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People CMM - Explored: A Quick Overview

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This presentation provides a high level overview of the People CMM® model. This presentation can be used for gaining an initial awareness of key features of the model, and to understand the set of benefits that can be expected.

Published in: Business, Technology

People CMM - Explored: A Quick Overview

  1. 1. © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor 1 People CMM® - Explored A Quick Overview SM SCAMPI is a service mark of Carnegie Mellon University ® CMMI and CMM are registered trademark of Carnegie Mellon University
  2. 2. 4 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor Topics  Why people processes?  The People CMM® Model – Process Themes, Maturity Levels and Process Areas  Example Process Area Details (Performance Management)  Institutionalization  Adoption  For those who want to implement
  3. 3. 5 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor Elements of Organizational Excellence STRATEGY DELIVERY PROCESS TECHNOLOGY PEOPLE
  4. 4. 6 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor Organizational Excellence STRATEGY DELIVERY PROCESS TECHNOLOGY PEOPLE ISO 9001, CMMI –SVC, COPC, etc Weak Engine due to weak processes? X
  5. 5. 7 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor How does the people element sabotage excellence?  Lack of skills  De-motivation – poor infrastructure, unfair compensation  Unclear goals and targets  Lack of transparency – “it is confidential”  Lack of belonging – “my client / vendor cares more for me than my company”  Lack of stability  Poor/ inconsistent culture  Ignoring the people aspect - “our processes/ tools are people independent”  Locked knowledge and skills  Unclear roles and responsibilities
  6. 6. 8 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor What do people want from their organization?  Company brand image  Work facilities  Adequate compensation  Skills to perform/ grow  Interesting work  Feeling of belonging  Being treated fairly  Appreciation of work done  “My opinion matters”  Learning skills for growth  Growth prospects  Consideration for personal issues  Environment to contribute beyond assigned work
  7. 7. 9 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor People Issues and People Processes - Themes Do We Know How to Do the Work? Theme – Skills/ Competencies Do We feel Like Doing the Work? Theme – Motivation and Performance Would We Like Do it Together? Theme – Teamwork, Culture, Belonging Are We Moving in the Desired Direction? Theme – Aligning Workforce to Strategy
  8. 8. 10 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor Theme – Skills/ Competencies Do We Know How to Do the Work? Theme – Skills/ Competencies
  9. 9. 11 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor Training for Current Task Do I have the skills to do the assigned job? Theme – Skills/ Competencies
  10. 10. 12 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor Training for Current Task Competency Framework Creation & Evolution Do I have the skills to do the assigned job? Do I know what skills are required – in the long run? Theme – Skills/ Competencies
  11. 11. 13 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor Theme – Skills & Competencies Training for Current Task Competency Framework Creation & Evolution Competency Assessment of Individuals Do I have the skills to do the assigned job? Do I know what skills are required – in the long run? Do I know the gaps in my skills?
  12. 12. 14 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor Theme – Skills & Competencies Training for Current Task Competency Framework Creation & Evolution Competency Assessment of Individuals Planned Long-Term Competency Development Do I have the skills to do the assigned job? Do I know what skills are required – in the long run? Do I know the gaps in my skills? Can someone help me close the gaps?
  13. 13. 15 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor Theme – Skills & Competencies Training for Current Task Competency Framework Creation & Evolution Competency Assessment of Individuals Planned Long-Term Competency Development Knowledge Asset Management Mentoring/ Coaching Do I have the skills to do the assigned job? Do I know what skills are required – in the long run? Do I know the gaps in my skills? Can someone help me close the gaps? Will the experts teach me? Can I reuse the stuff created by others?
  14. 14. 16 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor Theme – Teamwork, Culture and Belonging Do We Know How to Do the Work? Theme – Skills/ Competencies Would We Like Do it Together? Theme – Teamwork, Culture, Belonging
  15. 15. 17 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor Theme – Teamwork, Culture and Belonging Top Down Communication Am I important enough to be told?
  16. 16. 18 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor Theme – Teamwork, Culture and Belonging Top Down Communication Bottom Up Communication: Grievances, Issues, Opinions Am I important enough to be told? Does anyone listen to my problems?
  17. 17. 19 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor Theme – Teamwork, Culture and Belonging Top Down Communication Bottom Up Communication: Grievances, Issues, Opinions Lateral Coordination: Dependencies, Interfaces Am I important enough to be told? Does anyone listen to my problems? Can we work without getting in each others’ way?
  18. 18. 20 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor Theme – Teamwork, Culture & Belonging Top Down Communication Team Work Bottom Up Communication: Grievances, Issues, Opinions Lateral Coordination: Dependencies, Interfaces Am I important enough to be told? Does anyone listen to my problems? Can we work without getting in each others’ way? Can we enjoy working with each other?
