1. The People Capability Maturity Model: Overview
July 2008 SEI Webinar
The People Capability Maturity Model: Overview
Title Slide
Title and Subtitle text blocks should not be moved from their position if at all possible.
Gian Wemyss
Senior Member of the Technical Staff
Software Engineering Institute
© 2008 Carnegie Mellon University

2. People CMM: Introduction
July 2008 SEI Webinar
The People CMM is a roadmap for implementing workforce practices that continuously improve the capability of an organization’s workforce. 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
Curtis, Hefley, & Miller (2001)
© 2008 Carnegie Mellon University

3. People CMM: Process Areas by Maturity Level
July 2008 SEI Webinar
Level
Level
Focus
Focus
Process Area
Competency
Productivity
Continuous Workforce Innovation
Organizational Performance Alignment
Continuous Capability Improvement 5
Optimizing
Continuous
Improvement
Mentoring
Organizational Capability Management
Quantitative Performance Management
Competency-Based Assets
Empowered Workgroups
Competency Integration 4
Predictable
Predicting
Capability & Performance
Participatory Culture
Workgroup Development
Competency-Based Practices
Career Development
Competency Development
Workforce Planning
Competency Analysis
Organizational
Competency
framework 3
Defined
Compensation
Training and Development
Performance Management
Work Environment
Communication and Coordination
Staffing 2
Managed
Basic
Management
Practices
Risk
Turnover 1
Initial
© 2008 Carnegie Mellon University

4. People CMM Practices: “What, not How”
July 2008 SEI Webinar
Practices describe “what” activities and actions should be performed. It is up to the organization to decide “how” the practices are implemented to satisfy goals.
“How” Factors
Organizational Culture
Industry
Country
?????
Two Types of Practices: “The What”
Describe the activities or procedures that should be performed by individuals, in workgroups or units, or by the organization.
Implementation
Practices in the People CMM describe “what” activities and actions should be performed (by individuals, in workgroups or units, or by the organization) to improve an organization’s capability to manage and develop their workforce. It is up to the organization to decide “how” the practices are implemented to satisfy goals. Each organization has its own culture and “way of doing things” and these are factors in the “how”.
Other “How” Factors could include maturity level of the organization, composition of the workforce, etc.
Implementation: Practices performed: describes the practices and procedures implemented by the organization;
Institutionalization: Supports and institutionalized the process areas
Practices that help to institutionalize the implementation practices in the organization’s culture so they are effective, repeatable, and lasting.
Institutionalization
© 2008 Carnegie Mellon University

5. People CMM: Institutionalization Practices
July 2008 SEI Webinar
Practice performance will decay if not institutionalized
If no commitment
Failed efforts
If no ability
Ineffective performance
If no measurement
No improvement
Theme of slide:
To illustrate that all institutionalization features must be used
Discussion points:
Institutionalization practices help to institutionalize the implementation practices in the organization’s culture so they are effective, repeatable, and lasting. Institutionalization practices establish the conditions required to institutionalize practices.
Compare and contrast practices performed versus institutionalization features.
Commitment: Executive commitment saying this is the way things are going to be done; this typically comes in the form of policy.
Ability: Giving people the ability to do things, if you want to give the ability you need to train them, make sure they have the tools, procedures, and time (charge code) etc. How do you give employees the ability?
Measurement: Take measures to understand where you are and where you are going, they help you understanding if your process is getting you the result you want.
Verification: Executive management verifies that things are being done. If you don’t have the verification, then how do you know people are doing what is required. It gives management visibility into what is going on and what is being done.
Measurement and verification enhance strategic planning.
The point to be made here is that a quick clean up at the end of the year to do many performance appraisals could be what it takes to say “appraisals are done” or simply to accomplish the activity. However, the organizational capability is present only when all institutionalization features are done. .
If no verification
Declining compliance
© 2008 Carnegie Mellon University

6. People Capability Maturity Model: Primary Objective
July 2008 SEI Webinar
The primary objective of:
a CMM is to improve the capability of an organization.
the CMMI (DEV, ACQ, SVC), is to improve the capability of an organizations processes.
the People CMM is to improve the capability of an organization’s workforce.
The People CMM, defines capability as the level of knowledge, skills, and process abilities available within each workforce competency of the organization to build its products or deliver its services.
People CMM
CMMI-DEV, ACQ, SVS, TSP
Primary emphasis for P-CMM is workforce capability whereas for CMMI-DEV then process capability. However, they both support in some fashion the workforce capability and process capability.
Workforce
capability
Process
capability
Performance
enables
predicts
© 2008 Carnegie Mellon University

