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Sustaining High Maturity Process Implementation with Five People CMM Process Areas

This document discusses how implementing the five process areas from the People Capability Maturity Model (People CMM) can help sustain high maturity process implementation using the Capability Maturity Model Integration (CMMI). It argues that sustaining high process maturity requires developing workforce competencies through practices like competency analysis, competency development, and organizational alignment. The five People CMM process areas - Competency Analysis, Competency Development, Organizational Process Focus, Organizational Process Definition, and Organizational Performance Alignment - share common implementation objectives with high maturity CMMI practices and can help address issues like attrition, knowledge retention, and competency erosion that threaten process stability. Integrating these frameworks allows an organization

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© SITARA Technologies Pvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 1111 SITARA Process JewelBoxTM Sustaining High Maturity Process Implementation with Five People CMM Process Areas Raghav S Nandyal Chief Executive Officer raghav_nandyal@SITARATECH.com
© SITARA Technologies Pvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 2222 SITARA Process JewelBoxTM AGENDA Establish the context Some perspectives … Common themes shared between high maturity CMMI implementation and 5 People CMM process areas in focus Characteristics of these 5 People CMM process areas CA, CD, QPM, OCM and OPA How the interweaving works Reasons why the interweaving works Conclusion Q&A
© SITARA Technologies Pvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 3333 SITARA Process JewelBoxTM Establish the Context Building high maturity process is often, the easy part Sustaining high process capability is the more difficult aspect of high maturity implementation Requires organizations to prepare conditions necessary to respond to “The Never-ending Next” Requires organizations to develop and improve competencies as much as improving the process Requires organizations to explore valid quantitative techniques – which are simple, yet effective – to arrive at the most beneficial analysis
© SITARA Technologies Pvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 4444 SITARA Process JewelBoxTM Establish the Context Asset repository 10 100 1000 0% 20% 40% 60% 80% 100% Sev 1 only Sev 1 + 30% Sev 1 + 40% Lessons Learned High maturity practices of the 3 CMMI constellations requires institutionalization of practices that achieve the following objectives: Use quantitative understanding of processes to establish performance baselines with which, process behavior is modeled/understood (OPP) Projects are then managed by adopting these performance baselines and models (QPM) Organizational process performance/outcomes are managed using business objectives (OPM) When process performance deviates from the norm, causes are identified to improve understanding of process performance (CAR)
© SITARA Technologies Pvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 5555 SITARA Process JewelBoxTM Establish the Context Since workforce capability is highly correlated with process capability sustaining these high maturity objectives cannot become reality … without proactive engagement of individuals who improve organizational learning, minimize special and common cause variation and, ensure stability and permanence of the process context Example: Changes to the SEPG team causes instability Example: If individuals do not build the required “process capability” within themselves, knowledge and skills alone will not be sufficient
© SITARA Technologies Pvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 6666 SITARA Process JewelBoxTM Establish the Context Since People CMM advocates a process-based professional empowerment of individuals, What are the 5 People CMM process areas that could complement high maturity CMMI process areas? How is stability of the surrounding context ensured, to sustain process maturity and process capability with the 5 People CMM process areas? Notion of organizational learning is highly pronounced in the People CMM Unit focus: Training & Development Organizational focus: Competency Development Primary objective: to improve the workforce capability through ‘knowledge retention’ and ‘knowledge gain’
© SITARA Technologies Pvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 7777 SITARA Process JewelBoxTM The 5 People CMM Process areas: Share many common implementation objectives with “high maturity implementation” of the 3 CMMI constellations. For Example: Institutionalization, is through (generic) goals Participatory culture, is promoted by involving all stakeholders of the improvement program Minimize rework – the hidden factory – by indulging practitioners to embrace “process driven” execution
© SITARA Technologies Pvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 8888 SITARA Process JewelBoxTM The People CMM concerns itself to the domain of workforce management and development provides a high-level guideline to design organizational processes which address workforce capability development From field experiences of 4 organizations that used People CMM practices along with high maturity CMMI-DEV practices, it is clear that – Only when competent people use a capable process can a predictable, high maturity performance result Focusing only on building a capable process leads high-maturity implementations, nowhere! Some Perspectives … Common Themes
