cmm & pcmm

Capability Maturity Model&

People Capability Maturity Model

Capability Maturity Model&

People Capability Maturity Model

Capt. Muthu krishnan Iyyappan

Capt. Muthu krishnan Iyyappan

Concept, Construct, Understanding and ApplicationConcept, Construct, Understanding and Application

© Capt. Muthu krishnan Iyyappan, 2015

The beginning of timeThe beginning of time

In the 1960’s

………..Computer era begins▲ Advent of solid state devices

▲ Higher computing power

▲ Flexible application of computing devices

▲ Lower cost

▼ Few or no standardization

Leading to

▼ Project delays

▼ Cost Overruns

▼ Machine Incompatibility

2


The work of pioneersThe work of pioneers

3

Larry LeRoy Constantine (born 1943)

Modular Programming, Structured Design, Structured Data Flow etc.,

Edward Nash Yourdon (born 1944)

Object oriented programing, Structured Analysis Techniques

Gerald Marvin (Jerry) Weinberg (born 1933)

Systems Thinking


And the triggerAnd the trigger

4

In the 1980’s

The USAF requiring advanced computing resources for its sophisticated flying machines

Cost overruns and system incompatibility due to incompetencies of some of its vendors affects its operational capability

Requests Watts Humprey to help them to understand and manage “Software Engineering Process” because

“this is where big and small organizations or individuals encounter the most serious difficulties and where, thereafter, lies the best opportunity

for significant improvement.”


The Father of CMMThe Father of CMM

5

"For his vision of a discipline for software engineering, for his work toward meeting that vision, and for the resultant impact on the U.S. Government, industry, and academic communities”, awarded the national medal of technology in 2003.

Also called Father of Software quality


The paper gameThe paper game

© Capt. Muthu krishnan Iyyappan, 2015 7

Risk & Capability: a core relationshipRisk & Capability: a core relationship

Operational Operational RiskRisk

Operational Operational CapabilityCapability

HighHigh

HighHighLowLow

LowLow

WorstWorst

BestBest

These relationships are not new!These relationships are not new!


Quality Management Maturity GridQuality Management Maturity Grid

8

developed by Philip B. Crosby in his book Quality is Free (1979)

used by a business or organization as a benchmark of how mature their processes are, and how well they are embedded in their culture, with respect to service or product quality management..


The Precursor : QMMGThe Precursor : QMMG

9


The Five Capability LevelsThe Five Capability Levels

Level 1Initial

InconsistentInconsistentmanagementmanagement

Repeatablepractices

Level 2Managed

Work unitWork unitmanagementmanagement

Standardized

best practices

Level 3Standardized

Business lineBusiness linemanagementmanagement

Quantitativelymanaged

practices

Level 4Predictable

CapabilityCapabilitymanagementmanagement

Level 5Innovating

ChangeChangemanagementmanagement

Continuously

improvingpractices

Capability Capability Maturity Model:Maturity Model:

A Framework for A Framework for Measuring Measuring Organizational Organizational CapabilityCapability


QMMG Vs CMMQMMG Vs CMM

QMMG CMM

Uncertainty Initial

Awakening Repeatable

Enlightenment Defined

Wisdom Managed

Certainty Optimized

11


Low Maturity OrganizationsLow Maturity Organizations

People capability variationPeople capability variation

Transaction workers: +/- 100%Transaction workers: +/- 100%

Knowledge workers: +/- 1000%Knowledge workers: +/- 1000%


Management Visibility

In OutLevel 1

In OutLevel 2

In OutLevel 3

In OutLevel 4

In OutLevel 5

Exception(s)Exception(s)


How the MM’s Works-GeneralHow the MM’s Works-General

Level 5Innovating

Implement continual proactive improvements to achieve business targets

Capable processesPerpetual innovationChange management

Level 4Predictable

Manage process and results quantitatively and exploit benefits of standardization

Predictable resultsReuse/knowledge mgt.Reduced variation

Level 3Standardized

Develop standard processes, measures, and training for product & service offerings

Productivity growthEffective automationEconomies of scale

Level 2Managed

Build disciplined work unit management to stabilize work and control commitments

Reduced rework Repeatable practicesSatisfied schedules

Level 1Initial

Motivate people to overcome problems and just “get the job done”

