1. © SITARA Technologies
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Shoehorning CMMI Initiatives With
People CMM
Raghav S Nandyal
Chief Executive Officer
raghav_nandyal@SITARATECH.com

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AGENDA
Establish the context
Explore Common Themes in CMMI and
People CMM
Establish the business justifications
How the shoehorning works
Reasons why shoehorning works
Reported benefits
Conclusion

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Establish the Context
If CMMI adoption is much higher than People CMM
How can adopting People CMM practices
positively effect organizational development?
Improve learning, minimize special and
common cause variation
Ensure stability and permanence
Since People CMM advocates professional
empowerment to individuals using a process,
Can People CMM adoption improve significantly
the capability of CMMI process areas?
Workforce Capability is highly correlated with
Process Capability

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Establish the Context
If process maturity and process capability can be
realized using the CMMI
How important is ‘stability of the surrounding
context’ to sustain process maturity and process
capability?
How is stability of the surrounding context
ensured with the People CMM?
Example: Changes to the SEPG team
causes instability. Use of succession
planning for critical job functions can help
minimize impact

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Establish the Context
Notion of learning is highly pronounced in the
People CMM
Unit focus: Training & Development
Organizational focus: Competency Development
Primary objective: ‘to improving the capability of
workforce’ through knowledge retention’ and
‘knowledge gain’
Should high maturity practices consider honing
their process abilities using the People CMM
recommendations in order to grow conditions that
support stable performance and guarantee
execution outcomes?

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Common Themes:
CMMI and People CMM share common
Implementation Objectives
Institutionalization through goals: best achieved
when both models are executed in parallel
Participatory culture: best promoted when all
stakeholders of the improvement program are
involved

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Common Themes
Implementation objectives behind CMMI and
People CMM share common themes
Minimize variation in execution outcomes
By establishing a ‘stable operating
environment’,
with an ability to arrest impact of variation
Create a learning orientation among
practitioners
By transferring out experience from project
execution back into the organization

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Common Themes
Leverage
From reuse and knowledge sharing
Minimize rework – the hidden factory
Focus improvement opportunities with a
higher return on investment – ‘grow
workforce competencies’
Promote organizational development and
professional empowerment by making ‘process
definition’ the cornerstone to promote a
‘continuous process improvement’ culture

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Business Justifications:
Project stability and process effectiveness is
affected more by people issues and less by not
having a defined process
People CMM is better able to address key issues
concerning
Attrition management
Knowledge retention
Competency development – particularly relevant
under volatile conditions of technology change
Professional development of Employees

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From postmortems & introspective sessions :
project stability is hurt due to ‘people’ issues
High churn resulting from no active retention
policies
Inability to ensure individuals are ‘productively
employed’ with a competency focus
Lack of recognition of individual competencies
leading to a decay of unit level competitiveness
Lack of guidance to make informed decisions
using experienced individuals in the organization
– such as ‘Mentors’ or ‘Coaches’
Employees care enough about ‘professional
development’ – seek opportunities where
available
Business Justifications

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Business Justifications
More People Issues:
Breakdown of coordination among support
functions such as HR & staffing functions and
delivery functions resulting from ‘just-in-time’
staffing requirements of projects
Lack of an appropriate compensation strategy to
attract, retain and grow talent
Employees like to work in ‘caring’ or ‘less
hostile’ work environments
The best of knowledge transfer and resulting
documentation is no substitute to the ‘eroded
competency’
Competency erosion has a cascading effect

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Business Justifications
Lot to gain from commonality between CMMI and
People CMM
Structure of the two frameworks: goals promote
both institutionalization and implementation
(Generic) Goals help to improve process
capability
Intent behind the process areas grow, both,
process maturity & workforce capability using
complementary practices
Similar competencies required for individuals to
execute the designs behind these frameworks
Predictability of execution: possible only when
‘both’ process capability and workforce
capability (competencies) are stable

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How The Shoehorning Works:
Explore how CMMI and People CMM Process
Areas interweave
Explore how to best exploit the synergy due to
such interweaving of practices

