Peoples Capability Maturity Model


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The strategic objectives of the P-CMM are to
• Improve the capability of organizations by increasing the capability of their workforce
• Ensure that software development capability is an attribute of the organization rather than of a few individuals
• Align the motivation of individuals with that of the organization
• Retain human assets (i.e., people with critical knowledge and skills) within the organization

The P-CMM includes practices in such areas as
• Work environment
• Communication
• Staffing
• Managing performance
• Training
• Compensation
• Competency development
• Career development
• Team building
• Culture development

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Peoples Capability Maturity Model

  1. 1. Submitted ByPratibha Trivedi
  2. 2. Why People-CMM ???• With the help of theCapability MaturityModel for Software,many organizations havemade improvements intheir software processesand practices. Theseimprovements haveresulted in improvedproductivity, quality, andtime to market.
  3. 3. Why PCMM• Compete with lower priced talent inother countries• Satisfy the exponential explosion inthe amount and complexity ofsoftware required by most currentand future products• Increase the quality and reliability ofsoftware systems to levels achievedby hardware, especially in life- andbusiness-critical applications
  4. 4. Improving process capability benefitsHighMaturityCapabilityOrganization-wideOutcomesTechnologyDeploymentImprovedEnterpriseRiskManagementLeaner OpsCulture based ontrust and factsSpeedImprovedComplianceAgilityImprovedmarginThis set of complex interactions is measurable!
  5. 5. The Five Capability LevelsLevel 1InitialInconsistentmanagementLevel 2ManagedWork unitmanagementLevel 3DefinedBusiness linemanagementLevel 4PredictableCapabilitymanagementLevel 5InnovatingChangemanagementCapability MaturityModel:A Framework forMeasuringOrganizationalCapability
  6. 6. Maturity Level Focus Process Areas5. Optimizing Continuously improve and align personalwork group and organizational capabilityContinuously Workforce InnovationOrganizational Performance AlignmentContinuous Capability Improvement4. Predictable Empower and integrate workforcecompetencies and manage performancequantitativelyMentoringOrganizational Capability ManagementQuantitative Performance ManagementCompetency Based AssetsEmpowered WorkgroupsCompetency Integration3. Defined Develop workforce competencies andworkgroups, and align with businessstrategy and objectivesParticipatory CultureWorkgroup DevelopmentCompetency-Based PracticesCareer DevelopmentCompetency DevelopmentWorkforce PlanningCompetency Analysis2. Managed Managers take responsibility formanaging and developing their people• CompensationTraining and DevelopmentPerformance ManagementWork EnvironmentCommunication CoordinationStaffing1. Initial
  7. 7. How the MM’s Works-GeneralLevel 5InnovatingImplement continualproactive improvements toachieve business targetsCapable processesPerpetual innovationChange managementLevel 4PredictableManage process and resultsquantitatively and exploitbenefits of standardizationPredictable resultsReuse/knowledge mgt.Reduced variationLevel 3StandardizedDevelop standardprocesses, measures, andtraining for product & serviceofferingsProductivity growthEffective automationEconomies of scaleLevel 2ManagedBuild disciplined work unitmanagement to stabilize workand control commitmentsReduced reworkRepeatable practicesSatisfied schedulesLevel 1InitialMotivate people to overcomeproblems and just “get thejob done”Mistakes, bottlenecksAd hoc methodsHero worship
  8. 8. 8How the MM’s Work-MeasurementLevel 5InnovatingImplement continualproactive improvements toachieve business targetsDeep/unique processinsight supported bynumbers/analyticsLevel 4PredictableManage process and resultsquantitatively and exploitbenefits of standardizationManage by thenumbers/analyticsLevel 3StandardizedDevelop standardprocesses, measures, andtraining for product & serviceofferingsProcess and datastandardsAggregation possibleLevel 2ManagedBuild disciplined work unitmanagement to stabilize workand control commitmentsWork group/projectqualityAggregationdifficult/costlyLevel 1InitialMotivate people to overcomeproblems and just “get thejob done”Ad hoc methodsNo data standardsNo aggregation