Mistakes, bottlenecksAd hoc methodsHero worship


How the MM’s Work-MeasurementHow the MM’s Work-Measurement

Level 5Innovating

Implement continual proactive improvements to achieve business targets

Deep/unique process insight supported by numbers/analytics

Level 4Predictable

Manage process and results quantitatively and exploit benefits of standardization

Manage by the numbers/analytics

Level 3Standardized

Develop standard processes, measures, and training for product & service offerings

Process and data standardsAggregation possible

Level 2Managed

Build disciplined work unit management to stabilize work and control commitments

Work group/project qualityAggregation difficult/costly

Level 1Initial

Motivate people to overcome problems and just “get the job done”

Ad hoc methodsNo data standardsNo aggregation

The People Capability Maturity ModelThe People Capability Maturity Model


People CMM: IntroductionPeople CMM: Introduction

The People CMM is a roadmap for implementing workforce practices The People CMM is a roadmap for implementing workforce practices that continuously improve the capability of an organization’s that continuously improve the capability of an organization’s workforce. It enables organizations to:workforce. It enables organizations to:

to attract, develop, organize, motivate, and retain the to attract, develop, organize, motivate, and retain the workforce required to build their products and deliver workforce required to build their products and deliver the services the services

align workforce development with strategic business align workforce development with strategic business or mission goalsor mission goals

characterize maturity of workforce practicescharacterize maturity of workforce practices

set priorities for improving workforce capabilityset priorities for improving workforce capability

become an employer of choicebecome an employer of choice

Curtis, Hefley, & Miller (2001)Curtis, Hefley, & Miller (2001)


LevelLevel FocusFocusLevelLevel FocusFocus Process AreaProcess Area

55

OptimizingOptimizing

ContinuousContinuousImprovementImprovement

Continuous Workforce InnovationContinuous Workforce InnovationOrganizational Performance AlignmentOrganizational Performance AlignmentContinuous Capability ImprovementContinuous Capability Improvement

44

PredictablePredictable

PredictingPredictingCapability &Capability &PerformancePerformance

MentoringMentoringOrganizational Capability ManagementOrganizational Capability ManagementQuantitative Performance ManagementQuantitative Performance ManagementCompetency-Based AssetsCompetency-Based AssetsEmpowered WorkgroupsEmpowered WorkgroupsCompetency IntegrationCompetency Integration

33

DefinedDefined

Participatory CultureParticipatory CultureWorkgroup DevelopmentWorkgroup DevelopmentCompetency-Based PracticesCompetency-Based PracticesCareer DevelopmentCareer DevelopmentCompetency DevelopmentCompetency DevelopmentWorkforce Planning Workforce Planning Competency AnalysisCompetency Analysis

OrganizationalOrganizationalCompetency Competency frameworkframework

2 2

ManagedManaged

BasicBasicManagement Management PracticesPractices

CompensationCompensationTraining and DevelopmentTraining and DevelopmentPerformance ManagementPerformance ManagementWork EnvironmentWork EnvironmentCommunication and CoordinationCommunication and CoordinationStaffingStaffing

11

InitialInitial

People CMM: Process Areas People CMM: Process Areas

RiskRiskTurnoverTurnover

CompetencyCompetencyProductivityProductivityCompetencyCompetencyProductivityProductivity


“What, not How”“What, not How”

Practices describe Practices describe ““whatwhat”” activities and actions should be performed. It activities and actions should be performed. It is up to the organization to decide is up to the organization to decide ““howhow”” the practices are implemented the practices are implemented to satisfy goals. to satisfy goals.

Two Types of Practices: “The What” Two Types of Practices: “The What” Two Types of Practices: “The What” Two Types of Practices: “The What”

ImplementationImplementation

InstitutionalizationInstitutionalization

Describe the activities or procedures that should be Describe the activities or procedures that should be performed by individuals, in workgroups or units, or by performed by individuals, in workgroups or units, or by the organization.the organization.

Describe the activities or procedures that should be Describe the activities or procedures that should be performed by individuals, in workgroups or units, or by performed by individuals, in workgroups or units, or by the organization.the organization.

Practices that help to institutionalize the Practices that help to institutionalize the implementation practices in the organization’s culture implementation practices in the organization’s culture so they are effective, repeatable, and lasting. so they are effective, repeatable, and lasting.