7. Defining Workforce Competency
July 2008 SEI Webinar
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: it is the information and understanding that someone must have to perform a task successfully. Knowledge provides the basis for performing a skill.
Skills: that an individual must be able to demonstrate in order to accomplish committed work. Skills may involve behaviors that directly accomplish the task or that provide support of, or coordination with, others involved in accomplishing committed work.
Process abilities is the capacity to perform individual skills in the sequencing or method used in the organization. It also represents an individual’s capacity to apply knowledge and perform skills in the context of the organization’s defined, competency-based processes.
Process abilities
Workforce Competency
Knowledge +
Skills + =
© 2008 Carnegie Mellon University

8. Workforce Competency Example: Software Engineering
July 2008 SEI Webinar
Current Resource Profile (initial inventory)
Software Engineer IV
Application domain Procedural design
Cobol & assembler
Numerical analysis
Knowledge:
Requirements analysis
System design
Project management
debugging
Skills:
Integrated team design
Fagan inspections
Test procedures
Change control
Process Abilities
Software Engineer III
Application domain Procedural design
Cobol & assembler
Numerical analysis
Knowledge:
Requirements analysis
System design
Project management
debugging
Skills:
Integrated team design
Fagan inspections
Test procedures
Change control
Process Abilities
Workforce
Competency
Staffing by Capability Level I II
III IV
Software Engineer
User Training 17 25 12 5 2 8 4 1
Software Engineer II
Application domain Procedural design
Cobol & assembler
Numerical analysis
Knowledge:
Requirements analysis
System design
Project management
debugging
Skills:
Integrated team design
Fagan inspections
Test procedures
Change control
Process Abilities
Software Engineer I
Application domain Procedural design
Cobol & assembler
Numerical analysis
Knowledge:
Requirements analysis
System design
Project management
debugging
Skills:
Integrated team design
Fagan inspections
Test procedures
Change control
Process Abilities
Current Workforce Needs (one year cycle)
Current Business Plan
Workforce
Competency
Current Staffing Level Needed I II
III IV
Software Engineer 23 30 15 7
User Training 4 9 6 2
Strategic Workforce Needs (two to five year)
Competency Family
Software Engineering
Strategic Business Plan
Workforce
Competency
2010 Staffing Level Needed I II
III IV
Software Engineer
User Training 31 35 18 9 4 10 8 3
© 2008 Carnegie Mellon University

9. From Counting Heads to Understanding Capability
July 2008 SEI Webinar
Software Engineer III
Application domain Procedural design
Cobol & assembler
Numerical analysis
Knowledge:
Requirements analysis
System design
Project management
debugging
Skills:
Integrated team design
Fagan inspections
Test procedures
Change control
Process Abilities
FROM
Software Engineer II
Application domain Procedural design
Cobol & assembler
Numerical analysis
Knowledge:
Requirements analysis
System design
Project management
debugging
Skills:
Integrated team design
Fagan inspections
Test procedures
Change control
Process Abilities
Software Engineer I
Application domain Procedural design
Cobol & assembler
Numerical analysis
Knowledge:
Requirements analysis
System design
Project management
debugging
Skills:
Integrated team design
Fagan inspections
Test procedures
Change control
Process Abilities
10 Software Engineers
5 System Engineers
4 Business Analysts
Software Engineering
Resource Profile
Workforce
Competency
Staffing by Capability Level I II
III IV
Software Engineer
User Training 17 25 12 5 2 8 4 1
© 2008 Carnegie Mellon University

10. People CMM: Focus for Changing Practices
July 2008 SEI Webinar
Organization
develops
workforce
competencies
Organizational Development
Organization
Professional empowerment
Managers
perform
repeatable
practices
Empowered
workgroups
& measured
capability
Unit and Workgroup
Ad hoc,
Inconsistent workforce practices
Improvement & integration of personal work processes
Individual 1 2 3 4 5
Maturity Levels
© 2008 Carnegie Mellon University

11. Multiple Roles in the People CMM
July 2008 SEI Webinar
While change might be initiated by a single source, it must be accepted, internalized, and institutionalized by all affected parties to become effective and lasting. Practices in the People CMM address this issue.
Organization
Executive
Management
Managers
Process
Owners
Workforce
Change is institutionalized
Executive
Management
Managers
Process
Owners
Workforce
Isolated
Change
Organization
Managers
Process
Owners
Workforce
Misguided
Change
Organization
Executive
Management
Process
Owners
Workforce
Temporary/ No Change
Practices in the People CMM apply to the entire organization. To create effective and lasting change all organizational players should be considered.
Executive management sees their policies, procedures, values, etc. are have the desired affect; increased productivity and profits.
Organization runs smoothly, the way we do things here, is a real reflection of the values, business objectives, and strategies.
Managers have are provided the time and resources to develop their people, not focused on doing the work, managing it and the people doing it.
Workforce sees the benefits of the implemented practices and in turn commits and aligns their performance and behaviors accordingly.
Organization
Executive
Management
Managers
Workforce
Infective Change
Organization
Executive
Management
Managers
Process
Owners
Temporary/ No Change
© 2008 Carnegie Mellon University

