: Introduction The People CMM is a roap for implementing workforce practices that continuously improve the capability of an organization’s 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) Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
2
People CMM: Process Areas by Maturity Level Level Level
Focus Focus
5 Optimizing
Continuous Improvement
4 Predictable
Predicting Capability & Performance
3 Defined
Organizational Competency framework
2 Managed
Basic Management Practices
Process Area Continuous Workforce Innovation Organizational Performance Alignment Continuous Capability Improvement Mentoring Organizational Capability Management Quantitative Performance Management Competency-Based Assets Empowered Workgroups Competency Integration Participatory Culture Workgroup Development Competency-Based Practices Career Development Competency Development Workforce Planning Competency Analysis Compensation Training and Development Performance Management Work Environment Communication and Coordination Staffing
Competency Productivity
Risk Turnover
1 Initial Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
3
People CMM Practices: “What, not How” Practices describe “what” activities and actions should be performed. It is up to the organization to decide “how” the practices are implemented to satisfy goals. “How” Factors
Organizational Culture
Industry
Country
?????
Two Types of Practices: “The What” Implementation
Describe the activities or procedures that should be performed by individuals, in workgroups or units, or by the organization.
Institutionalization
Practices that help to institutionalize the implementation practices in the organization’s culture so they are effective, repeatable, and lasting.
Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
4
People CMM: Institutionalization Practices Practice performance will decay if not institutionalized
If no commitment
Failed efforts
If no ability
Ineffective performance
If no measurement
No improvement
If no verification
Declining compliance Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
5
People Capability Maturity Model: Primary Objective The primary objective of: a CMM is to improve the capability of an organization. the CMMI (DEV, ACQ, SVC), is to improve the capability of an organizations processes. the People CMM is to improve the capability of an organization’s workforce. The People CMM, defines capability as the level of knowledge, skills, and process abilities available within each workforce competency of the organization to build its products or deliver its services. People CMM
Workforce capability
CMMI-DEV, ACQ, SVS, TSP
enables
Process capability
predicts
Performance
Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
6
Defining Workforce Competency Knowledge represents the comprehension acquired by experience and or study.
Skills represents the proficiency or ability in techniques or tools that an individual must be able to demonstrate.
Process abilities is the capacity to perform individual skills in the sequencing or method used in the organization.
Knowledge
+
Skills
+
Process abilities
=
Workforce Competency
Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
7
Workforce Competency Example: Software Engineering Software Engineer IV Application domain Knowledge: Engineer Software III
Procedural design Application Cobol & assembler domain Procedural Numerical design analysis Cobol & assembler domain Knowledge: Requirements analysis Skills: Application Numerical analysis Procedural design System design Cobol & domain assembler Requirements Project management analysis Skills: Application Knowledge: Numerical analysis System debugging design Procedural design management Cobol &Project assembler analysis Skills:Process Requirements Integrated team design debugging Numerical analysis System design Fagan inspections Abilities Project management Integrated Test procedures team design analysis Skills: ProcessRequirements debugging Change inspections control AbilitiesSystem Fagan design Test procedures Project management Integrated design Process Changeteam control debugging Fagan inspections Abilities Test procedures Integrated team design Process Change control Fagan inspections
Knowledge:
Software Engineer II
Software Engineer I
Current Resource Profile (initial inventory) Workforce Competency Software Engineer Training
Staffing by Capability Level I 17
II 25
III 12
IV 5
2
8
4
1
Current Workforce Needs (one year cycle) Workforce Competency Software Engineer Training
Current Staffing Level Needed I 23
II 30
III 15
IV 7
4
9
6
2
Abilities
Test procedures Change control
Competency Family Software Engineering
Strategic Workforce Needs (two to five year) Workforce Competency Software Engineer Training