  19. 19. 21 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor Theme – Teamwork, Culture and Belonging Top Down Communication Team Work Delegation of Authority Bottom Up Communication: Grievances, Issues, Opinions Lateral Coordination: Dependencies, Interfaces Am I important enough to be told? Does anyone listen to my problems? Can we work without getting in each others’ way? Can we enjoy working with each other? Can I take the decision that I am competent and responsible for?
  20. 20. 22 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor Theme – Teamwork, Culture and Belonging Top Down Communication Team Work Delegation of Authority Empowerment for Self Managed Teams Bottom Up Communication: Grievances, Issues, Opinions Lateral Coordination: Dependencies, Interfaces Am I important enough to be told? Does anyone listen to my problems? Can we work without getting in each others’ way? Can we enjoy working with each other? Since this is important, can we have the authority to manage ourselves? Can I take the decision that I am competent and responsible for?
  21. 21. 23 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor Theme – Motivation & Performance Do We Know How to Do the Work? Theme – Skills/ Competencies Do We feel Like Doing the Work? Theme – Motivation and Performance Would We Like Do it Together? Theme – Teamwork, Culture, Belonging
  22. 22. 24 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor Theme – Motivation & Performance Facilities & Infrastructure Compensation Is this place fit to work In? Am I being paid fairly?
  23. 23. 25 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor Theme – Motivation & Performance Formal Performance Management Facilities & Infrastructure Compensation Is this place fit to work In? Am I being paid fairly? Do I know how well I am doing?
  24. 24. 26 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor Theme – Motivation & Performance Formal Performance Management Rewards & Recognition Facilities & Infrastructure Compensation Is this place fit to work In? Am I being paid fairly? Do I know how well I am doing? Will anyone notice the great work I did?
  25. 25. 27 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor Theme – Motivation & Performance Formal Performance Management Rewards & Recognition Facilities & Infrastructure Compensation Career Management Is this place fit to work In? Am I being paid fairly? Do I know how well I am doing? Will anyone notice the great work I did? Is there a future for me here?
  26. 26. 28 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor Theme – Motivation & Performance Formal Performance Management Rewards & Recognition Facilities & Infrastructure Compensation Career Management Is this place fit to work In? Am I being paid fairly? Do I know how well I am doing? Will anyone notice the great work I did? Is there a future for me here?
  27. 27. 29 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor Theme – Aligning Workforce to Strategy Do We Know How to Do the Work? Theme – Skills/ Competencies Do We feel Like Doing the Work? Theme – Motivation and Performance Would We Like Do it Together? Theme – Teamwork, Culture, Belonging Are We Moving in the Desired Direction? Theme – Aligning Workforce to Strategy
  28. 28. 30 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor Theme – Aligning Workforce to Strategy Resource Management Can we find the right person internally?
  29. 29. 31 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor Theme – Aligning Workforce to Strategy Resource Management Hiring Exit Management Can we find the right person internally? Let us part gracefully. How do we get the best person in?
  30. 30. 32 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor Theme – Aligning Workforce to Strategy Resource Management Long Term Workforce Planning Hiring Exit Management Can we find the right person internally? Let us part gracefully. How do we get the best person in? Do we know how many people and the skills we need in future?
  31. 31. 33 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor Theme – Aligning Workforce to Strategy Resource Management Long Term Workforce Planning Hiring Exit Management Integration of Multi Disciplinary Teams Can we find the right person internally? Let us part gracefully. How do we get the best person in? Do we know how many people and the skills we need in future?Can we put together a diverse set of skills and make it succeed?
  32. 32. 34 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor Using a Systems Approach  To get lasting benefits from these areas, use a systems/ process approach: – Create process architecture – Understand interdependence between processes – Remember the concept of maturity (for sequencing, prioritization) – Convert the new processes into a habit:  Provide vision, policy and direction  Provide training, people, tools, budgets  Measure the status and effectiveness  Verify compliance
  33. 33. 35 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor The People CMM® Model  Mission – To help the readiness of organizations to undertake increasingly complex work by helping them attract, grow, motivate, deploy, and retain the talent needed to improve their capability  People CMM® – Provides a “systems” view to people management – Defines priorities – Contains “best practices” – Provides an assessment / benchmarking framework  The People CMM® is available at Amazon, Flipkart-India, and other bookstores. Authors of P-CMM®: Bill Curtis William Hefley Sally Miller
  34. 34. 36 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor Maturity Level 3 - Defined Maturity Level 2 - Managed Maturity Level 5 - Optimizing Maturity Level 4 - Predictable The Maturity Levels
  35. 35. 37 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor The Themes/ Threads
  36. 36. 38 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor The Themes and Maturity Levels 3 Defined 2 Managed 5 Optimizing 4 Predictable
  37. 37. 39 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor People CMM® Process Areas People CMM® has 22 Process Areas
  38. 38. 40 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor People CMM® Process Areas 2 3 4 5 2 3 4 5 MaturityLevels(2to5) Skills/ Competencies Teamwork, Culture, Belonging Motivation and Performance Aligning Workforce to Strategy Process Themes Process Themes(4) People CMM® has 22 Process Areas Each Process Area belongs to: a Maturity Level AND a Process Theme