© SITARA Technologies Pvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 9999 SITARA Process JewelBoxTM Implementation objectives behind People CMM and High Maturity practice implementation of the CMMI constellations share common themes Minimize variation in execution outcomes By establishing a ‘stable operating environment’, with an ability to arrest impact of variation People CMM CMMI Constellations Competency Analysis Competency Development Organizational Process Focus Organizational Process Definition People CMM CMMI Constellations Quantitative Performance Management Organizational Capability Management Quantitative Project Management Organizational Process Performance Some Perspectives … Common Themes
© SITARA Technologies Pvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 10101010 SITARA Process JewelBoxTM Create an organization of learners by inculcating a learning orientation among practitioners By transferring out experience from project execution back into the organization Leverage from reuse and knowledge sharing Promote organizational development and professional empowerment by making ‘process alignment’ the cornerstone to promote a ‘continuous performance improvement’ culture People CMM CMMI Constellations Organizational Performance Alignment Organizational Performance Management Causal Analysis and Resolution Some Perspectives … Common Themes
© SITARA Technologies Pvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 11111111 SITARA Process JewelBoxTM From postmortems and introspective sessions: process stability is hurt due to ‘people’ issues High churn resulting from no active retention policies; competent people are the first to leave! 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 Some Perspectives … Top 10 People Issues
© SITARA Technologies Pvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 12121212 SITARA Process JewelBoxTM 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 Some Perspectives … More People Issues
© SITARA Technologies Pvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 13131313 SITARA Process JewelBoxTM Lot to gain from commonality between high maturity practices of 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 and 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 Some Perspectives … Business Justifications
© SITARA Technologies Pvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 14141414 SITARA Process JewelBoxTM People CMM is better able to address key people issues concerning high maturity process implementation Attrition management and knowledge retention Competency development – particularly relevant under volatile conditions of technology change Professional development of employees while … focusing improvement opportunities with a higher return on investment – ‘grow workforce competencies’ Helps to address project stability and process effectiveness issues due to people issues Has less to do with not having a defined process Some Perspectives … Business Justifications
© SITARA Technologies Pvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 15151515 SITARA Process JewelBoxTM Characteristics of the 5 People CMM process areas: Explore how the 5 People CMM Process Areas interweave with High Maturity Process Implementation Explore how to best exploit the synergy due to such interweaving of practices
© SITARA Technologies Pvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 16161616 SITARA Process JewelBoxTM Competency Analysis (CA) Purpose of Competency Analysis to identify the knowledge, skills, and process abilities required to perform the organization’s business activities so that they may be developed and used as a basis for workforce practices offer the much needed holistic or systemic view required to focus process improvements on all three essentials of high process maturity – knowledge, skills and process abilities CMMI constellations place emphasis on improving just the process alone, in two process areas of Organizational Process Focus and Organizational Process Definition
© SITARA Technologies Pvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 17171717 SITARA Process JewelBoxTM Competency Analysis (CA) SITARA 10W5D Competency Hierarchy Model Identifies organizational competencies to span at least 10 Wide competencies with each competency demonstrating 5 Deep capability For Example: Program Management Competency can have the following 5 Deep Capabilities: Product Specification Design Management Product Line Management Programming Language Communication Strategies
© SITARA Technologies Pvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 18181818 SITARA Process JewelBoxTM Competency Analysis (CA) SITARA 10W5D Competency Hierarchy Model Only when the organizational competency description for Program Management demonstrates adequate capability within the identified 5D can true potential from having Program Management competency be realized Since organizational capability = collective capability of individuals, the organizational deep capabilities are further strengthened by … linking them to ‘individual or personal’ capabilities with the concept of a competency clusters and stratification