2010 Staffing Level Needed I 31 4
II 35 10
III 18 8
Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
IV 9 3
8
From Counting Heads to Understanding Capability Software Engineer III
FROM
Knowledge: Application domain Software Engineer II Procedural design Cobol & assembler
Application domain Knowledge: Engineer Numerical analysis Software I Procedural design
Cobol & domain assembleranalysis Requirements Skills: Application Knowledge:
Numerical analysis System design Procedural design Project management Cobol & assembler Requirements analysis Skills: debugging Numerical analysis System design Project management Integrated team design analysis Skills: ProcessRequirements debugging AbilitiesSystem Fagan despections Test procedures Project management Integrated design Process Changeteam control debugging Fagan inspections Abilities Test procedures Integrated team design Process Change control Fagan inspections
Abilities
10 Software Engineers
Test procedures Change control
Software Engineering
5 System Engineers
4 Business Analysts
Resource Profile Workforce Competency Software Engineer Training
Staffing by Capability Level I 17 2
II 25 8
III 12 4
Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
IV 5 1
9
People CMM: Focus for Changing Practices
Organization develops workforce competencies Organization Empowered workgroups & measured capability
Managers perform repeatable practices
Unit and Workgroup Ad hoc, Inconsistent workforce practices Maturity Levels
1
Improvement & integration of personal work processes
Individual
2
3
4
5 Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
10
Multiple Roles in the People CMM 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. Organization
Change is institutionalized
Executive Management
Managers
Process Owners
Workforce
Executive Management
Managers
Process Owners
Workforce
Isolated Change
Managers
Process Owners
Workforce
Misguided Change
Process Owners
Workforce
Temporary/ No Change
Workforce
Infective Change
Organization Organization
Executive Management
Organization
Executive Management
Managers
Organization
Executive Management
Managers
Process Owners
Temporary/ No Change Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
11
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
s results oriented performance and quality
Level 5
adaptable to changes in business conditions
Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
12
Process Area Integration Across Levels People CMM Threads Levels
Developing Building Capability & Workgroups & Competency Culture
Motivating & Managing Performance
Shaping the Workforce
5 Optimizing
Continuous Capability Improvement
Organizational Performance Alignment
Continuous Workforce Innovation
Quantitative Performance Management
Organizational Capability Management
4 Predictable 3 Defined 2 Managed
Mentoring Competency Based Assets
Competency Integration
Empowered Workgroups
Competency Development
Workgroup Development
Competency Based Practices
Competency Analysis
Participatory Culture
Career Development
Workforce Planning
Compensation Training and Development
Communication & Coordination
Performance Management
Staffing
Work Environment
Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
13
Developing Capability and Competency Level 2 Training needs for current assignment Development for next assignment Training needs for current assignment Development for next assignment
Level 3
Level 4
Level 5 Personal capability
Workforce competency
Mentoring Competency Based Assets Competency Integration
Workforce competency
Workgroup capability Workgroup capability
Mentoring Personal capability Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
14
Building Workgroups Level 1
Not designed for collective work, manager controls all activities and decisions
Individual Staff
Level 2
Level 3
Level 4
Processes, roles, Interpersonal and shared coordination ability, skills overcome with manager lack of processes, coordinating & and manager facilitating organizes
Unit
Workgroup
Team independent but able to manager, and performs some of its own workforce activities
Empowered Workgroup
Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
15
Managing Performance Level 3
Level 4 Number of Noncompliances
Level 2 Individual performance
UCL
12 10 8
Level 5 Mentor
_ X
6 4 2 0 Projects Audited in First Quarter
Workgroup performance Mgr ...
Empowered & quantified performance
Individual performance Mgr ...
... Mgr
Aligned performance
Performance of other workgroups Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
16
Shaping the Workforce Level 3
Level 4
Level 5
Managed by unit needs
Managed by competency needs
Managed by the numbers
Managed by innovative practices
Number of Noncompliances
Level 2
30 25
...