Practices that help to institutionalize the Practices that help to institutionalize the implementation practices in the organization’s culture implementation practices in the organization’s culture so they are effective, repeatable, and lasting. so they are effective, repeatable, and lasting.

““How” FactorsHow” Factors Organizational CultureOrganizational Culture IndustryIndustry ??????????CountryCountry


Institutionalization PracticesInstitutionalization Practices

Practice performance will decay if not institutionalizedPractice performance will decay if not institutionalized

Failed effortsFailed effortsIf no commitmentIf no commitment

Ineffective performanceIneffective performanceIf no abilityIf no ability

No improvementNo improvementIf no measurementIf no measurement

Declining complianceDeclining complianceIf no verificationIf no verification


People Capability Maturity Model: Primary ObjectivePeople Capability Maturity Model: Primary Objective

PerformancePerformanceProcessProcesscapabilitycapability

WorkforceWorkforcecapabilitycapability

enablesenables predictspredicts

People People CMMCMM People People CMMCMM

CMMI-DEV, CMMI-DEV, ACQ, SVS, TSPACQ, SVS, TSP CMMI-DEV, CMMI-DEV, ACQ, SVS, TSPACQ, SVS, TSP

The primary objective of:

a a CMMCMM is to improve the is to improve the capabilitycapability of an organization. of an organization.

the the CMMICMMI ( (DEVDEV, , ACQACQ, , SWSW), is to improve the ), is to improve the capabilitycapability of an of an organizations processes. organizations processes.

the the People CMMPeople CMM is to improve the is to improve the capabilitycapability of an organization’s workforce. of an organization’s workforce.

The People CMM, defines cThe People CMM, defines capabilityapability as the as the level level of of knowledgeknowledge,, skillsskills, and , and process abilitiesprocess abilities available within each workforce competency of the available within each workforce competency of the organization to build its products or deliver its servicesorganization to build its products or deliver its services..


Defining Workforce CompetencyDefining Workforce Competency

KnowledgeKnowledge represents the comprehension acquired represents the comprehension acquired by experience and or study.by experience and or study.

SkillsSkills represents the proficiency or ability in techniques represents the proficiency or ability in techniques or tools that an individual must be able to demonstrate.or tools that an individual must be able to demonstrate.

Process abilitiesProcess abilities is the capacity to perform individual is the capacity to perform individual skills in the sequencing or method used in the skills in the sequencing or method used in the organization. organization.

++++ ++++ ====KnowledgeKnowledgeKnowledgeKnowledge SkillsSkillsSkillsSkills Process Process abilitiesabilitiesProcess Process abilitiesabilities

Workforce Workforce CompetencyCompetencyWorkforce Workforce CompetencyCompetency


Software Engineer IVSoftware Engineer IVSoftware Engineer IVSoftware Engineer IV

Application domain Application domain Procedural design Procedural design Cobol & assemblerCobol & assemblerNumerical analysisNumerical analysis


Knowledge:Knowledge:Knowledge:Knowledge:

Requirements analysisRequirements analysisSystem designSystem designProject managementProject managementdebuggingdebugging


Skills:Skills:Skills:Skills:

Integrated team designIntegrated team designFagan inspectionsFagan inspectionsTest proceduresTest proceduresChange controlChange control


Process Process AbilitiesAbilitiesProcess Process AbilitiesAbilities

Workforce Competency Example: Software EngineeringWorkforce Competency Example: Software Engineering

Competency FamilyCompetency FamilySoftware EngineeringSoftware EngineeringCompetency FamilyCompetency FamilySoftware EngineeringSoftware Engineering

Software Engineer IIISoftware Engineer IIISoftware Engineer IIISoftware Engineer III










WorkforceWorkforce CompetencyCompetency

Staffing by Capability LevelStaffing by Capability Level

II IIII IIIIII IVIV

Software EngineerSoftware Engineer

User TrainingUser Training1717 2525 1212 55

22 88 44 11

Workforce Workforce CompetencyCompetency

Current Staffing Level NeededCurrent Staffing Level Needed

II IIII IIIIII IVIV



44 99 66 22

Current Resource Profile Current Resource Profile (initial inventory)(initial inventory)Current Resource Profile Current Resource Profile (initial inventory)(initial inventory)