© SITARA Technologies Pvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 19191919 SITARA Process JewelBoxTM Competency Analysis (CA) SITARA 10W5D Competency Hierarchy Model For Example: In order to grow Program Management Competency, individuals must build Knowledge REQUIRED EXPECTED Domain knowledge Product line expertise Market Analysis Competition Analysis Process Abilities REQUIRED EXPECTED Planning What-if analysis Decision Analysis Product Communication Interviewing and Elicitation Developing Early proof of concepts Skills REQUIRED EXPECTED Conceptualizing Break-through thinking Prototyping Programming Modeling
© SITARA Technologies Pvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 20202020 SITARA Process JewelBoxTM Competency Development (CD) Purpose of Competency Development to constantly enhance the capability of the staff to perform their assigned tasks and responsibilities SITARA Domain-Competency Sandwich Model COMPETENCY DOMAIN LEARNING MECHANISMS TOOLS & TECHNOLOGY TECHNIQUES & PROCESSES KNOWLEDGE SKILLS TALENTS SUSTAINED FOCUS
© SITARA Technologies Pvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 21212121 SITARA Process JewelBoxTM Individuals Business Objectives Business Unit A DEPT A DEPT B DEPT N K S PA 3 3 2 JOB DESCRIPTION REQUIRED COMPETENCY Implementation Example: Competency Analysis (CA) & Competency Development (CD) Competency Domain ProcessAbilities Knowledge Skills ProcessAbilities JOB DESCRIPTION Competency Assessment CBP (1..n) :: PAL K S PA ROLE A 1 2 2 STAFF A CURRENT COMPETENCY Training Curriculum Training Calendar Training Training Data Process Improvement Roadmap & Staffing Reqt. Training Plan COMPETENCIES DOMAIN LEARNING MECHANISMS TOOLS & TECHNOLOGY TECHNIQUES & PROCESSES KNOWLEDGE SKILLS TALENTS SUSTAINEDFOCUS
© SITARA Technologies Pvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 22222222 SITARA Process JewelBoxTM Hands-On Activity Use the SITARA 10W5D Competency Hierarchy and Domain Competency Sandwich Models and establish the following: Name of the Competency: Knowledge REQUIRED EXPECTED Process Abilities REQUIRED EXPECTED Skills REQUIRED EXPECTED
© SITARA Technologies Pvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 23232323 SITARA Process JewelBoxTM Organizational Capability Management (OCM) Purpose of Organizational Capability Management to quantify and manage the capability of the workforce and of the critical competency-based processes they perform Agile lifecycle Requirements Elicitation Proof-of-concept Et Cetera Waterfall/ Spiral Requirements Analysis Design and Implementation Product Integration Et Cetera Measurement Database 1 Measurement Database 2 Measurement Database N W O R K F O R C E C A P A B I L I T Y
© SITARA Technologies Pvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 24242424 SITARA Process JewelBoxTM Quantitative Performance Management (QPM) Purpose of Quantitative Performance Management to predict and manage the capability of competency-based processes for achieving measurable performance objectives Measurement Database 1 Measurement Database 2 Measurement Database N NEW Project using Agile lifecycle Requirements Elicitation Proof-of-concept Et Cetera NEW Project Using Waterfall lifecycle NEW Project Using Spiral Model Requirements Analysis Design and Implementation Product Integration Et Cetera W O R K F O R C E C A P A B I L I T Y
© SITARA Technologies Pvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 25252525 SITARA Process JewelBoxTM Organizational Performance Alignment (OPA) Purpose of Organizational Performance Alignment to enhance alignment of performance results across individuals, workgroups, and units with organizational performance and business objectives Opportunistic Proactive Opportunistic Proactive Proactive START FINISH Business Objectives Performance Improvement
© SITARA Technologies Pvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 26262626 SITARA Process JewelBoxTM Competency Analysis and Competency Development, positively impact organizational learning embedded in several CMMI process areas most noticeably in ‘Organizational Training’, ‘Organizational Process Focus’ and ‘Organizational Process Definition’ Focus is on much broader ‘competency needs’ Emphasis of training in PCMM is on knowledge, skills and process abilities required to perform business functions Impact on workforce practices is also considered Consideration for both strategic and tactical needs How the Interweaving Works
© SITARA Technologies Pvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 27272727 SITARA Process JewelBoxTM Quantitative Performance Management positively impacts Measurement & Analysis and Quantitative Project Management process area of the CMMI constellations Organizational Capability Management positively impacts Organizational Process Performance process area of the CMMI constellations With PCMM practices of OCM in place, workforce capability requirements to achieve quantitative goals are understood Process context information is captured How the Interweaving Works
© SITARA Technologies Pvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 28282828 SITARA Process JewelBoxTM Organizational Performance Alignment positively impacts ‘Organizational Performance Management’ and ‘Causal Analysis and Resolution’ process areas of the CMMI constellations Both opportunistic and proactive improvements are pursued while ensuring alignment to cascaded business objectives across, individual, team, unit, and organizational levels Data collection, analyses of trends against performance objectives, acting on exceptional findings, analyzing the impact of workforce practices on performance alignment and reporting results is at multiple levels within an empowered work culture How the Interweaving Works