  39. 39. 41 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor People CMM® Process Areas 2 3 4 5 2 3 4 5 MaturityLevels MaturityLevels Listed on the next page are all 22 Process Areas by maturity level and process theme Skills/ Competencies Teamwork, Culture, Belonging Motivation and Performance Aligning Workforce to Strategy Process Themes
  40. 40. 42 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor People CMM® Process Areas Competency Based Practices Career Development Quantitative Performance Management Communication and Coordination Participatory Culture Workgroup Development Empowered Workgroups Competency Integration Training and Development Competency Development Competency Analysis Staffing Workforce Planning 2 3 4 5 2 3 4 5 MaturityLevels MaturityLevels 22 Process Areas by maturity level and process theme Skills/ Competencies Teamwork, Culture, Belonging Aligning Workforce to Strategy Process Themes Mentoring Competency Based Assets Compensation Performance Management Work Environment Motivation and Performance Organizational Capability Management Continuous Capability Improvement Continuous Workforce Innovation Organizational Performance Alignment
  41. 41. © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor We now take the example of Performance Management process area to understand some of the detailed practices and the inter- linkages with other processes Example of Process Approach and Systems View “Performance Management”
  42. 42. 44 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor Performance Management-1 Increment Promotion? Bonus Exit? KRA Setting Promotion Role Change Manager Change KRA Re-Setting Business Changes Change of Priorities Additional Responsibilities KRA Review & Resetting Appraisal Organizational/ Unit Objectives
  43. 43. 45 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor Performance Management-2 Increment Promotion? Bonus Exit? AppraisalKRA Setting Consolidation of Feedback Actual Performance Performance Feedback Organizational/ Unit Objectives
  44. 44. 46 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor Performance Management-3 Poor Performance Improvement Shown AppraisalKRA Setting Performance Improvement Plan (PIP) PIP Tracking Give Up! Another Chance Exit Process Performance Feedback
  45. 45. 47 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor Performance Management-4 AppraisalKRA Setting Recognition & Reward Performance Feedback Excellent Performance Guidelines Bravo!!! Ensure Fairness
  46. 46. 48 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor Performance Management-5  Performance Management is a part of a larger system! Performance Management Hiring Operations Competency Mgmt. Facilities/ Resources Reporting Relationship Compensation Training Career Mgmt.
  47. 47. 49 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor Institutionalization in People CMM®  Institutionalization of processes/ practices is an explicit concept in People CMM®  Institutionalization means – Making a practice into a habit in the organization – Standardizing the practice – Ensuring consistent implementation – Making the implementation independent of specific persons in the organization  Institutionalization of each process is supported by multiple practices in People CMM® as shown in the next slide…..
  48. 48. 50 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor 50 People CMM® Institutionalization Policies Resources (Tools, Budgets) Higher Management Review Data Privacy Compliance Responsibilities Training Orientation, communication Procedures, Templates Status Measurement Effectiveness Measurement Process Compliance Checks
  49. 49. 51 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor Benefits of the People CMM®  Higher Efficiency  Lower Wastages  Lower Costs  Higher Retention  Lower Attrition  Lower Cycle Times  Higher Productivity  Appropriate Skills  Improved Motivation  Better Teamwork  Better Alignment
  50. 50. 52 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor Benefits of the People CMM®  Drives a “systems” approach to its people related processes and initiatives  Promotes a long-term thinking in terms of workforce  Increases transparency, democracy and openness  Increases the level of automation  Makes the organization data and metrics driven  Drives a competency culture  Improves agility and enables handling of rapid growth and scale  Makes the HR function a business partner  Transforms line managers to better people managers  Reduces dependence on expensive HR Consultants
  51. 51. 53 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor Adoption Trends *Source: http://sas.sei.cmu.edu/pars/pars.aspx  Industry Spread* – IT – BPO – Banks – R & D – Engineering – Utilities  Geographic Spread* – India – China – UK – Sri Lanka – Philippines – Oman – Malaysia
  52. 52. 54 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor Adoption Trends (formal appraisals) For more details, see http://alignmentor.com
  53. 53. 55 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor For those who want to implement  First, get a copy of the model and read it – Available on Amazon and Flipkart-India.  Run it as an organizational initiative – Involve Operations, Quality and HR  Ensure Executive Management buy-in and focus – For continuing resources, budgets and attention  Use the “maturity” concept – Fix the basics first, before attempting complex stuff  Use Program/ Project Management Approach – Rather than a set of unconnected events  Do what it takes to make a habit of the new process
  54. 54. 57 © Rajesh Naik, 2013 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor Thank You! Rajesh Naik AlignMentor Email naik.rajeshnaik@gmail.com Mobile +91 9845488767 Blog/ Website http://alignmentor.com Website www.rajeshnaik.com Also, have a look at the latest “business novel”: Aligning Ferret: How an Organization Meets Extraordinary Challenges By Swapna Kishore & Rajesh Naik Available at Amazon http://www.amazon.com/dp/B00CZA94XC

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