20 15 10 5 0 Target Poor doc- Stack allocation knowledge umentation offsets
Manager
Competency community
parts
Workforce capability
12
UCL
10 8
_ X
6 4 2 0 Projects Audited in First Quarter
Improvement opportunity
Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
17
Multiple Models/Technologies Architectures
Product line architectures
People CMM
Adapted from John Vu: SEPG 2006
Integration and Interaction
Six Sigma
Measurements
CMMI
Organization & Management
Business Goals and Objectives
Software and Systems
Knowledge and Skills
PSP/TSP
Infrastructure
Lean Enterprise: Simplify and Standardize Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
18
Case Studies •
Boeing Corporation
•
Novo Nordisk, IT/AS
•
Computer Sciences Corporation
•
Intel Corporation
•
Organizations in India
Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
19
Current Boeing People CMM Activity • Three People CMM Lead Assessors
• Scope of Impact, 6,000 people • People CMM Assessments • People CMM Workshops • Readiness Reviews • Quarterly Reviews
Say It Do It Prove It Improve It
• Training • Consulting Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
20
Lessons Learned From the Boeing People CMM Activity Must haves:
•
Meaningful initial meeting with the sponsor
•
Well informed, process area trained, management team
•
Ownership of process areas by senior managers
•
Commitment to measures that are aligned with business objectives Say It Do It Prove It Improve It Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
21
What’s better about the organization •
Employee Satisfaction Index increased by 15%
•
Customer satisfaction has remained high – current year to date satisfaction index is 7.6 on a 10 point scale
•
Post Release Defects reduced by 50%
•
Rework Ratio reduced by 15%
•
Labor Effort Variation reduced by 35%
•
Schedule Variation reduced by 38%
Say It Do It Prove It Improve It
“Utilizing the People CMM to Leverage Organization Success” Kenneth Foster, SEPG Conference 2005
Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
22
Novo Nordisk Staffing NNIT Headcount 25%
T u 20% r 15% n o 10% v e 5% r 0%
500 400 F
T E 200 s 300
100 1996
1997
Resigned
1998
Program initiated
Resigned, excl. students
1999
2000
0
Assessed at Level 2 Full Time Employees
Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
23
Novo Nordisk Benefits Improved communication at all levels of NNIT: • interrelated goals at all levels of NNIT
• IT tool for documenting goals & formal
High employee satisfaction: • Novo Nordisk IT employee satisfaction survey in Dec. 1998 • Novo Nordisk employee satisfaction survey in Nov. 1999 • People CMM assessment, Level 2, April 2000
Staffing process redesigned: • shorten time-to-offer • improved rate of acceptance Thorhauge Dutch (2000) SPIder PCMM Overview Gian Wemyss
3 June 2009
24
COMPUTER SCIENCES CORPORATION
Sponsored by the U.S. Department of Defense © 2008 by Carnegie Mellon University
This material is approved for public release. Distribution is limited by the Software Engineering Institute to atte Introduction to People CMM, Module 9 – 010408, v1.1
The Computer Sciences Corporation, National Flood Insurance Program
Maturity Level 2 P-CMM
when comparing current workforce practices against the People Capability Maturity Model.
Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
26
Improvement Strategies Using the People CMM Example Tactics
Employee Survey Resource Needs Assessment Orientation Package Individual Job Descriptions Desktop Procedures Facilities Guide Training Plan Communications Plan Meeting Procedures Quarterly Communications Sessions (procedures & checklist) Recognition Cards Information Station (Intranet data warehouse) organization awareness sessions Community of Interest
Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
27
CSC Employee Satisfaction Jun-00
Survey data showing increased employee satisfaction
Jan-01 Aug-02 100
95
95
90
94 86
83
81
95
94
93
88 85
84
79
77
80 71
Satisfaction Rate
70
70
65
65
60 50 40 30 20 10 0
Staffing
Communication & Coordination
Work Environment
Performance Management
Training & Development
Compensation
P-CMM Process Areas (PAs) Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
28
Benefits Increased consistency in management practices Better communications up, down, and all around More competent workforce Higher employee satisfaction
Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
29
Intel Information Technology “How Intel IT Uses the People CMM to Improve Workforce Practices” “After investigating several different ideas, we decided the People CMM was the most appropriate for our objectives of developing a world-class workforce and organizational capabilities for IT by strategically shaping our future workforce and influencing our partners and industry. The People CMM assessment conducted in the third quarter of every year provides IT with a strategic road map for implementing areas for improvement.”
IT@Intel People CMM White Paper
Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
30
Intel – IT Russia Washington Oregon CaliforniaUtah Texas Arizona NewCosta Rica Mexico
IrelandUK
Israel
Japan
PRC
Hong Kong
Penang - Manila Malaysia Philippines
~80,000 employees; 43 countries; 70+ locations globally 95,000 Clients; 3 million e-mails per day; 28 million minutes of teleconferencing per month; 1 million+ hours of remote access per month Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
31
Intel - IT Goals and Approach Goals • Assess capability maturity of our workforce practices • Establish capability baseline to: —
Plan improvements
—
Assess our future progress
Approach • Developed our own assessment workflow based on
People CMM model • Developed our own scoring criteria and assessment process for
each workforce practice —
Defined maximum capability attainment for each practice
—
Measured our level of attainment for that capability
—
Addressed the gap between current and maximum capability * Other names and brands may be claimed as the property of others.
Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
32
Intel – IT New Career Development Program Features • Job descriptions define job competencies • Career paths include alternatives across job family boundaries • Skill-set tools for self assessment and peer assessment • Individual career development planning • Management-assisted career development planning • Skills training mapped to specific job competencies
Benefits • Clearly defined jobs with skill requirements • Ability to rate own skills through skills assessment
• Skill gaps filled with job-specific training • Improved employee job classification and matching • Long-range career planning capability Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
33
People CMM in India Club Mahindra Holidays - Goa People CMM Level 3 •
Re-assessed in 2006, People CMM Level 5
•
“Service-ware”
•
Hospitality Industry, encoming hotels and time share resorts
•
Transactional Environment
•
Competencies reflect the hospitality industry • Housekeeping • Food and Beverage • Maintenance
• Front Office
Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
34
People CMM in India Tata Consultancy Services ®
Enterprise-wide CMMI and People CMM Level 5 Integrated Quality Management System Proof of Concept Pilot for using SCAMPI with People CMM
Technical Report CMU/SEI 2005-SR-001 • SEI Technical Report
Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
35
Evolution of TCS Quality Initiatives
Source: Keeni 2004
Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
36
The Tata Business Excellence Model
Source: Keeni 2004 Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
37
Improvement Efforts: Missing Elements for Change Vision
Resources
Capable Workforce
Capable Processes
Organizational Culture
Incentives
Action Plan
Change
Resources
Capable Workforce
Capable Processes
Organizational Culture
Incentives
Action Plan
Confusion
Capable Workforce
Capable Processes
Organizational Culture
Incentives
Action Plan
Anxiety & frustration
Capable Processes
Organizational Culture
Incentives
Action Plan
Slow or little progress
Organizational Culture
Incentives
Action Plan
Reinventing the wheel
Incentives
Action Plan
Barriers to change
Action Plan
Sporadic change
Vision
Vision
Resources
Vision
Resources
Capable Workforce
Vision
Resources
Capable Workforce
Capable Processes
Vision
Resources
Capable Workforce
Capable Processes
Organizational Culture
Vision
Resources
Capable Workforce
Capable Processes
Organizational Culture
Incentives
False starts
Adapted from: Delorise Ambrose, 1987. Personal communication. Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
38
ing the SEI Presenters
Information
Palma Buttles-Valdez Member of the Technical Staff Software Engineering Institute Gian Wemyss Senior Member of the Technical Staff Software Engineering Institute
+1 512 751-3676 [email protected]
Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
39
Bibliography Anderson, Frank J. 2007. NDIA STEM Initiative Strategy Session. Curtis, Bill, William E. Hefley, and Sally A. Miller. 2001. The People Capability Maturity Model: Guidelines for Improving the Workforce. SEI Series, Management of Human Resources. Addison Wesley. Department of Defense, Acquisition, Technology and Logistics, AT&L Human Capital Strategic Plan, v1.0, September 2006. Dychtwald, Ken, Tamara J. Erickson, Robert Morison. 2006. Workforce Crisis: How to Beat the Coming Shortage of Skills and Talent. Harvard Business School Press. Employment Policy Foundation. 2002 , The Seventh-Annual Workplace Report, Challenges Facing the American Workplace, Summary of Findings. Hammill, Greg. 2005. Mixing and Managing Four Generations of Employees. FDU Magazine online, Winter/Spring 2005. http://www.fdu.edu/newspubs/magazine/05ws/generations.htm
Kirchoff, John 2006. Why Performance Management Improves Human Capital ROI. SHRM Research. Kleyman, Paul. 2006. Boomers to Redefine Workplace. In: Aging Today: The bimonthly newspaper of the American Society on Aging, Vol. 25.No.26 SHRM 2003. Older Worker Survey. www.shrm.com Toossi, Mitra. 2005. Monthly Labor Review, November 2005. Labor Force Projections to 2014: Retiring Boomers. US Department of Labor Bureau of Labor Statistics 2005. Humphrey, Watts S. 1989. Managing the Software Process. Reading, MA. Addison-Wesley.
Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
40
Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
41
© 2006 Carnegie Mellon University
People CMM: Introduction The People CMM is a roap for implementing workforce practices that continuously improve the capability of an organization’s 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) Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
2
People CMM: Process Areas by Maturity Level Level Level
Focus Focus
5 Optimizing
Continuous Improvement
4 Predictable
Predicting Capability & Performance
3 Defined
Organizational Competency framework
2 Managed
Basic Management Practices
Process Area Continuous Workforce Innovation Organizational Performance Alignment Continuous Capability Improvement Mentoring Organizational Capability Management Quantitative Performance Management Competency-Based Assets Empowered Workgroups Competency Integration Participatory Culture Workgroup Development Competency-Based Practices Career Development Competency Development Workforce Planning Competency Analysis Compensation Training and Development Performance Management Work Environment Communication and Coordination Staffing
Competency Productivity
Risk Turnover
1 Initial Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
3
People CMM Practices: “What, not How” Practices describe “what” activities and actions should be performed. It is up to the organization to decide “how” the practices are implemented to satisfy goals. “How” Factors
Organizational Culture
Industry
Country
?????
Two Types of Practices: “The What” Implementation
Describe the activities or procedures that should be performed by individuals, in workgroups or units, or by the organization.
Institutionalization
Practices that help to institutionalize the implementation practices in the organization’s culture so they are effective, repeatable, and lasting.
Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
4
People CMM: Institutionalization Practices Practice performance will decay if not institutionalized
If no commitment
Failed efforts
If no ability
Ineffective performance
If no measurement
No improvement
If no verification
Declining compliance Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
5
People Capability Maturity Model: Primary Objective The primary objective of: a CMM is to improve the capability of an organization. the CMMI (DEV, ACQ, SVC), is to improve the capability of an organizations processes. the People CMM is to improve the capability of an organization’s workforce. The People CMM, defines capability as the level of knowledge, skills, and process abilities available within each workforce competency of the organization to build its products or deliver its services. People CMM
Workforce capability
CMMI-DEV, ACQ, SVS, TSP
enables
Process capability
predicts
Performance
Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
6
Defining Workforce Competency Knowledge represents the comprehension acquired by experience and or study.
Skills represents the proficiency or ability in techniques or tools that an individual must be able to demonstrate.
Process abilities is the capacity to perform individual skills in the sequencing or method used in the organization.
Knowledge
+
Skills
+
Process abilities
=
Workforce Competency
Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
7
Workforce Competency Example: Software Engineering Software Engineer IV Application domain Knowledge: Engineer Software III
Procedural design Application Cobol & assembler domain Procedural Numerical design analysis Cobol & assembler domain Knowledge: Requirements analysis Skills: Application Numerical analysis Procedural design System design Cobol & domain assembler Requirements Project management analysis Skills: Application Knowledge: Numerical analysis System debugging design Procedural design management Cobol &Project assembler analysis Skills:Process Requirements Integrated team design debugging Numerical analysis System design Fagan inspections Abilities Project management Integrated Test procedures team design analysis Skills: ProcessRequirements debugging Change inspections control AbilitiesSystem Fagan design Test procedures Project management Integrated design Process Changeteam control debugging Fagan inspections Abilities Test procedures Integrated team design Process Change control Fagan inspections
Knowledge:
Software Engineer II
Software Engineer I
Current Resource Profile (initial inventory) Workforce Competency Software Engineer Training
Staffing by Capability Level I 17
II 25
III 12
IV 5
2
8
4
1
Current Workforce Needs (one year cycle) Workforce Competency Software Engineer Training
Current Staffing Level Needed I 23
II 30
III 15
IV 7
4
9
6
2
Abilities
Test procedures Change control
Competency Family Software Engineering