© SITARA Technologies Pvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 29292929 SITARA Process JewelBoxTM Reasons Why the Interweaving 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)
© SITARA Technologies Pvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 30303030 SITARA Process JewelBoxTM Reasons Why the Interweaving Works Sponsorship perspectives People CMM practices of these 5 process areas 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 using the high maturity CMMI practices
© SITARA Technologies Pvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 31313131 SITARA Process JewelBoxTM Sponsorship perspectives … Organizations adopt high maturity CMMI practices 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’ Reasons Why the Interweaving Works
© SITARA Technologies Pvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 32323232 SITARA Process JewelBoxTM Sponsorship perspectives … Implementation objectives behind CMMI are– 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 … using a process definition Reasons Why the Interweaving Works
© SITARA Technologies Pvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 33333333 SITARA Process JewelBoxTM 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 … using a process definition Reasons Why the Interweaving Works
© SITARA Technologies Pvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 34343434 SITARA Process JewelBoxTM Sponsorship perspectives Common processes for both high maturity CMMI practices 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 Reasons Why the Interweaving Works
© SITARA Technologies Pvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 35353535 SITARA Process JewelBoxTM Conclusions: 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 along with People CMM practices, to ensure process improvements have a competency focus
© SITARA Technologies Pvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 36363636 SITARA Process JewelBoxTM CMMI constellations address the requirements of projects from an execution stand-point by identifying practices in the 6 major categories of engineering, service establishment and delivery acquisition engineering, project (and work) management, process management and support People CMM addresses the more holistic organizational requirements for ensuring execution outcomes are repeatable and permanent by growing a competency organization – within competency communities Conclusions Reported Benefits
© SITARA Technologies Pvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 37373737 SITARA Process JewelBoxTM CMMI initiatives tend to be oriented toward 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 Conclusions Reported Benefits
© SITARA Technologies Pvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 38383838 SITARA Process JewelBoxTM Strong People CMM practices help to ensure much better execution of projects and facilitates the adoption of high-maturity 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: CMMI constellations and People CMM Conclusions Reported Benefits
© SITARA Technologies Pvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 39393939 SITARA Process JewelBoxTM Postmortems and introspective sessions of projects from high process maturity work cultures, reveals that sustaining high process capability is hurt due to ‘people issues’ Organizations that shoehorn 5 People CMM process areas while deploying high maturity CMMI practices, stand a much better chance at controlling the impact of people issues on sustaining gains made after establishing high process maturity It is only when competent people use a capable process can you assure predictable performance Conclusions What we have seen so far
© SITARA Technologies Pvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 40404040 SITARA Process JewelBoxTM It is only when a competency enabled, quantitative foundation is established would a culture of informed learning resulting from continuous process improvement prevail Process improvement programs can sustain endlessly only with this assurance in place Conclusions What we have seen so far
© SITARA Technologies Pvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 41414141 SITARA Process JewelBoxTM References [Chrissis 2011] Chrissis, Mary Beth et al, “CMMI for Development®: Guidelines for Process Integration and Product Improvement, Third Edition”, Addison-Wesley Professional. 2011 [Curtis 2002] Curtis, Bill et al, “The People Capability Maturity Model”, Addison-Wesley, Pearson Education, Inc. 2002 [Nandyal 2012] Nandyal, Raghav, “Building and Sustaining High-maturity Software Organizations”, McGraw-Hill Education. 2012
© SITARA Technologies Pvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 42424242 SITARA Process JewelBoxTM DISCUSSIONS, Q&A Raghav S. Nandyal Chief Executive Officer SITARA Technologies Pvt. Ltd. #54, Sri Hari Krupa 6th Main Road Malleswaram Bangalore KA INDIA 560 003 Telephone: +91.80.2334.3222 Mobile: + 91.984.523.3222 Email: raghav_nandyal@SITARATECH.com URL: http://www.SITARATECH.com Thank You!

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Sustaining High Maturity Process Implementation with Five People CMM Process Areas

  • 1.