Current Workforce Needs Current Workforce Needs (one year cycle)(one year cycle)Current Workforce Needs Current Workforce Needs (one year cycle)(one year cycle)

Workforce Workforce CompetencyCompetency

2010 Staffing Level Needed2010 Staffing Level Needed

II IIII IIIIII IVIV



44 1010 88 33

Strategic Workforce Needs Strategic Workforce Needs (two to five year)(two to five year)Strategic Workforce Needs Strategic Workforce Needs (two to five year)(two to five year)

Software Engineer IISoftware Engineer IISoftware Engineer IISoftware Engineer II










Software Engineer ISoftware Engineer ISoftware Engineer ISoftware Engineer I










Current Current

Business Business

PlanPlan

Current Current

Business Business

PlanPlan

Strategic Strategic

Business Business

PlanPlan

Strategic Strategic

Business Business

PlanPlan


From Counting Heads to Understanding CapabilityFrom Counting Heads to Understanding Capability

10 Software Engineers10 Software Engineers

5 System Engineers5 System Engineers

4 Business Analysts 4 Business Analysts

Software EngineeringSoftware EngineeringSoftware EngineeringSoftware Engineering

Software Engineer IIISoftware Engineer IIISoftware Engineer IIISoftware Engineer III










Software Engineer IISoftware Engineer IISoftware Engineer IISoftware Engineer II










Software Engineer ISoftware Engineer ISoftware Engineer ISoftware Engineer I










WorkforceWorkforce CompetencyCompetency

Staffing by Capability LevelStaffing by Capability Level

II IIII IIIIII IVIV



22 88 44 11

Resource ProfileResource ProfileResource ProfileResource Profile

FROMFROM FROMFROM


IndividualIndividual

Unit and WorkgroupUnit and Workgroup

OrganizationOrganization

11 22 33 44 55Maturity LevelsMaturity Levels

Ad hoc,Ad hoc,Inconsistent Inconsistent workforce workforce practicespractices

Managers Managers performperformrepeatable repeatable practicespractices

Improvement & Improvement & integration of integration of personal work personal work processesprocesses

EmpoweredEmpoweredworkgroupsworkgroups& measured& measuredcapabilitycapability

OrganizationOrganizationdevelopsdevelopsworkforce workforce competenciescompetencies

Org

aniz

atio

nal D

evel

opm

ent

Org

aniz

atio

nal D

evel

opm

ent

Professional empow

erment

Professional empow

erment

People CMM: Focus for Changing PracticesPeople CMM: Focus for Changing Practices


Multiple Roles in the People CMMMultiple Roles in the People CMM

ExecutiveExecutiveManagementManagementExecutiveExecutiveManagementManagement

ManagersManagersManagersManagersOrganizationOrganizationOrganizationOrganization WorkforceWorkforceWorkforceWorkforce


ManagersManagersManagersManagers WorkforceWorkforceWorkforceWorkforce

ManagersManagersManagersManagersOrganizationOrganizationOrganizationOrganization WorkforceWorkforceWorkforceWorkforce


OrganizationOrganizationOrganizationOrganization WorkforceWorkforceWorkforceWorkforce


ManagersManagersManagersManagersOrganizationOrganizationOrganizationOrganization

Change is Change is institutionalizedinstitutionalizedChange is Change is institutionalizedinstitutionalized

MisguidedMisguided ChangeChangeMisguidedMisguided ChangeChange

Infective Infective Change Change Infective Infective Change Change

IsolatedIsolatedChangeChangeIsolatedIsolatedChangeChange

While change might be initiated by a single source, it must be While change might be initiated by a single source, it must be acceptedaccepted, , internalizedinternalized, and , and institutionalizedinstitutionalized by all affected parties to become by all affected parties to become effective and lasting. Practices in the People CMM address this issue. effective and lasting. Practices in the People CMM address this issue.

While change might be initiated by a single source, it must be While change might be initiated by a single source, it must be acceptedaccepted, , internalizedinternalized, and , and institutionalizedinstitutionalized by all affected parties to become by all affected parties to become effective and lasting. Practices in the People CMM address this issue. effective and lasting. Practices in the People CMM address this issue.