12. Organizational Culture: People CMM Transformations
July 2008 SEI Webinar
Organizational Culture: People CMM Transformations
Level 1
Chaotic and an impediment to
lasting change
Level 2
Change occurs due to management and
workforce buy-in of committed work
Level 3
Common understanding of culture; reflects
professionalism and information sharing
Level 4
Supports results oriented performance
and quality
QUESTION NUMBER 5 AFTER THIS SLIDE
Theme of slide:
Attributes of a Level 1 organization?
Discussion points:
A brief look at some of the issues of a Level 1 organization.
Level 5
adaptable to changes in business
conditions
© 2008 Carnegie Mellon University

13. Process Area Integration Across Levels
Intro to People CMM, Module 3 – , v1.1
Levels
People CMM Threads
Developing
Capability &
Competency
Building
Workgroups &
Culture
Motivating
& Managing
Performance
Shaping
the
Workforce 5
Optimizing
Continuous
Capability
Improvement
Organizational
Performance
Alignment
Continuous
Workforce
Innovation 4
Predictable
Mentoring
Competency
Based Assets
Competency
Integration
Empowered
Workgroups
Quantitative
Performance
Management
Organizational
Capability
Management 3
Defined
Competency
Development
Analysis
Workgroup
Development
Participatory
Culture
Competency
Based Practices
Career
Development
Workforce
Planning
Theme of slide:
A review of what has been covered and where the Level 2 Process Areas fit within the threads.
Emphasize the foundations they provide.
Discussion Topics:
Process areas reside at a single maturity level, however some process areas are linked across maturity levels by common areas of concerns that the People CMM was designed to address. The threads can be viewed as objectives of the PCMM. The objectives are addressed in a different way at each maturity level.
The links cause workforce practices established at a maturity level to be transformed by one or more process areas at a higher maturity levels.
Example:
The Training and Development practices that were implemented at Maturity Level 2 are transformed into Competency Development at Level 3 and Mentoring at Level 4.
Practices at one level support the objectives of the next level; building upon each other
Note: This does not indicate that the People CMM can be used as a “continuous model”. It cannot! 2
Managed
Training and
Development
Communication
& Coordination
Compensation
Performance
Management
Work Environment
Staffing
© 2008 Carnegie Mellon University

14. Developing Capability and Competency
Intro to People CMM, Module 3 – , v1.1
Training needs
for current
assignment
Development
for next
Level 2
Workforce
competency
Level 3
Competency
Based Assets
Level 4
Mentoring
Integration
Level 5
Personal
capability
Workgroup
Theme of Slide:
Review the Developing Competency Thread using the example provided on the previous slide showing the evolution…. as it grows it becomes more robust
Discussion Points:
Level 2 – addresses the immediate training needs of the individuals at the unit level so that they can accomplish their committed work.. If individuals have the knowledge and skills to perform their committed work then they can work on development activities. Focus – skills needed to accomplish committed work. Knowledge and skills, establishing the building blocks for competency at the unit level.
Level 3 – focus shifts from the skills needed in individual units to workforce competencies needed for the organization to accomplish its current and strategic business objectives. Through Competency Analysis the organization understands the knowledge, skills, and process abilities required for current and future work. Through Competency Development, the organization establishes an organization wide development program. Level 2 workforce practices are transformed to support developed of workforce competency (Compensation, Performance Management, etc). Starts with defining the competencies, how does the organization do this or develop that. Or, you can look at the core competency and start down, or start with what are the competencies, this is what we are good at and next this is what we want to be, forcing the organization to think about what they want to be. Probably need to look at what you are going to produce.
Level 4 – When competency-based processes have been institutionalized (at Level 3) the organization can begin to integrate different competency-based processes into a multidisciplinary processes. An example would be the integration of software and hardware design processes into a single product design. The results of performing competency based processes become assets and are place into a repository (Competency-Based Assets). This information helps to transfer the knowledge and capability to others who share the workforce competency. Mentors utilize the competency-based assets to help others develop their capability. Mentoring becomes a formal means of transferring a defined content of the knowledge, skills, and process abilities, typically contained in competency-based assets. With mentoring you are expecting some level of efficiency in the competency.
Level 5 – The focus now is on the continuous improvement of individual and workgroup capability. People can initiate an individual program to continuously improve their work processes through which they perform competency-based processes (Continuous Capability Improvement). Lessons learned information is captured and shared. Workgroups improve their capability through the integration of personal work processes. Lessons learned are reviewed and can be adopted into the competency-based processes of one or more workforce competencies. Developing personal capability, analyzing your personal work (the processes you use for performing your work), and you can share this with your organization.
© 2008 Carnegie Mellon University

