PCMM

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People CMM: Introduction

The People CMM is a roadmap for implementing workforce practices that continuously improve the capability of an organizations workforce.
Curtis, Hefley, & Miller (2001)

It enables organizations to:


to attract, develop, organize, motivate, and retain the workforce

required to build their products and deliver the services


align workforce development with strategic business or mission

goals
characterize maturity of workforce practices
set priorities for improving workforce capability become an employer of choice

People CMM: Process Areas by Maturity Level


Level Level 5 Optimizing 4 Predictable Focus Focus
Continuous Improvement

Process Area
Continuous Workforce Innovation Organizational Performance Alignment Continuous Capability Improvement Mentoring Organizational Capability Management Quantitative Performance Management Competency-Based Assets Empowered Workgroups Competency Integration Participatory Culture Workgroup Development Competency-Based Practices Career Development Competency Development Workforce Planning Competency Analysis Compensation Training and Development Performance Management Work Environment Communication and Coordination Staffing

Competency Productivity

Predicting Capability & Performance

3 Defined

Organizational Competency framework

2 Managed

Basic Management Practices

1 Initial

Risk Turnover

Organizational Culture: People CMM Transformations


Level 1
Level 2 Level 3 Level 4 Level 5
Chaotic and an impediment to lasting change Change occurs due to management and workforce buy-in of committed work Common understanding of culture; reflects professionalism and information sharing Supports results oriented performance and quality adaptable to changes in business conditions

People CMM: Institutionalization Practices


Practice performance will decay if not institutionalized

If no commitment

Failed efforts

If no ability

Ineffective performance No improvement

If no measurement If no verification

Declining compliance

Defining Workforce Competency


Knowledge represents the comprehension acquired

by experience and or study. Skills represents the proficiency or ability in techniques or tools that an individual must be able to demonstrate.

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

Knowledge

Skills

Process abilities

Workforce Competency

People CMM: Focus for Changing Practices

Organization develops workforce competencies Organization Managers perform repeatable practices Empowered workgroups & measured capability

Unit and Workgroup


Ad hoc, Inconsistent workforce practices Maturity Levels

Individual

Improvement & integration of personal work processes

Process Area Integration Across Levels


People CMM Threads

Levels

Developing Capability & Competency


Continuous Capability Improvement Mentoring Competency Based Assets Competency Development Competency Analysis

Building Workgroups & Culture

Motivating & Managing Performance


Organizational Performance Alignment

Shaping the Workforce


Continuous Workforce Innovation

5 Optimizing 4 Predictable 3 Defined 2 Managed

Competency Integration

Empowered Workgroups
Workgroup Development Participatory Culture Communication & Coordination

Quantitative Performance Management Competency Based Practices Career Development Compensation Performance Management Work Environment

Organizational Capability Management

Workforce Planning

Training and Development

Staffing

Developing Capability and Competency


Level 2
Training needs for current assignment

Level 3

Level 4

Level 5
Personal capability

Development for next assignment

Workforce competency

Mentoring Competency Based Assets Competency Integration

Workgroup capability

Training needs for current assignment

Workgroup capability

Workforce competency

Mentoring Personal capability

Development for next assignment

Building Workgroups
Level 1 Level 2

Level 3

Level 4

Not designed for collective work, manager controls all activities and decisions

Individual Staff Members

Interpersonal coordination skills overcome lack of processes, and manager organizes

Processes, roles, and shared accountability, with manager coordinating & facilitating

Team independent but accountable to manager, and performs some of its own workforce activities

Unit

Workgroup

Empowered Workgroup

Shaping the Workforce


Level 2
Managed by unit needs

Level 3
Managed by competency needs

Level 4
Managed by the numbers

Level 5
Managed by innovative practices

Number of Noncompliances

30 25

12 10 8 6 4 2 0 Projects Audited in First Quarter

UCL

. . .

20 15 10 5 0 Register Target Poor doc- Stack Register allocation knowledge umentation offsets parts

_ X

Manager

Competency community

Workforce capability

Improvement opportunity

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