cmm & pcmm
DESCRIPTION
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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
© Capt. Muthu krishnan Iyyappan, 2015
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
© Capt. Muthu krishnan Iyyappan, 2015
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.”
© Capt. Muthu krishnan Iyyappan, 2015
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
© Capt. Muthu krishnan Iyyappan, 2015
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!
© Capt. Muthu krishnan Iyyappan, 2015
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..
© Capt. Muthu krishnan Iyyappan, 2015
The Precursor : QMMGThe Precursor : QMMG
9
© Capt. Muthu krishnan Iyyappan, 2015 10
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
© Capt. Muthu krishnan Iyyappan, 2015
QMMG Vs CMMQMMG Vs CMM
QMMG CMM
Uncertainty Initial
Awakening Repeatable
Enlightenment Defined
Wisdom Managed
Certainty Optimized
11
© Capt. Muthu krishnan Iyyappan, 2015 12
Low Maturity OrganizationsLow Maturity Organizations
People capability variationPeople capability variation
Transaction workers: +/- 100%Transaction workers: +/- 100%
Knowledge workers: +/- 1000%Knowledge workers: +/- 1000%
© Capt. Muthu krishnan Iyyappan, 2015 13
Management Visibility
In OutLevel 1
In OutLevel 2
In OutLevel 3
In OutLevel 4
In OutLevel 5
Exception(s)Exception(s)
© Capt. Muthu krishnan Iyyappan, 2015 14
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
© Capt. Muthu krishnan Iyyappan, 2015 15
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
© Capt. Muthu krishnan Iyyappan, 2015
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)
© Capt. Muthu krishnan Iyyappan, 2015
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
© Capt. Muthu krishnan Iyyappan, 2015
“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
© Capt. Muthu krishnan Iyyappan, 2015
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
© Capt. Muthu krishnan Iyyappan, 2015
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..
© Capt. Muthu krishnan Iyyappan, 2015
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
© Capt. Muthu krishnan Iyyappan, 2015
Software Engineer IVSoftware Engineer IVSoftware Engineer IVSoftware Engineer IV
Application domain Application domain Procedural design Procedural design Cobol & assemblerCobol & assemblerNumerical analysisNumerical analysis
Application domain Application domain Procedural design Procedural design Cobol & assemblerCobol & assemblerNumerical analysisNumerical analysis
Knowledge:Knowledge:Knowledge:Knowledge:
Requirements analysisRequirements analysisSystem designSystem designProject managementProject managementdebuggingdebugging
Requirements analysisRequirements analysisSystem designSystem designProject managementProject managementdebuggingdebugging
Skills:Skills:Skills:Skills:
Integrated team designIntegrated team designFagan inspectionsFagan inspectionsTest proceduresTest proceduresChange controlChange control
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
Application domain Application domain Procedural design Procedural design Cobol & assemblerCobol & assemblerNumerical analysisNumerical analysis
Application domain Application domain Procedural design Procedural design Cobol & assemblerCobol & assemblerNumerical analysisNumerical analysis
Knowledge:Knowledge:Knowledge:Knowledge:
Requirements analysisRequirements analysisSystem designSystem designProject managementProject managementdebuggingdebugging
Requirements analysisRequirements analysisSystem designSystem designProject managementProject managementdebuggingdebugging
Skills:Skills:Skills:Skills:
Integrated team designIntegrated team designFagan inspectionsFagan inspectionsTest proceduresTest proceduresChange controlChange control
Integrated team designIntegrated team designFagan inspectionsFagan inspectionsTest proceduresTest proceduresChange controlChange control
Process Process AbilitiesAbilitiesProcess Process AbilitiesAbilities
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
Software EngineerSoftware Engineer
User TrainingUser Training2323 3030 1515 77
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
Software EngineerSoftware Engineer
User TrainingUser Training3131 3535 1818 99
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
Application domain Application domain Procedural design Procedural design Cobol & assemblerCobol & assemblerNumerical analysisNumerical analysis
Application domain Application domain Procedural design Procedural design Cobol & assemblerCobol & assemblerNumerical analysisNumerical analysis
Knowledge:Knowledge:Knowledge:Knowledge:
Requirements analysisRequirements analysisSystem designSystem designProject managementProject managementdebuggingdebugging
Requirements analysisRequirements analysisSystem designSystem designProject managementProject managementdebuggingdebugging
Skills:Skills:Skills:Skills:
Integrated team designIntegrated team designFagan inspectionsFagan inspectionsTest proceduresTest proceduresChange controlChange control
Integrated team designIntegrated team designFagan inspectionsFagan inspectionsTest proceduresTest proceduresChange controlChange control
Process Process AbilitiesAbilitiesProcess Process AbilitiesAbilities
Software Engineer ISoftware Engineer ISoftware Engineer ISoftware Engineer I
Application domain Application domain Procedural design Procedural design Cobol & assemblerCobol & assemblerNumerical analysisNumerical analysis
Application domain Application domain Procedural design Procedural design Cobol & assemblerCobol & assemblerNumerical analysisNumerical analysis
Knowledge:Knowledge:Knowledge:Knowledge:
Requirements analysisRequirements analysisSystem designSystem designProject managementProject managementdebuggingdebugging