    © SITARA TechnologiesPvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 1111 SITARA Process JewelBoxTM Sustaining High Maturity Process Implementation with Five People CMM Process Areas Raghav S Nandyal Chief Executive Officer raghav_nandyal@SITARATECH.com
  • 2.
    © SITARA TechnologiesPvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 2222 SITARA Process JewelBoxTM AGENDA Establish the context Some perspectives … Common themes shared between high maturity CMMI implementation and 5 People CMM process areas in focus Characteristics of these 5 People CMM process areas CA, CD, QPM, OCM and OPA How the interweaving works Reasons why the interweaving works Conclusion Q&A
  • 3.
    © SITARA TechnologiesPvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 3333 SITARA Process JewelBoxTM Establish the Context Building high maturity process is often, the easy part Sustaining high process capability is the more difficult aspect of high maturity implementation Requires organizations to prepare conditions necessary to respond to “The Never-ending Next” Requires organizations to develop and improve competencies as much as improving the process Requires organizations to explore valid quantitative techniques – which are simple, yet effective – to arrive at the most beneficial analysis
  • 4.
    © SITARA TechnologiesPvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 4444 SITARA Process JewelBoxTM Establish the Context Asset repository 10 100 1000 0% 20% 40% 60% 80% 100% Sev 1 only Sev 1 + 30% Sev 1 + 40% Lessons Learned High maturity practices of the 3 CMMI constellations requires institutionalization of practices that achieve the following objectives: Use quantitative understanding of processes to establish performance baselines with which, process behavior is modeled/understood (OPP) Projects are then managed by adopting these performance baselines and models (QPM) Organizational process performance/outcomes are managed using business objectives (OPM) When process performance deviates from the norm, causes are identified to improve understanding of process performance (CAR)
  • 5.
    © SITARA TechnologiesPvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 5555 SITARA Process JewelBoxTM Establish the Context Since workforce capability is highly correlated with process capability sustaining these high maturity objectives cannot become reality … without proactive engagement of individuals who improve organizational learning, minimize special and common cause variation and, ensure stability and permanence of the process context Example: Changes to the SEPG team causes instability Example: If individuals do not build the required “process capability” within themselves, knowledge and skills alone will not be sufficient
  • 6.
    © SITARA TechnologiesPvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 6666 SITARA Process JewelBoxTM Establish the Context Since People CMM advocates a process-based professional empowerment of individuals, What are the 5 People CMM process areas that could complement high maturity CMMI process areas? How is stability of the surrounding context ensured, to sustain process maturity and process capability with the 5 People CMM process areas? Notion of organizational learning is highly pronounced in the People CMM Unit focus: Training & Development Organizational focus: Competency Development Primary objective: to improve the workforce capability through ‘knowledge retention’ and ‘knowledge gain’
  • 7.
    © SITARA TechnologiesPvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 7777 SITARA Process JewelBoxTM The 5 People CMM Process areas: Share many common implementation objectives with “high maturity implementation” of the 3 CMMI constellations. For Example: Institutionalization, is through (generic) goals Participatory culture, is promoted by involving all stakeholders of the improvement program Minimize rework – the hidden factory – by indulging practitioners to embrace “process driven” execution
  • 8.
    © SITARA TechnologiesPvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 8888 SITARA Process JewelBoxTM The People CMM concerns itself to the domain of workforce management and development provides a high-level guideline to design organizational processes which address workforce capability development From field experiences of 4 organizations that used People CMM practices along with high maturity CMMI-DEV practices, it is clear that – Only when competent people use a capable process can a predictable, high maturity performance result Focusing only on building a capable process leads high-maturity implementations, nowhere! Some Perspectives … Common Themes
  • 9.
    © SITARA TechnologiesPvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 9999 SITARA Process JewelBoxTM Implementation objectives behind People CMM and High Maturity practice implementation of the CMMI constellations share common themes Minimize variation in execution outcomes By establishing a ‘stable operating environment’, with an ability to arrest impact of variation People CMM CMMI Constellations Competency Analysis Competency Development Organizational Process Focus Organizational Process Definition People CMM CMMI Constellations Quantitative Performance Management Organizational Capability Management Quantitative Project Management Organizational Process Performance Some Perspectives … Common Themes
  • 10.