15. Intro to People CMM, Module 3 – 010408, v1.1
Building Workgroups
Intro to People CMM, Module 3 – , v1.1
Individual
Staff Members
Not designed
for collective
work, manager
controls all
activities and
decisions
Level 1
Unit
Interpersonal
coordination
skills overcome
lack of processes,
and manager
organizes
Level 2
Level 3
Empowered
Workgroup
Team independent
but accountable
to manager, and
performs some of
its own workforce
activities
Level 4
Processes, roles,
and shared
accountability,
with manager
coordinating &
facilitating
Theme of slide:
Review the Building Workgroups Thread.
Discussion points:
Level 1 – Coordination efforts are dependent on the interpersonal skills of the individual. Managers oversees the unit. Building the skills of individuals, let people start to communicate and coordinate with each other.
Level 2 - Focus on improving interpersonal communication skills (Communication and Coordination). At the unit and individual level the skills developed enable the management of dependencies of committed work; collaborative work.
Level 3 – Work processes used in each competency are defined. The Competency based process define how individuals (in a workforce competency) apply their knowledge, perform their skills, and apply their process abilities. Workgroups operating processes (Workgroup Development) are defined. Information is provided to the workgroup to aid in decision making (Participatory Culture). Formally defined interfaces among competency communities. Work is now process based around the competencies. Manager ensures people have what they need to get the work done and facilitates issues.
Level 4 – Integration and interweaving of the competency-based processes of differenent workforce competencies that become a multidisciplinary processes (Competency-Integration). Organization empowers (Empowered Workgroups) the workgroup to manager their work processes and perform some of their workforce activities (Staffing, etc).
Level 5 – Workgroups continually improve their operating processes by improving the integration of the personal work processes used by their workgroup members (Continuous Capability Improvement). Practices ate Level 5 seek to continuously improve the integration and performance of work among individuals, workgroups, and units.
Workgroup
© 2008 Carnegie Mellon University

16. Intro to People CMM, Module 3 – 010408, v1.1
Managing Performance
Intro to People CMM, Module 3 – , v1.1
Individual
performance
Level 2 .
Mgr
Mgr
Workgroup
performance
Level 3 .
UCL _ X
Mgr
Level 4
Empowered
& quantified
performance .
Level 5
Aligned
performance
Performance
of other
workgroups
Mentor
Theme of slide:
Review the Managing Performance Thread.
Discussion points:
Level 2 – Focuses on individual performance that is linked to the Unit’s committed work (Performance Management). Performance objectives are set and managers holds periodic discussion of performance. Manager manages performance. Moves away from performance management done to you to. It is now done with you.
Level 3 - Performance is tied to level of capability in the workforce competencies. Graduated career opportunities developed to ensure growth in one or more competency (Competency-Based Practices). Workgroup have documented performance objectives that are allocated to its members. Manager steps back and workgroups begin managing performance. Performance management is done and managers and individuals have a responsibility for developing their competency. At this point, you have brought people together around the competencies, and now you have competency-based processes. Now you can begin to considering career development. People with critical competencies become assets of the organization and not just the unit.
Level 4 – Since members of a competency community are performing similar competency-based processes, the organization can quantify this capability. Performance is controlled quantitatively (current performance is compared to past results - Quantitative Performance Management). Empowered workgroups can use measurements (past process performance) to evaluate their performance. Manager is managing business objectives. Using data to make decisions with respect to performance, capability, etc. At this point people are not reluctant to share their data. Mentoring is now providing input. Workgroups manage their own performance, and individuals are linked to the performance of the workgroup.
Level 5 - Quantitative process performance data ensures that performance at all levels of the organization is aligned with the business objectives. Performance is compared across the organization. Performance is aligned at the individual and workgroup level, mentors are utilized and managers are managing resources and direction. Now you can use the performance baselines that were established at Level 4 so you have something you can measure your performance against….you can also benchmark outside the unit.
© 2008 Carnegie Mellon University