Strategic Workforce Needs (two to five year) Workforce Competency Software Engineer Training
2010 Staffing Level Needed I 31 4
II 35 10
III 18 8
Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
IV 9 3
8
From Counting Heads to Understanding Capability Software Engineer III
FROM
Knowledge: Application domain Software Engineer II Procedural design Cobol & assembler
Application domain Knowledge: Engineer Numerical analysis Software I Procedural design
Cobol & domain assembleranalysis Requirements Skills: Application Knowledge:
Numerical analysis System design Procedural design Project management Cobol & assembler Requirements analysis Skills: debugging Numerical analysis System design Project management Integrated team design analysis Skills: ProcessRequirements debugging AbilitiesSystem Fagan despections Test procedures Project management Integrated design Process Changeteam control debugging Fagan inspections Abilities Test procedures Integrated team design Process Change control Fagan inspections
Abilities
10 Software Engineers
Test procedures Change control
Software Engineering
5 System Engineers
4 Business Analysts
Resource Profile Workforce Competency Software Engineer Training
Staffing by Capability Level I 17 2
II 25 8
III 12 4
Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
IV 5 1
9
People CMM: Focus for Changing Practices
Organization develops workforce competencies Organization Empowered workgroups & measured capability
Managers perform repeatable practices
Unit and Workgroup Ad hoc, Inconsistent workforce practices Maturity Levels
1
Improvement & integration of personal work processes
Individual
2
3
4
5 Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
10
Multiple Roles in the People CMM 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. Organization
Change is institutionalized
Executive Management
Managers
Process Owners
Workforce
Executive Management
Managers
Process Owners
Workforce
Isolated Change
Managers
Process Owners
Workforce
Misguided Change
Process Owners
Workforce
Temporary/ No Change
Workforce
Infective Change
Organization Organization
Executive Management
Organization
Executive Management
Managers
Organization
Executive Management
Managers
Process Owners
Temporary/ No Change Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
11
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
s results oriented performance and quality
Level 5
adaptable to changes in business conditions
Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
12
Process Area Integration Across Levels People CMM Threads Levels
Developing Building Capability & Workgroups & Competency Culture
Motivating & Managing Performance
Shaping the Workforce
5 Optimizing
Continuous Capability Improvement
Organizational Performance Alignment
Continuous Workforce Innovation
Quantitative Performance Management
Organizational Capability Management
4 Predictable 3 Defined 2 Managed
Mentoring Competency Based Assets
Competency Integration
Empowered Workgroups
Competency Development
Workgroup Development
Competency Based Practices
Competency Analysis
Participatory Culture
Career Development
Workforce Planning
Compensation Training and Development
Communication & Coordination
Performance Management
Staffing
Work Environment
Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
13
Developing Capability and Competency Level 2 Training needs for current assignment Development for next assignment Training needs for current assignment Development for next assignment
Level 3
Level 4
Level 5 Personal capability
Workforce competency
Mentoring Competency Based Assets Competency Integration
Workforce competency
Workgroup capability Workgroup capability
Mentoring Personal capability Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
14
Building Workgroups Level 1
Not designed for collective work, manager controls all activities and decisions
Individual Staff
Level 2
Level 3
Level 4
Processes, roles, Interpersonal and shared coordination ability, skills overcome with manager lack of processes, coordinating & and manager facilitating organizes
Unit
Workgroup
Team independent but able to manager, and performs some of its own workforce activities
Empowered Workgroup
Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
15
Managing Performance Level 3
Level 4 Number of Noncompliances
Level 2 Individual performance
UCL
12 10 8
Level 5 Mentor
_ X
6 4 2 0 Projects Audited in First Quarter
Workgroup performance Mgr ...
Empowered & quantified performance
Individual performance Mgr ...
... Mgr
Aligned performance
Performance of other workgroups Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
16
Shaping the Workforce Level 3
Level 4
Level 5
Managed by unit needs
Managed by competency needs
Managed by the numbers
Managed by innovative practices
Number of Noncompliances
Level 2
30 25
...