Temporary/ Temporary/ No Change No Change Temporary/ Temporary/ No Change No Change

ProcessProcessOwnersOwnersProcessProcessOwnersOwners




ManagersManagersManagersManagersOrganizationOrganizationOrganizationOrganization Temporary/ Temporary/ No Change No Change Temporary/ Temporary/ No Change No Change



WorkforceWorkforceWorkforceWorkforce


Organizational Culture: People CMM Transformations Organizational Culture: People CMM Transformations

Level 1Level 1 Chaotic and an impediment to Chaotic and an impediment to lasting changelasting change

Level 2Level 2 Change occurs due to management and Change occurs due to management and workforce buy-in of committed workworkforce buy-in of committed work

Level 3Level 3 Common understanding of culture; reflectsCommon understanding of culture; reflects professionalism and information sharing professionalism and information sharing

Level 4Level 4 Supports results oriented performance Supports results oriented performance and qualityand quality

Level 5Level 5 adaptable to changes in business adaptable to changes in business conditions conditions


Process Area Integration Across LevelsProcess Area Integration Across Levels

55OptimizingOptimizing

44PredictablePredictable

33DefinedDefined

LevelsLevels

People CMM ThreadsPeople CMM Threads

22ManagedManaged

DevelopingDevelopingCapability &Capability &CompetencyCompetency

BuildingBuildingWorkgroups & Workgroups & CultureCulture

MotivatingMotivating& Managing& ManagingPerformancePerformance

ShapingShapingthetheWorkforceWorkforce

ContinuousContinuousCapabilityCapabilityImprovementImprovement

MentoringMentoring

CompetencyCompetencyBased AssetsBased Assets

CompetencyCompetencyDevelopmentDevelopment

CompetencyCompetencyAnalysisAnalysis

Training andTraining andDevelopmentDevelopment

ContinuousContinuousWorkforceWorkforceInnovationInnovation

CompetencyCompetencyIntegrationIntegration

EmpoweredEmpoweredWorkgroupsWorkgroups

WorkgroupWorkgroupDevelopmentDevelopment

ParticipatoryParticipatoryCultureCulture

CommunicationCommunication& Coordination& Coordination

QuantitativeQuantitativePerformancePerformanceManagementManagement

CompetencyCompetencyBased PracticesBased Practices

CareerCareerDevelopmentDevelopment

CompensationCompensation

PerformancePerformanceManagementManagement

Work EnvironmentWork Environment

OrganizationalOrganizationalCapabilityCapabilityManagementManagement

WorkforceWorkforcePlanningPlanning

Staffing Staffing

OrganizationalOrganizationalPerformancePerformanceAlignmentAlignment


Developing Capability and CompetencyDeveloping Capability and Competency

Training needsTraining needsfor currentfor currentassignmentassignment

Development Development for nextfor nextassignmentassignment

Training needsTraining needsfor currentfor currentassignmentassignment

DevelopmentDevelopmentfor nextfor nextassignmentassignment

Level 2Level 2

WorkforceWorkforcecompetencycompetency

WorkforceWorkforcecompetencycompetency

Level 3Level 3 Level 5Level 5

PersonalPersonalcapabilitycapability

WorkgroupWorkgroupcapabilitycapability

WorkgroupWorkgroupcapabilitycapability

PersonalPersonalcapabilitycapability

CompetencyCompetencyBased AssetsBased Assets

Level 4Level 4

MentoringMentoring

MentoringMentoring

CompetencyCompetencyIntegrationIntegration


Building WorkgroupsBuilding Workgroups

IndividualIndividualStaff MembersStaff Members

Not designedNot designedfor collectivefor collectivework, managerwork, managercontrols allcontrols allactivities andactivities anddecisionsdecisions

Level 1Level 1

UnitUnit

InterpersonalInterpersonalcoordinationcoordinationskills overcomeskills overcomelack of processes,lack of processes,and managerand managerorganizesorganizes

Level 2Level 2

WorkgroupWorkgroup

Processes, roles, Processes, roles, and sharedand sharedaccountability,accountability,with managerwith managercoordinating &coordinating &facilitatingfacilitating

Level 3Level 3

EmpoweredEmpoweredWorkgroupWorkgroup

Team independentTeam independentbut accountablebut accountableto manager, andto manager, andperforms some ofperforms some ofits own workforceits own workforceactivitiesactivities

Level 4Level 4


Managing PerformanceManaging Performance

IndividualIndividualperformanceperformance

IndividualIndividualperformanceperformance

Level 2Level 2

......MgrMgr

Level 5Level 5

AlignedAlignedperformanceperformance

PerformancePerformanceof otherof otherworkgroupsworkgroups

MentorMentorUCLUCL

__XX

MgrMgr

Level 4Level 4

EmpoweredEmpowered& quantified& quantifiedperformanceperformance

......

