Pcmm

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All about PCMM

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Pcmm

  1. 2. <ul><li>Introduction and Context </li></ul><ul><li>Architecture of Version 2 </li></ul><ul><li>Level 2 — Managed </li></ul><ul><li>Level 3 — Defined </li></ul><ul><li>Level 4 — Predictable </li></ul><ul><li>Level 5 — Optimizing </li></ul>
  2. 4. <ul><li>Since 1995, The Introduction to the People Capability Maturity Model Course has been delivered to over 900 individuals in eight different countries. </li></ul><ul><li>First People CMM Assessment conducted in March 1996. </li></ul><ul><li>There are fifteen SEI-Authorized People CMM Lead Assessors. </li></ul><ul><li>Over 100 Individuals have applied to become SEI Authorized People CMM Lead Assessors. </li></ul>
  3. 5. <ul><li>1. Team focus comes too late (i.e., Level 4) </li></ul><ul><li>2. Not linked closely enough to process roots </li></ul><ul><li>3. Need protection against burnout at Level 2 </li></ul><ul><li>4. Strengthen support for cross-functional work </li></ul><ul><li>5. Level 4 capabilities poorly specified </li></ul><ul><li>6. Some practices cluster more appropriately </li></ul><ul><li>with a different KPA, others are missing </li></ul><ul><li>7. Strengthen model as a system of practices </li></ul>
  4. 7. <ul><li>Mission: </li></ul><ul><li>To enhance the readiness of software and information systems organizations to undertake increasingly complex applications by helping them attract, grow, motivate, deploy, and retain the talent needed to improve their software development capability. </li></ul><ul><li>People CMM Team: </li></ul><ul><ul><li>Bill Curtis - Principle architect </li></ul></ul><ul><ul><li>Bill Hefley - P-CMM Product Manager </li></ul></ul><ul><ul><li>Sally Miller - SEI P-CMM Project Manager </li></ul></ul><ul><ul><li>Mike Konrad - SEI CMMs Project Manager </li></ul></ul>
  5. 8. <ul><li>A conceptual model based on state-of-the-art workforce practices to help organizations. </li></ul><ul><ul><ul><li>Develop workforce required to execute business strategy </li></ul></ul></ul><ul><ul><ul><li>Characterize maturity of workforce practices </li></ul></ul></ul><ul><ul><ul><li>Set priorities for improving workforce capability </li></ul></ul></ul><ul><ul><ul><li>Integrate improvements in process and workforce </li></ul></ul></ul><ul><ul><ul><li>Become an employer of choice </li></ul></ul></ul>
  6. 13. <ul><li>Staff not loyal to the organization </li></ul><ul><li>Workforce practices applied without analysis of impact. </li></ul><ul><li>Managers expect HR department to perform workforce practices </li></ul><ul><li>Little preparation for managing people </li></ul><ul><li>Workforce practices considered overhead, performed hastily </li></ul>
  7. 14. <ul><li>Units know and manage their skill needs </li></ul><ul><li>Managers repeat successful practices regularly </li></ul><ul><li>Unit managers take responsibility for performing basic practices </li></ul><ul><li>Staffing and performance objectives based on planned commitments </li></ul><ul><li>Executives commit organization to workforce development </li></ul>
  8. 21. <ul><li>Organizational culture emerges from competence models </li></ul><ul><li>Involvement optimizes impact of competencies on performance </li></ul><ul><li>Workforce practices encourage competency growth. </li></ul><ul><li>Workforce planning develops competencies needed by business. </li></ul><ul><li>Organization identifies workforce competencies required by work </li></ul>
  9. 26. <ul><li>Workforce capability + process capability predicts performance. </li></ul><ul><li>Capability and workforce practices managed quantitatively. </li></ul><ul><li>Workgroups own performance and some workforce activities. </li></ul><ul><li>Competency-based processes integrated across disciplines. </li></ul><ul><li>Competency enables experience to be transformed into assets. </li></ul>
  10. 31. <ul><li>Continuous improvement of workforce practices and activities. </li></ul><ul><li>Performance aligned across the organization </li></ul><ul><li>Individuals and workgroups continuously improve capability. </li></ul>

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