Requirements analysisRequirements analysisSystem designSystem designProject managementProject managementdebuggingdebugging
Skills:Skills:Skills:Skills:
Integrated team designIntegrated team designFagan inspectionsFagan inspectionsTest proceduresTest proceduresChange controlChange control
Integrated team designIntegrated team designFagan inspectionsFagan inspectionsTest proceduresTest proceduresChange controlChange control
Process Process AbilitiesAbilitiesProcess Process AbilitiesAbilities
Current Current
Business Business
PlanPlan
Current Current
Business Business
PlanPlan
Strategic Strategic
Business Business
PlanPlan
Strategic Strategic
Business Business
PlanPlan
© Capt. Muthu krishnan Iyyappan, 2015
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
Application domain Application domain Procedural design Procedural design Cobol & assemblerCobol & assemblerNumerical analysisNumerical analysis
Application domain Application domain Procedural design Procedural design Cobol & assemblerCobol & assemblerNumerical analysisNumerical analysis
Knowledge:Knowledge:Knowledge:Knowledge:
Requirements analysisRequirements analysisSystem designSystem designProject managementProject managementdebuggingdebugging
Requirements analysisRequirements analysisSystem designSystem designProject managementProject managementdebuggingdebugging
Skills:Skills:Skills:Skills:
Integrated team designIntegrated team designFagan inspectionsFagan inspectionsTest proceduresTest proceduresChange controlChange control
Integrated team designIntegrated team designFagan inspectionsFagan inspectionsTest proceduresTest proceduresChange controlChange control
Process Process AbilitiesAbilitiesProcess Process AbilitiesAbilities
Software Engineer IISoftware Engineer IISoftware Engineer IISoftware Engineer II
Application domain Application domain Procedural design Procedural design Cobol & assemblerCobol & assemblerNumerical analysisNumerical analysis
Application domain Application domain Procedural design Procedural design Cobol & assemblerCobol & assemblerNumerical analysisNumerical analysis
Knowledge:Knowledge:Knowledge:Knowledge:
Requirements analysisRequirements analysisSystem designSystem designProject managementProject managementdebuggingdebugging
Requirements analysisRequirements analysisSystem designSystem designProject managementProject managementdebuggingdebugging
Skills:Skills:Skills:Skills:
Integrated team designIntegrated team designFagan inspectionsFagan inspectionsTest proceduresTest proceduresChange controlChange control
Integrated team designIntegrated team designFagan inspectionsFagan inspectionsTest proceduresTest proceduresChange controlChange control
Process Process AbilitiesAbilitiesProcess Process AbilitiesAbilities
Software Engineer ISoftware Engineer ISoftware Engineer ISoftware Engineer I
Application domain Application domain Procedural design Procedural design Cobol & assemblerCobol & assemblerNumerical analysisNumerical analysis
Application domain Application domain Procedural design Procedural design Cobol & assemblerCobol & assemblerNumerical analysisNumerical analysis
Knowledge:Knowledge:Knowledge:Knowledge:
Requirements analysisRequirements analysisSystem designSystem designProject managementProject managementdebuggingdebugging
Requirements analysisRequirements analysisSystem designSystem designProject managementProject managementdebuggingdebugging
Skills:Skills:Skills:Skills:
Integrated team designIntegrated team designFagan inspectionsFagan inspectionsTest proceduresTest proceduresChange controlChange control
Integrated team designIntegrated team designFagan inspectionsFagan inspectionsTest proceduresTest proceduresChange controlChange control
Process Process AbilitiesAbilitiesProcess Process AbilitiesAbilities
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
Resource ProfileResource ProfileResource ProfileResource Profile
FROMFROM FROMFROM
© Capt. Muthu krishnan Iyyappan, 2015
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
© Capt. Muthu krishnan Iyyappan, 2015
Multiple Roles in the People CMMMultiple Roles in the People CMM
ExecutiveExecutiveManagementManagementExecutiveExecutiveManagementManagement
ManagersManagersManagersManagersOrganizationOrganizationOrganizationOrganization WorkforceWorkforceWorkforceWorkforce
ExecutiveExecutiveManagementManagementExecutiveExecutiveManagementManagement
ManagersManagersManagersManagers WorkforceWorkforceWorkforceWorkforce
ManagersManagersManagersManagersOrganizationOrganizationOrganizationOrganization WorkforceWorkforceWorkforceWorkforce
ExecutiveExecutiveManagementManagementExecutiveExecutiveManagementManagement
OrganizationOrganizationOrganizationOrganization WorkforceWorkforceWorkforceWorkforce
ExecutiveExecutiveManagementManagementExecutiveExecutiveManagementManagement
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
ProcessProcessOwnersOwnersProcessProcessOwnersOwners
ProcessProcessOwnersOwnersProcessProcessOwnersOwners
ExecutiveExecutiveManagementManagementExecutiveExecutiveManagementManagement
ManagersManagersManagersManagersOrganizationOrganizationOrganizationOrganization Temporary/ Temporary/ No Change No Change Temporary/ Temporary/ No Change No Change
ProcessProcessOwnersOwnersProcessProcessOwnersOwners
ProcessProcessOwnersOwnersProcessProcessOwnersOwners
WorkforceWorkforceWorkforceWorkforce
© Capt. Muthu krishnan Iyyappan, 2015
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
© Capt. Muthu krishnan Iyyappan, 2015
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
© Capt. Muthu krishnan Iyyappan, 2015
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
© Capt. Muthu krishnan Iyyappan, 2015
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
© Capt. Muthu krishnan Iyyappan, 2015
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
......