    © SITARA TechnologiesPvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 10101010 SITARA Process JewelBoxTM Create an organization of learners by inculcating a learning orientation among practitioners By transferring out experience from project execution back into the organization Leverage from reuse and knowledge sharing Promote organizational development and professional empowerment by making ‘process alignment’ the cornerstone to promote a ‘continuous performance improvement’ culture People CMM CMMI Constellations Organizational Performance Alignment Organizational Performance Management Causal Analysis and Resolution Some Perspectives … Common Themes
  • 11.
    © SITARA TechnologiesPvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 11111111 SITARA Process JewelBoxTM From postmortems and introspective sessions: process stability is hurt due to ‘people’ issues High churn resulting from no active retention policies; competent people are the first to leave! 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 Some Perspectives … Top 10 People Issues
  • 12.
    © SITARA TechnologiesPvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 12121212 SITARA Process JewelBoxTM 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 Some Perspectives … More People Issues
  • 13.
    © SITARA TechnologiesPvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 13131313 SITARA Process JewelBoxTM Lot to gain from commonality between high maturity practices of 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 and 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 Some Perspectives … Business Justifications
  • 14.
    © SITARA TechnologiesPvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 14141414 SITARA Process JewelBoxTM People CMM is better able to address key people issues concerning high maturity process implementation Attrition management and knowledge retention Competency development – particularly relevant under volatile conditions of technology change Professional development of employees while … focusing improvement opportunities with a higher return on investment – ‘grow workforce competencies’ Helps to address project stability and process effectiveness issues due to people issues Has less to do with not having a defined process Some Perspectives … Business Justifications
  • 15.
    © SITARA TechnologiesPvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 15151515 SITARA Process JewelBoxTM Characteristics of the 5 People CMM process areas: Explore how the 5 People CMM Process Areas interweave with High Maturity Process Implementation Explore how to best exploit the synergy due to such interweaving of practices
  • 16.
    © SITARA TechnologiesPvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 16161616 SITARA Process JewelBoxTM Competency Analysis (CA) Purpose of Competency Analysis to identify the knowledge, skills, and process abilities required to perform the organization’s business activities so that they may be developed and used as a basis for workforce practices offer the much needed holistic or systemic view required to focus process improvements on all three essentials of high process maturity – knowledge, skills and process abilities CMMI constellations place emphasis on improving just the process alone, in two process areas of Organizational Process Focus and Organizational Process Definition
  • 17.
    © SITARA TechnologiesPvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 17171717 SITARA Process JewelBoxTM Competency Analysis (CA) SITARA 10W5D Competency Hierarchy Model Identifies organizational competencies to span at least 10 Wide competencies with each competency demonstrating 5 Deep capability For Example: Program Management Competency can have the following 5 Deep Capabilities: Product Specification Design Management Product Line Management Programming Language Communication Strategies
  • 18.
    © SITARA TechnologiesPvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 18181818 SITARA Process JewelBoxTM Competency Analysis (CA) SITARA 10W5D Competency Hierarchy Model Only when the organizational competency description for Program Management demonstrates adequate capability within the identified 5D can true potential from having Program Management competency be realized Since organizational capability = collective capability of individuals, the organizational deep capabilities are further strengthened by … linking them to ‘individual or personal’ capabilities with the concept of a competency clusters and stratification
  • 19.
    © SITARA TechnologiesPvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 19191919 SITARA Process JewelBoxTM Competency Analysis (CA) SITARA 10W5D Competency Hierarchy Model For Example: In order to grow Program Management Competency, individuals must build Knowledge REQUIRED EXPECTED Domain knowledge Product line expertise Market Analysis Competition Analysis Process Abilities REQUIRED EXPECTED Planning What-if analysis Decision Analysis Product Communication Interviewing and Elicitation Developing Early proof of concepts Skills REQUIRED EXPECTED Conceptualizing Break-through thinking Prototyping Programming Modeling
  • 20.
    © SITARA TechnologiesPvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 20202020 SITARA Process JewelBoxTM Competency Development (CD) Purpose of Competency Development to constantly enhance the capability of the staff to perform their assigned tasks and responsibilities SITARA Domain-Competency Sandwich Model COMPETENCY DOMAIN LEARNING MECHANISMS TOOLS & TECHNOLOGY TECHNIQUES & PROCESSES KNOWLEDGE SKILLS TALENTS SUSTAINED FOCUS
  • 21.