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How The Shoehorning Works
Strong connections inherent in the two models
Staffing, Workforce Planning, Empowered
Workgroups positively impacts Project
Management process areas of CMMI
Balance resources and commitments
Individuals participate in establishing
commitments
Work Analysis to improve estimates
Selection and transition of individuals into
and out of work assignments done in an
orderly manner helps to manage project
execution
Strategic hiring: can enable growing a
complete competency or a line of business

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How The Shoehorning Works
Strong connections …
Communication & Coordination, Participatory
Culture, Mentoring, Competency Integration
positively impacts IPPD aspects of CMMI and
Decision Analysis and Resolution
Communication: down & across, up and
among stakeholders helps to build
participatory culture
Establishing formal learning relationships
with mentoring promotes team or workgroup
development
Competency Integration promotes Integrated
Teaming and Organizational Environment for
Integration (interweaving of competencies)

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How The Shoehorning Works
Strong connections …
Work Environment positively impacts the ‘ability
to perform institutionalization practices’ of the
CMMI
Physical working conditions and resources
are provided to perform individual and team
tasks effectively without distractions (GP
2.3)
When distractions that degrade performance
are minimized, it is possible to improve
individual and team’s ‘Ability to Perform’

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How The Shoehorning Works
Strong connections …
Training & Development, Competency
Development, Competency Analysis, Workgroup
Development positively impacts organizational
learning embedded in several process areas,
most noticeably in ‘Organizational Training’ and
‘Organizational Process Focus’ of the CMMI
Consideration for both strategic and tactical
needs
Focus is on ‘competency’:
Emphasis of training in PCMM is on knowledge,
skills and process abilities required to perform
business functions
Impact on workforce practices is also considered

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How The Shoehorning Works
Strong connections …
Competency Integration positively impacts
Integrated Teaming and integration aspects of
systems engineering and, software engineering
embodied in the CMMI
Improve efficiency and agility of
interdependent or multidisciplinary work
Helps in developing ‘integrated teams’
Develop competency assets which help to
further grow the capability of ‘organizational
process definitions’

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How The Shoehorning Works
Strong connections …
Competency Based Assets positively impacts
‘Organizational Process Definition’ of the CMMI
Knowledge capture focuses on experience-
hiving,
to enhance competency and improve
performance

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How The Shoehorning Works
Strong connections …
Competency Based Practices positively impacts
Engineering process areas of CMMI
Developing workforce competencies
positively impacts ‘engineering
competencies’
Continuous Capability Improvement, Continuous
Workforce Innovation, Organizational
Performance Alignment positively impacts
‘Organizational Innovation and Deployment’ of
the CMMI
Both opportunistic and proactive
improvements are pursued together with
their alignment

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How The Shoehorning Works
Strong connections …
Quantitative Performance Management
positively impacts Measurement & Analysis and
Quantitative Project Management process area
of CMMI
Organizational Capability Management
positively impacts Organizational Process
Performance process area of CMMI
Performance Management, Compensation,
Career Development are the much needed ‘soft
factors’ which are not adequately addressed
within the CMMI

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CMMI V1.1 People CMM V2.0
Project Planning
Project Monitoring and Control
Risk Management
Integrated Teaming
Supplier Agreement Management
Staffing
Workforce Planning
Empowered Workgroups
Integrated Teaming
Organizational Environment for Integration
Decision Analysis and Resolution
Communication & Coordination
Participatory Culture
Mentoring
Competency Integration
Organizational Training
Organizational Process Focus
Training & Development
Competency Analysis
Competency Development
Workgroup Development
Organizational Process Definition Competency Based Assets
Organizational Innovation and Deployment Continuous Capability Improvement
Continuous Workforce Innovation
Organizational Performance Alignment
Tried & Tested Ways – More from Less
Leverage from commonality in CMMI & People CMM

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Tried & Tested Ways – More from Less
Leverage from commonality in CMMI & People CMM
CMMI V1.1 People CMM V2.0
Requirements Management
Requirements Development
Product Integration
Technical Solution
Verification
Validation
Competency Based Practices
Measurement and Analysis
Quantitative Project Management
Quantitative Performance Management
Organizational Process Performance Organizational Capability Management
Configuration Management
Process and Product Quality Assurance
Integrated Supplier Management
Causal Analysis and Resolution
Performance Management
Compensation
Career Development
Ability to Perform - Institutionalization
Practice Work Environment