© Capt. Muthu krishnan Iyyappan, 2015
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
© Capt. Muthu krishnan Iyyappan, 2015
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
© Capt. Muthu krishnan Iyyappan, 2015
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
Capable Capable ProcessesProcessesCapable Capable ProcessesProcesses
Organizational Organizational CultureCultureOrganizational Organizational CultureCulture
Action Action PlanPlanAction Action PlanPlan
ResourcesResourcesResourcesResources IncentivesIncentivesIncentivesIncentives
VisionVisionVisionVision Capable Capable WorkforceWorkforceCapable Capable WorkforceWorkforce
Capable Capable ProcessesProcessesCapable Capable ProcessesProcesses
Organizational Organizational CultureCultureOrganizational Organizational CultureCulture
Action Action PlanPlanAction Action PlanPlan
IncentivesIncentivesIncentivesIncentives
VisionVisionVisionVision Capable Capable ProcessesProcessesCapable Capable ProcessesProcesses
Organizational Organizational CultureCultureOrganizational Organizational CultureCulture
Action Action PlanPlanAction Action PlanPlan
ResourcesResourcesResourcesResources IncentivesIncentivesIncentivesIncentives
VisionVisionVisionVision Capable Capable WorkforceWorkforceCapable Capable WorkforceWorkforce
Organizational Organizational CultureCultureOrganizational Organizational CultureCulture
Action Action PlanPlanAction Action PlanPlan
ResourcesResourcesResourcesResources IncentivesIncentivesIncentivesIncentives
VisionVisionVisionVision Capable Capable WorkforceWorkforceCapable Capable WorkforceWorkforce
Capable Capable ProcessesProcessesCapable Capable ProcessesProcesses
Action Action PlanPlanAction Action PlanPlan
ResourcesResourcesResourcesResources IncentivesIncentivesIncentivesIncentives
VisionVisionVisionVision Capable Capable WorkforceWorkforceCapable Capable WorkforceWorkforce
Capable Capable ProcessesProcessesCapable Capable ProcessesProcesses
Organizational Organizational CultureCultureOrganizational Organizational CultureCulture
Action Action PlanPlanAction Action PlanPlan
ResourcesResourcesResourcesResources
VisionVisionVisionVision Capable Capable WorkforceWorkforceCapable Capable WorkforceWorkforce
Capable Capable ProcessesProcessesCapable Capable ProcessesProcesses
Organizational Organizational CultureCultureOrganizational Organizational CultureCulture
ResourcesResourcesResourcesResources IncentivesIncentivesIncentivesIncentives
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
© Capt. Muthu krishnan Iyyappan, 2015
Some Indian Companies with L5Some Indian Companies with L5
© Capt. Muthu krishnan Iyyappan, 2015
Case Studies Case Studies
• Boeing Corporation
• Intel Corporation
• Organizations in India
© Capt. Muthu krishnan Iyyappan, 2015
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
© Capt. Muthu krishnan Iyyappan, 2015
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
© Capt. Muthu krishnan Iyyappan, 2015
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
© Capt. Muthu krishnan Iyyappan, 2015
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
© Capt. Muthu krishnan Iyyappan, 2015
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.
© Capt. Muthu krishnan Iyyappan, 2015
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
© Capt. Muthu krishnan Iyyappan, 2015
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
© Capt. Muthu krishnan Iyyappan, 2015
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
© Capt. Muthu krishnan Iyyappan, 2015
Evolution of TCS Quality InitiativesEvolution of TCS Quality Initiatives
Source: Keeni 2004Source: Keeni 2004
© Capt. Muthu krishnan Iyyappan, 2015
The Tata Business Excellence ModelThe Tata Business Excellence Model
© Capt. Muthu krishnan Iyyappan, 2015
Thank you.