    © SITARA TechnologiesPvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 21212121 SITARA Process JewelBoxTM Individuals Business Objectives Business Unit A DEPT A DEPT B DEPT N K S PA 3 3 2 JOB DESCRIPTION REQUIRED COMPETENCY Implementation Example: Competency Analysis (CA) & Competency Development (CD) Competency Domain ProcessAbilities Knowledge Skills ProcessAbilities JOB DESCRIPTION Competency Assessment CBP (1..n) :: PAL K S PA ROLE A 1 2 2 STAFF A CURRENT COMPETENCY Training Curriculum Training Calendar Training Training Data Process Improvement Roadmap & Staffing Reqt. Training Plan COMPETENCIES DOMAIN LEARNING MECHANISMS TOOLS & TECHNOLOGY TECHNIQUES & PROCESSES KNOWLEDGE SKILLS TALENTS SUSTAINEDFOCUS
  • 22.
    © SITARA TechnologiesPvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 22222222 SITARA Process JewelBoxTM Hands-On Activity Use the SITARA 10W5D Competency Hierarchy and Domain Competency Sandwich Models and establish the following: Name of the Competency: Knowledge REQUIRED EXPECTED Process Abilities REQUIRED EXPECTED Skills REQUIRED EXPECTED
  • 23.
    © SITARA TechnologiesPvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 23232323 SITARA Process JewelBoxTM Organizational Capability Management (OCM) Purpose of Organizational Capability Management to quantify and manage the capability of the workforce and of the critical competency-based processes they perform Agile lifecycle Requirements Elicitation Proof-of-concept Et Cetera Waterfall/ Spiral Requirements Analysis Design and Implementation Product Integration Et Cetera Measurement Database 1 Measurement Database 2 Measurement Database N W O R K F O R C E C A P A B I L I T Y
  • 24.
    © SITARA TechnologiesPvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 24242424 SITARA Process JewelBoxTM Quantitative Performance Management (QPM) Purpose of Quantitative Performance Management to predict and manage the capability of competency-based processes for achieving measurable performance objectives Measurement Database 1 Measurement Database 2 Measurement Database N NEW Project using Agile lifecycle Requirements Elicitation Proof-of-concept Et Cetera NEW Project Using Waterfall lifecycle NEW Project Using Spiral Model Requirements Analysis Design and Implementation Product Integration Et Cetera W O R K F O R C E C A P A B I L I T Y
  • 25.
    © SITARA TechnologiesPvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 25252525 SITARA Process JewelBoxTM Organizational Performance Alignment (OPA) Purpose of Organizational Performance Alignment to enhance alignment of performance results across individuals, workgroups, and units with organizational performance and business objectives Opportunistic Proactive Opportunistic Proactive Proactive START FINISH Business Objectives Performance Improvement
  • 26.
    © SITARA TechnologiesPvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 26262626 SITARA Process JewelBoxTM Competency Analysis and Competency Development, positively impact organizational learning embedded in several CMMI process areas most noticeably in ‘Organizational Training’, ‘Organizational Process Focus’ and ‘Organizational Process Definition’ Focus is on much broader ‘competency needs’ Emphasis of training in PCMM is on knowledge, skills and process abilities required to perform business functions Impact on workforce practices is also considered Consideration for both strategic and tactical needs How the Interweaving Works
  • 27.
    © SITARA TechnologiesPvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 27272727 SITARA Process JewelBoxTM Quantitative Performance Management positively impacts Measurement & Analysis and Quantitative Project Management process area of the CMMI constellations Organizational Capability Management positively impacts Organizational Process Performance process area of the CMMI constellations With PCMM practices of OCM in place, workforce capability requirements to achieve quantitative goals are understood Process context information is captured How the Interweaving Works
  • 28.
    © SITARA TechnologiesPvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 28282828 SITARA Process JewelBoxTM Organizational Performance Alignment positively impacts ‘Organizational Performance Management’ and ‘Causal Analysis and Resolution’ process areas of the CMMI constellations Both opportunistic and proactive improvements are pursued while ensuring alignment to cascaded business objectives across, individual, team, unit, and organizational levels Data collection, analyses of trends against performance objectives, acting on exceptional findings, analyzing the impact of workforce practices on performance alignment and reporting results is at multiple levels within an empowered work culture How the Interweaving Works
  • 29.