  9. 9. • Data collection ofthis project isdone in aManufacturingcompany .• Detail of companyand research willbe presentedsubsequently
  11. 11. Profile of Ashapura Garments Limited• Ashapura Garments was founded in year 1970 by Mr. Sandeep Vedant;Today Winstone jeans has its presence across in India and over 10countries with four more brands that echo new ensemble in fashion formen and women. Mr. Sandeep Vedant have left no stone unturned tomake Winstone Jeans largest selling brand in the country.• Vision To set benchmarks in the world of denims in terms of quality, technology, trust andname. To associate the name of Ashapura Garments with business partners who aspire for longterm business relation And have a definite dream of scaling new heights in the world of high quality fashion
  12. 12. System Beyond The LimitLatest Technology used by Ashapura Garment Ltd
  13. 13. Research DesignSample DesignData Collection Tool
  14. 14. Maturity Levels Process CategoriesThemes1:DevelopingCapabilities2:Building Teamsand Culture3:Motivating andmanagingperformance4:Shaping theworkforce5:OptimizingCoachingPersonal CompetencyDevelopmentContinuous Workforce Innovation4:Managed Mentoring Team BuildingOrganizationalPerformance AlignmentTeam-Based PracticesOrganizationalCompetencyManagement3:DefinedCompetency DevelopmentKnowledge and SkillsAnalysisParticipatory CultureCompetency-BasedPracticesCareer DevelopmentWorkforce Planning2:RepeatableTrainingCommunicationCommunicationCompensationPerformance ManagementWork EnvironmentStaffing1:Initial
  15. 15. Interview ApproachMs. Rajani Shetty, Vice president, AshapuraGarmenst Ltd.“Implementation of level 5 has already started which we will beable to as soon we start operating in Mundra SEZ (NewProduction Unit), where we have totally integrated system,helping in customization of production”.
  16. 16. Findings• Characterize the maturity of theirworkforce practices• Guide a program of continuousworkforce development• Set priorities for immediate actions• Integrate workforce developmentwith process improvement
  17. 17. •It is a discipline that let empoweredindividual speak up and heard.•Organization experiencing difficultieswith change management andorganization transformation mustattempt the People CMM beforeattempting any other model.•Unlike SW-CMM is only those individualwho work for software developmentprocess in the change initiative, or theInternational Organization forStandardization (ISO) that includes onthose organization which areresponsible for establishment of aQuality Management System (QMS).•organizational workforce – startingfrom janitor up to the CEO.•Organizations which deal with terminal jobsfor their businesses cannot and will not beable to find People CMM useful.•These are organization which lives bypercept: “this is the way it has been donenumber of years in past and this is the sameway it is going to be done now and in future.•PCMM also has little applicability toorganizations that are either complacent byvirtue of being too unmanageable or have ahard time dealing with empoweringindividuals
  18. 18. Books:Competing on Analytics-HBS PressHard Facts, Dangerous Half-Truths and Total Nonsense-HBS PressYour Gut is Still Not Smarter Than Your Head-WileyCFO Insights: Delivering High Performance-WileyBusiness Journals and Reports:Harvard Business Review, “Managing Human Sigma” and 2005; “Toward a Theoryof High Performance, 2005PWC CEO Complexity Study, 2006PWC and UK Institute of Internal Auditors, 2007Accenture Outlook, 2003-2007Bain, Annual “Management Tools Survey”, 2007IBM CEO Expanding the Innovation Horizon, 2006Business Week 2007 Advertising citing “The New Risk Environment”, ConferenceBoard Study on Enterprise Risk Management, 2007Experts: Dr. Bill Curtis (Process) and Dr. Robert Charette (Enterprise Risk Management)Bio’s available on