People Capability Maturity Model

People Capability

Maturity Model
Introduction
 The P-CMM is a maturity framework,
patterned
 after the structure of the CMM
 that focuses on continuously improving the
management and development of the human
assets of a software or information systems
organization
Aim
 provides guidance
 on how to improve the ability of software
organizations
 to attract,
 develop,
 motivate,
 organize and retain the talent
 needed to steadily improve their software
development capability.
Strategic Objectives
 Improving the capability of software
organizations by increasing the capability of
the workforce;
· Ensuring that the software development
capability is an attribute of an organization
· Aligning the motivation of individuals with
that of the organization;
· Retaining human assets
Premise of model
 a practice cannot be improved if it cannot be
repeated.
 In an organization's least mature state
systematic and repeated performance of
practices is sporadic.
Help to software organization
a) Characterize the maturity of their work force
practices;
b) guide a program of continuous workforce
development;
c) set priorities for immediate actions;
d) integrate work force development with
process improvement;
e) establish a culture of software engineering
excellence.
Practices in PCMM
 work environment,
 communication,
 staffing,
 managing performance,
 training,
 compensation,
 competency development,
 career development,
 team building, and
 culture development
Five stages of maturity
Level 1: Initial
Level 2: Repeatable
Level 3: Defined
Level 4: Managed
Level 5: Optimizing
Initial level
 the performance of workforce activities is
inconsistent
 The organization typically provide forms for
activities
 but offers little guidance or training in
conducting the activities supported by these
forms.
Characteristic of Level I
 Inconsistency in performing practices
 Displacement of responsibility
 Ritualistic practices
 An emotionally detached workforce
Repeatable level
 to eliminate problems that keep people from
being able to perform their work
responsibilities effectively
 to establish a foundation of workforce
practices that can be continuously improved
in developing the workforce.
Defined
 to gain a strategic competitive advantage
from its core competencies.
 the organization begins to adapt its workforce
practices to the specific nature of its
business..
Managed
 sets quantitative objectives for growth in core
competencies
 for the alignment of performance across the
individual, team, unit, and organizational
levels.
 foundation for evaluating trends in the
capability of the organization's workforce.
Optimizing
 continuous focus on improving individual
competencies and
 finding innovative ways to improve workforce
motivation and capability.
KPA- Key Process Areas
 the particular tasks and activities,
 which must be completed in order for an
organization
 to gain maturity and progress towards
optimizing their training initiatives.
KPA at repeatable level
 Work environment
 Communication
 Staffing
 Training
 Compensation
 Performance management
KPA at defined level
 Knowledge & Skills Analysis
 Workforce planning
 Competency Development
 Career Development
 Competency-based Practices
 Participatory Culture.
KPA at managed level
 Mentoring
 Team-building
 Team- based practices
 Organizational performance
 Organizational competency management
KPA at optimizing level
 Personal Competency Development
 Coaching.
 Continuous Workforce Innovation
Four themes of PCMM
 Developing Capabilities
 Building Teams and Culture
 Motivating and Managing Performance
 Shaping the workforce
PROCESS CATEGORIES

MOTIVATING &
DEVELOPING BUILDING TEAMS MANAGING SHAPING THE
MATURITY LEVELS
CAPABILITES & CULTURE PERFORMANC WORKFORCE
E

Coaching Personal
5 Optimizing Competency
Development
Organizational
Performance Organizations
4 Managed Mentoring Team Building Alignment Competency
Team-Based Management
Practices
Competency
Competency-Based
Development
3 Defined Participatory Culture Practices Career Workforce Planning
Knowledge &
Development
Skills Analysis
Compensation
Performance
Training
2 Repeatable Communication Management Staffing
Communication
Work
Environment
1 Initial
PCMM structure
Applied by an organization in two
primary ways:
 As a standard for assessing workforce

practices
 As a guide in planning and implementing
improvement activities

People Capability Maturity Model

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People Capability

 As a standard for assessing workforce

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