0

2

4

6

8

10

12

Projects Audited in First Quarter

Nu

mb

er o

f N

on

com

pli

ance

s

MgrMgr

WorkgroupWorkgroupperformanceperformance

Level 3Level 3

......


Shaping the WorkforceShaping the Workforce

Level 2Level 2

ManagedManagedby unitby unitneedsneeds

......

ManagerManager

Level 3Level 3

Managed byManaged bycompetencycompetencyneedsneeds

CompetencyCompetencycommunitycommunity

Level 4Level 4

ManagedManagedby theby thenumbersnumbers

00

55

1010

1515

2020

2525

3030

Register Target Poor doc- Stack RegisterRegister Target Poor doc- Stack Registerallocation knowledge umentation offsets parts allocation knowledge umentation offsets parts

WorkforceWorkforcecapabilitycapability

Level 5Level 5

Managed byManaged byinnovativeinnovativepracticespractices

UCLUCL

__XX

0

2

4

6

8

10

12

Projects Audited in First Quarter

Nu

mb

er

of

No

nco

mp

lian

ces

ImprovementImprovementopportunityopportunity


Multiple Models/Technologies ArchitecturesMultiple Models/Technologies Architectures

Business Goals and ObjectivesBusiness Goals and Objectives

Integration and InteractionIntegration and Interaction

Software and SystemsSoftware and Systems

Knowledge and SkillsKnowledge and Skills

InfrastructureInfrastructure

Measu

rem

ents

Measu

rem

ents

Org

aniz

ati

on &

Managem

ent

Org

aniz

ati

on &

Managem

ent

People CMMPeople CMM

CMMICMMI

Product line Product line architecturesarchitectures

Lean Enterprise: Simplify and StandardizeLean Enterprise: Simplify and Standardize

PSP/TSPPSP/TSP

Six SigmaSix Sigma

Adapted from John Vu: SEPG 2006Adapted from John Vu: SEPG 2006


Improvement Efforts: Missing Elements for ChangeImprovement Efforts: Missing Elements for Change

VisionVisionVisionVision Capable Capable WorkforceWorkforceCapable Capable WorkforceWorkforce

Capable Capable ProcessesProcessesCapable Capable ProcessesProcesses

Organizational Organizational CultureCultureOrganizational Organizational CultureCulture

Action Action PlanPlanAction Action PlanPlan

ResourcesResourcesResourcesResources IncentivesIncentivesIncentivesIncentives

Capable Capable WorkforceWorkforceCapable Capable WorkforceWorkforce









IncentivesIncentivesIncentivesIncentives

VisionVisionVisionVision Capable Capable ProcessesProcessesCapable Capable ProcessesProcesses
















ResourcesResourcesResourcesResources





ChangeChangeChangeChange

ConfusionConfusionConfusionConfusion

Sporadic Sporadic changechangeSporadic Sporadic changechange

False startsFalse startsFalse startsFalse starts

Barriers to Barriers to changechangeBarriers to Barriers to changechange

Reinventing Reinventing the wheelthe wheelReinventing Reinventing the wheelthe wheel

Adapted from: Delorise Ambrose, 1987. Personal communicationAdapted from: Delorise Ambrose, 1987. Personal communication.. Adapted from: Delorise Ambrose, 1987. Personal communicationAdapted from: Delorise Ambrose, 1987. Personal communication..