    © SITARA TechnologiesPvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 29292929 SITARA Process JewelBoxTM Reasons Why the Interweaving 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)
  • 30.
    © SITARA TechnologiesPvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 30303030 SITARA Process JewelBoxTM Reasons Why the Interweaving Works Sponsorship perspectives People CMM practices of these 5 process areas 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 using the high maturity CMMI practices
  • 31.
    © SITARA TechnologiesPvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 31313131 SITARA Process JewelBoxTM Sponsorship perspectives … Organizations adopt high maturity CMMI practices 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’ Reasons Why the Interweaving Works
  • 32.
    © SITARA TechnologiesPvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 32323232 SITARA Process JewelBoxTM Sponsorship perspectives … Implementation objectives behind CMMI are– 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 … using a process definition Reasons Why the Interweaving Works
  • 33.
    © SITARA TechnologiesPvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 33333333 SITARA Process JewelBoxTM 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 … using a process definition Reasons Why the Interweaving Works
  • 34.
    © SITARA TechnologiesPvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 34343434 SITARA Process JewelBoxTM Sponsorship perspectives Common processes for both high maturity CMMI practices 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 Reasons Why the Interweaving Works
  • 35.
    © SITARA TechnologiesPvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 35353535 SITARA Process JewelBoxTM Conclusions: 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 along with People CMM practices, to ensure process improvements have a competency focus
  • 36.
    © SITARA TechnologiesPvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 36363636 SITARA Process JewelBoxTM CMMI constellations address the requirements of projects from an execution stand-point by identifying practices in the 6 major categories of engineering, service establishment and delivery acquisition engineering, project (and work) management, process management and support People CMM addresses the more holistic organizational requirements for ensuring execution outcomes are repeatable and permanent by growing a competency organization – within competency communities Conclusions Reported Benefits
  • 37.
    © SITARA TechnologiesPvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 37373737 SITARA Process JewelBoxTM CMMI initiatives tend to be oriented toward 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 Conclusions Reported Benefits
  • 38.
    © SITARA TechnologiesPvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 38383838 SITARA Process JewelBoxTM Strong People CMM practices help to ensure much better execution of projects and facilitates the adoption of high-maturity 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: CMMI constellations and People CMM Conclusions Reported Benefits
  • 39.
    © SITARA TechnologiesPvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 39393939 SITARA Process JewelBoxTM Postmortems and introspective sessions of projects from high process maturity work cultures, reveals that sustaining high process capability is hurt due to ‘people issues’ Organizations that shoehorn 5 People CMM process areas while deploying high maturity CMMI practices, stand a much better chance at controlling the impact of people issues on sustaining gains made after establishing high process maturity It is only when competent people use a capable process can you assure predictable performance Conclusions What we have seen so far
  • 40.
    © SITARA TechnologiesPvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 40404040 SITARA Process JewelBoxTM It is only when a competency enabled, quantitative foundation is established would a culture of informed learning resulting from continuous process improvement prevail Process improvement programs can sustain endlessly only with this assurance in place Conclusions What we have seen so far
  • 41.
    © SITARA TechnologiesPvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 41414141 SITARA Process JewelBoxTM References [Chrissis 2011] Chrissis, Mary Beth et al, “CMMI for Development®: Guidelines for Process Integration and Product Improvement, Third Edition”, Addison-Wesley Professional. 2011 [Curtis 2002] Curtis, Bill et al, “The People Capability Maturity Model”, Addison-Wesley, Pearson Education, Inc. 2002 [Nandyal 2012] Nandyal, Raghav, “Building and Sustaining High-maturity Software Organizations”, McGraw-Hill Education. 2012
  • 42.
    © SITARA TechnologiesPvt. Ltd. For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 42424242 SITARA Process JewelBoxTM DISCUSSIONS, Q&A Raghav S. Nandyal Chief Executive Officer SITARA Technologies Pvt. Ltd. #54, Sri Hari Krupa 6th Main Road Malleswaram Bangalore KA INDIA 560 003 Telephone: +91.80.2334.3222 Mobile: + 91.984.523.3222 Email: raghav_nandyal@SITARATECH.com URL: http://www.SITARATECH.com Thank You!