20 15 10 5 0 Target Poor doc- Stack allocation knowledge umentation offsets
Manager
Competency community
parts
Workforce capability
12
UCL
10 8
_ X
6 4 2 0 Projects Audited in First Quarter
Improvement opportunity
Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
17
Multiple Models/Technologies Architectures
Product line architectures
People CMM
Adapted from John Vu: SEPG 2006
Integration and Interaction
Six Sigma
Measurements
CMMI
Organization & Management
Business Goals and Objectives
Software and Systems
Knowledge and Skills
PSP/TSP
Infrastructure
Lean Enterprise: Simplify and Standardize Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
18
Case Studies •
Boeing Corporation
•
Novo Nordisk, IT/AS
•
Computer Sciences Corporation
•
Intel Corporation
•
Organizations in India
Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
19
Current Boeing People CMM Activity • Three People CMM Lead Assessors
• Scope of Impact, 6,000 people • People CMM Assessments • People CMM Workshops • Readiness Reviews • Quarterly Reviews
Say It Do It Prove It Improve It
• Training • Consulting Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
20
Lessons Learned From the Boeing People CMM Activity Must haves:
•
Meaningful initial meeting with the sponsor
•
Well informed, process area trained, management team
•
Ownership of process areas by senior managers
•
Commitment to measures that are aligned with business objectives Say It Do It Prove It Improve It Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
21
What’s better about the organization •
Employee Satisfaction Index increased by 15%
•
Customer satisfaction has remained high – current year to date satisfaction index is 7.6 on a 10 point scale
•
Post Release Defects reduced by 50%
•
Rework Ratio reduced by 15%
•
Labor Effort Variation reduced by 35%
•
Schedule Variation reduced by 38%
Say It Do It Prove It Improve It
“Utilizing the People CMM to Leverage Organization Success” Kenneth Foster, SEPG Conference 2005
Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
22
Novo Nordisk Staffing NNIT Headcount 25%
T u 20% r 15% n o 10% v e 5% r 0%
500 400 F
T E 200 s 300
100 1996
1997
Resigned
1998
Program initiated
Resigned, excl. students
1999
2000
0
Assessed at Level 2 Full Time Employees
Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
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Novo Nordisk Benefits Improved communication at all levels of NNIT: • interrelated goals at all levels of NNIT
• IT tool for documenting goals & formal
High employee satisfaction: • Novo Nordisk IT employee satisfaction survey in Dec. 1998 • Novo Nordisk employee satisfaction survey in Nov. 1999 • People CMM assessment, Level 2, April 2000
Staffing process redesigned: • shorten time-to-offer • improved rate of acceptance Thorhauge Dutch (2000) SPIder PCMM Overview Gian Wemyss
3 June 2009
24
COMPUTER SCIENCES CORPORATION
Sponsored by the U.S. Department of Defense © 2008 by Carnegie Mellon University
This material is approved for public release. Distribution is limited by the Software Engineering Institute to atte Introduction to People CMM, Module 9 – 010408, v1.1
The Computer Sciences Corporation, National Flood Insurance Program
Maturity Level 2 P-CMM
when comparing current workforce practices against the People Capability Maturity Model.
Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
26
Improvement Strategies Using the People CMM Example Tactics
Employee Survey Resource Needs Assessment Orientation Package Individual Job Descriptions Desktop Procedures Facilities Guide Training Plan Communications Plan Meeting Procedures Quarterly Communications Sessions (procedures & checklist) Recognition Cards Information Station (Intranet data warehouse) organization awareness sessions Community of Interest
Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
27
CSC Employee Satisfaction Jun-00
Survey data showing increased employee satisfaction
Jan-01 Aug-02 100
95
95
90
94 86
83
81
95
94
93
88 85
84
79
77
80 71
Satisfaction Rate
70
70
65
65
60 50 40 30 20 10 0
Staffing
Communication & Coordination
Work Environment
Performance Management
Training & Development
Compensation
P-CMM Process Areas (PAs) Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
28
Benefits Increased consistency in management practices Better communications up, down, and all around More competent workforce Higher employee satisfaction
Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
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Intel Information Technology “How Intel IT Uses the People CMM to Improve Workforce Practices” “After investigating several different ideas, we decided the People CMM was the most appropriate for our objectives of developing a world-class workforce and organizational capabilities for IT by strategically shaping our future workforce and influencing our partners and industry. The People CMM assessment conducted in the third quarter of every year provides IT with a strategic road map for implementing areas for improvement.”
IT@Intel People CMM White Paper
Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
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Intel – IT Russia Washington Oregon CaliforniaUtah Texas Arizona NewCosta Rica Mexico
IrelandUK
Israel
Japan
PRC
Hong Kong
Penang - Manila Malaysia Philippines
~80,000 employees; 43 countries; 70+ locations globally 95,000 Clients; 3 million e-mails per day; 28 million minutes of teleconferencing per month; 1 million+ hours of remote access per month Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
31
Intel - IT Goals and Approach Goals • Assess capability maturity of our workforce practices • Establish capability baseline to: —
Plan improvements
—
Assess our future progress
Approach • Developed our own assessment workflow based on
People CMM model • Developed our own scoring criteria and assessment process for
each workforce practice —
Defined maximum capability attainment for each practice
—
Measured our level of attainment for that capability
—
Addressed the gap between current and maximum capability * Other names and brands may be claimed as the property of others.
Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
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Intel – IT New Career Development Program Features • Job descriptions define job competencies • Career paths include alternatives across job family boundaries • Skill-set tools for self assessment and peer assessment • Individual career development planning • Management-assisted career development planning • Skills training mapped to specific job competencies
Benefits • Clearly defined jobs with skill requirements • Ability to rate own skills through skills assessment
• Skill gaps filled with job-specific training • Improved employee job classification and matching • Long-range career planning capability Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
33
People CMM in India Club Mahindra Holidays - Goa People CMM Level 3 •
Re-assessed in 2006, People CMM Level 5
•
“Service-ware”
•
Hospitality Industry, encoming hotels and time share resorts
•
Transactional Environment
•
Competencies reflect the hospitality industry • Housekeeping • Food and Beverage • Maintenance
• Front Office
Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
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People CMM in India Tata Consultancy Services ®
Enterprise-wide CMMI and People CMM Level 5 Integrated Quality Management System Proof of Concept Pilot for using SCAMPI with People CMM
Technical Report CMU/SEI 2005-SR-001 • SEI Technical Report
Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
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Evolution of TCS Quality Initiatives
Source: Keeni 2004
Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
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The Tata Business Excellence Model
Source: Keeni 2004 Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
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Improvement Efforts: Missing Elements for Change Vision
Resources
Capable Workforce
Capable Processes
Organizational Culture
Incentives
Action Plan
Change
Resources
Capable Workforce
Capable Processes
Organizational Culture
Incentives
Action Plan
Confusion
Capable Workforce
Capable Processes
Organizational Culture
Incentives
Action Plan
Anxiety & frustration
Capable Processes
Organizational Culture
Incentives
Action Plan
Slow or little progress
Organizational Culture
Incentives
Action Plan
Reinventing the wheel
Incentives
Action Plan
Barriers to change
Action Plan
Sporadic change
Vision
Vision
Resources
Vision
Resources
Capable Workforce
Vision
Resources
Capable Workforce
Capable Processes
Vision
Resources
Capable Workforce
Capable Processes
Organizational Culture
Vision
Resources
Capable Workforce
Capable Processes
Organizational Culture
Incentives
False starts
Adapted from: Delorise Ambrose, 1987. Personal communication. Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
38
ing the SEI Presenters
Information
Palma Buttles-Valdez Member of the Technical Staff Software Engineering Institute Gian Wemyss Senior Member of the Technical Staff Software Engineering Institute
+1 512 751-3676 [email protected]
Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
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Bibliography Anderson, Frank J. 2007. NDIA STEM Initiative Strategy Session. Curtis, Bill, William E. Hefley, and Sally A. Miller. 2001. The People Capability Maturity Model: Guidelines for Improving the Workforce. SEI Series, Management of Human Resources. Addison Wesley. Department of Defense, Acquisition, Technology and Logistics, AT&L Human Capital Strategic Plan, v1.0, September 2006. Dychtwald, Ken, Tamara J. Erickson, Robert Morison. 2006. Workforce Crisis: How to Beat the Coming Shortage of Skills and Talent. Harvard Business School Press. Employment Policy Foundation. 2002 , The Seventh-Annual Workplace Report, Challenges Facing the American Workplace, Summary of Findings. Hammill, Greg. 2005. Mixing and Managing Four Generations of Employees. FDU Magazine online, Winter/Spring 2005. http://www.fdu.edu/newspubs/magazine/05ws/generations.htm
Kirchoff, John 2006. Why Performance Management Improves Human Capital ROI. SHRM Research. Kleyman, Paul. 2006. Boomers to Redefine Workplace. In: Aging Today: The bimonthly newspaper of the American Society on Aging, Vol. 25.No.26 SHRM 2003. Older Worker Survey. www.shrm.com Toossi, Mitra. 2005. Monthly Labor Review, November 2005. Labor Force Projections to 2014: Retiring Boomers. US Department of Labor Bureau of Labor Statistics 2005. Humphrey, Watts S. 1989. Managing the Software Process. Reading, MA. Addison-Wesley.
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Dutch SPIder PCMM Overview Gian Wemyss 3 June 2009
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