Anxiety & Anxiety & frustrationfrustrationAnxiety & Anxiety & frustrationfrustration

Slow or little Slow or little progressprogressSlow or little Slow or little progressprogress


Some Indian Companies with L5Some Indian Companies with L5


Case Studies Case Studies

• Boeing Corporation

• Intel Corporation

• Organizations in India


Current Boeing People CMM ActivityCurrent Boeing People CMM Activity

Three People CMM Lead Assessors

Scope of Impact, 6,000 people

People CMM Assessments

People CMM Workshops

Readiness Reviews

Quarterly Reviews

Training

Consulting

Say ItSay ItDo ItDo ItProve ItProve ItImprove Improve ItIt


Lessons Learned From the Boeing Lessons Learned From the Boeing People CMM ActivityPeople CMM Activity

Must haves:Must haves:

• Meaningful initial meeting with the sponsorMeaningful initial meeting with the sponsor

• Well informed, process area trained, Well informed, process area trained, management teammanagement team

• Ownership of process areas by senior managersOwnership of process areas by senior managers

• Commitment to measures that are aligned with Commitment to measures that are aligned with business objectivesbusiness objectives

Say ItSay ItDo ItDo ItProve ItProve ItImprove ItImprove It


What’s better about the organizationWhat’s better about the organization

•Employee Satisfaction Index increased by 15%

•Customer satisfaction has remained high – current year to date satisfaction index is 7.6 on a 10 point scale

• Post Release Defects reduced by 50%

• Rework Ratio reduced by 15%

• Labor Effort Variation reduced by 35%

• Schedule Variation reduced by 38%

Say ItSay ItDo ItDo ItProve ItProve ItImprove ItImprove It

““Utilizing the People CMM to Leverage Organization Success” Utilizing the People CMM to Leverage Organization Success” Kenneth Foster, SEPG Conference 2005Kenneth Foster, SEPG Conference 2005


Hong KongHong Kong

JapanJapan

Manila -Manila -PhilippinesPhilippines

PRCPRC

Penang -Penang -MalaysiaMalaysia

RussiaRussia

NewNewMexicoMexico

OregonOregonCaliforniaCalifornia

ArizonaArizona

UtahUtah

WashingtonWashington

TexasTexas

Costa RicaCosta Rica

UKUKIrelandIrelandGermanyGermany

IsraelIsrael

FranceFrance

~80,000 employees; 43 countries; 70+ locations globally~80,000 employees; 43 countries; 70+ locations globally95,000 Clients; 3 million e-mails per day; 95,000 Clients; 3 million e-mails per day; 28 million minutes of teleconferencing per month;28 million minutes of teleconferencing per month;1 million+ hours of remote access per month1 million+ hours of remote access per month

Intel – IT Intel – IT


Intel - IT Goals and ApproachIntel - IT Goals and Approach

Goals Assess capability maturity of our workforce practices Establish capability baseline to:

Plan improvements

Assess our future progress

Approach Developed our own assessment workflow based on

People CMM model Developed our own scoring criteria and assessment

process for each workforce practiceDefined maximum capability attainment for each practice

Measured our level of attainment for that capability

Addressed the gap between current and maximum capability

* Other names and brands may be claimed as the property of others.* Other names and brands may be claimed as the property of others.


Intel – IT New Career Development ProgramIntel – IT New Career Development Program

Features Job descriptions define job competencies

Career paths include alternatives across job family boundaries

Skill-set tools for self assessment and peer assessment

Individual career development planning

Skills training mapped to specific job competencies

Benefits Ability to rate own skills through skills assessment

Skill gaps filled with job-specific training

Improved employee job classification and matching

Long-range career planning capability


People CMM in IndiaClub Mahindra HolidaysPeople CMM in IndiaClub Mahindra Holidays

People CMM Level 3• Re-assessed in 2006, People CMM Level 5• “Service-ware”• Hospitality Industry, encompassing hotels and

time share resorts• Transactional Environment• Competencies reflect the hospitality industry

Housekeeping Food and Beverage Maintenance Front Office


People CMM in IndiaTata Consultancy ServicesPeople CMM in IndiaTata Consultancy Services

Enterprise-wide CMMI® and People CMM Level 5

Integrated Quality Management System

Proof of Concept Pilot for using SCAMPI with People CMM

Technical Report CMU/SEI 2005-SR-001 SEI Technical Report


Evolution of TCS Quality InitiativesEvolution of TCS Quality Initiatives

Source: Keeni 2004Source: Keeni 2004


The Tata Business Excellence ModelThe Tata Business Excellence Model


Thank you.

cmm & pcmm

Documents