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Reasons Why Shoehorning Works:
Sponsorship perspectives for any process
improvement initiative are –
To ensure that they help to minimize variation in
‘execution’,
by bringing in consistency
Assure customers of highest quality, predictable
result while reassuring ‘internal stakeholders’
Possible only when process stakeholders
collaborate with ‘competency stakeholders’
(operational management)

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Reasons Why Shoehorning Works
Sponsorship perspectives
People CMM practices are organized into
process areas which deal with
Developing individual capability
Building workgroups and culture
Motivating and managing performance, and
Shaping the workforce
People CMM therefore prepares a fertile ground
on which to grow process capability with the
CMMI practices

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Reasons Why Shoehorning Works
Sponsorship perspectives
Organizations adopt the CMMI
To bring in consistency in execution across
projects,
with a process focus,
by defining a ‘process architecture’
Whereas, People CMM is better able
To establish consistency in execution,
by recognizing impact of both process and
the workforce capabilities on execution
outcomes,
by defining a ‘competency architecture’

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Reasons Why Shoehorning Works
Sponsorship perspectives
Implementation objectives behind CMMI –
To establish a process framework which is
used by practitioners
To continuously evolve the state of practice
and reinforce confidence while delivering on
expectations,
by consciously minimizing impact of
variation …
Through process definition

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Reasons Why Shoehorning Works
Sponsorship perspectives
Implementation objectives behind People CMM–
To establish a competency framework
To nurture a competency orientation among
practitioners by evolving and growing their
knowledge, skills and process abilities,
by consciously improving organizational
memory through learning and competency
development …
Through process definition

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Reasons Why Shoehorning Works
Sponsorship perspectives
Common processes for both CMMI and People
CMM can be
Deployed using the same organizational
infrastructure (such as OSSP on an Intranet)
Improved within a common process
improvement program
Improvements effected on practices on one
framework positively impacts the other
More bang for the buck

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Reported Benefits:
Process improvement itself can become an
organizational competency – done in both, good
times and in bad times
Structure of the CMMI promotes effecting holistic
improvements with People CMM practices, to
ensure that process improvements have a
competency focus

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Reported Benefits from Shoehorning
CMMI addresses the requirements of projects from
an execution stand-point by identifying practices
in the 4 major categories of engineering, project
management, process management and support
People CMM addresses the more holistic
organizational requirements of ensuring
execution outcomes are repeatable and
permanent, by growing a competency
organization – with competency communities

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Reported Benefits from Shoehorning
CMMI initiatives tend to be oriented towards the
practitioners of engineering methods; whereas
the People CMM is more inclusive of other
support groups and functions as well, such as
human resources, administration, facilities,
network and support and finance.
People CMM adoption has a much higher
probability of bonding all of the organizational
constituencies into an integrated team

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Reported Benefits from Shoehorning
Strong People CMM practices help to ensure much
better execution of projects and facilitates the
adoption of CMMI practices
Individuals feel more secure when the strategic
intent is known in terms of ‘career development’
Common process deployment vehicle, such as a
corporate intranet, leads to improvements to both
‘process’ and ‘competency’ improvement
Process improvements without ‘competency’
focus is impossible; impacts process maturity
And, there are strong connections inherent in the
two models … CMMI and People CMM

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Conclusion
Even among the high process maturity work cultures,
postmortems and introspective sessions of projects
reveal that stability is hurt due to ‘people issues’
that strongly affects stability
Organizations which shoehorn People CMM with
CMMI practices have a much better way to control
the impact resulting from people issues on the
stability and for sustaining gains made while
establishing organizational process maturity
It is only when competent people use a capable
process can you assure predictable performance

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DISCUSSIONS, Q&A
Raghav S. Nandyal
Chief Executive Officer
SITARA Technologies Pvt. Ltd.
#54, Sri Hari Krupa
6th Main Road
Malleswaram
Bangalore KA 560 003
Telephone: +(91-80) 2334-3222
Mobile: + 984-523-3222
Email: raghav_nandyal@SITARATECH.com
URL: http://www.SITARATECH.com
Thank You!