17. Intro to People CMM, Module 3 – 010408, v1.1
Shaping the Workforce
Intro to People CMM, Module 3 – , v1.1
Level 2
Managed
by unit
needs .
Manager
Level 3
Managed by
competency
needs
Competency
community
Level 4
Managed
by the
numbers 5 10 15 20 25 30
allocation knowledge umentation offsets parts
Register Target Poor doc- Stack Register
Workforce
capability
Level 5
Managed by
innovative
practices
UCL _ X
Improvement
opportunity
Theme of slide:
Review the Shaping the Workforce Thread.
Discussion points:
Level 2 – Staffing is managed and driven by real units needs. Staffing provides an organization is greatest opportunity to influence performance.
Level 3 – Strategic workforce plan details the level of capability needed in each of the organizations workforce competencies. Units contribute to the accomplishment of the strategic plan (Workforce Planning). Develop required competencies internally or by hiring externally.
Level 4 – organization quantifies its workforce capability and uses the data to manage the development of competencies (Organizational Capability Management). The quantitative data allows the organization to evaluate the impact of its workforce practices on meeting the strategic objectives laid in the strategic workforce plan. Managing the workforce by numbers. How much capability do I have? How much is needed? How much staffing do I need to do to get the right people? How much development?
Level 5 – Organization searches for innovative practices that can improve the capability and innovation of the workforce (Continuous Workforce Innovation). The selected innovative practices are piloted to determine if they can make measurable improvements. The organization has developed standard mechanisms for deploying changes and improvements across the organization. Based on the quantitative data, we can manage more effectively. Identifying innovative practices and piloting the most promising ones..
© 2008 Carnegie Mellon University

18. Multiple Models/Technologies Architectures
July 2008 SEI Webinar
Business Goals and Objectives
Product line architectures
Integration and Interaction
Six Sigma
Software and Systems
CMMI
Organization & Management
Measurements
Knowledge and Skills
People CMM
Infrastructure
PSP/TSP
Lean Enterprise: Simplify and Standardize
Adapted from John Vu: SEPG 2006
© 2008 Carnegie Mellon University

19. Intro to People CMM, Mod 9 – 010408, v1.1
Case Studies
Boeing Corporation
Novo Nordisk, IT/AS
Computer Sciences Corporation
Intel Corporation
Organizations in India
Theme of Slide:
To provide information over and above that in Chapter 7 of the People CMM Addison Wesley book.
Discussion Points:
While each organization is very different, they had two common motivations:
Increased capability
Talent management .
© 2008 Carnegie Mellon University

20. Current Boeing People CMM Activity
Intro to People CMM, Mod 9 – , v1.1
Current 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 It
Do It
Prove It
Improve It
Theme of Slide:
To share additional information provided by Boeing.
Discussion Points and Information:
Since 2002, Boeing has expanded its People CMM effort to include the scope listed above.
Boeing currently has three People CMM Lead Assessors (People CMM Assessment method, not SCAMPI)
Boeing conducted formal (People CMM Assessment Method) and informal mini-appraisals
Boeing conducted multiple one day People CMM workshops to introduce employees and change agents to the model and how it was to be implemented at Boeing.
The People CMM group within Boeing provided consulting to other areas in Boeing that were adopting People CMM.
© 2008 Carnegie Mellon University

21. Intro to People CMM, Mod 9 – 010408, v1.1
Lessons Learned From the Boeing People CMM Activity
Intro to People CMM, Mod 9 – , v1.1
Must haves:
Meaningful initial meeting with the sponsor
Well informed, process area trained, management team
Ownership of process areas by senior managers
Commitment to measures that are aligned with business objectives
Theme of Slide:
Boeing Lessons Learned.
Discussion Points:
These are some of the top lessons learned from Boeings’ implementation of the People CMM.
Managers were assigned Process Areas and were trained on that Process Area. They maintained ownership but, delegated implementation to others in the organization. The importance here is that the managers maintained a commitment to implementing the process areas and made sure that the People CMM efforts were in alignment with the business objectives.
Say It
Do It
Prove It
Improve It
© 2008 Carnegie Mellon University

22. What’s better about the organization
Intro to People CMM, Mod 9 – , v1.1
What’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 It
Do It
Prove It
Improve It
Theme of Slide:
Describe changes that have occurred within Boeing Business Resources Support since the 2002 case study publication.
Discussion Points:
Boeing Business Resources Support is an IT organization that was appraised at Level 3. This slide describes the improvement achieved by going from Level 2 to Level 3. An additional benefit was the ability to take on more customers while sustaining the success factors listed above.
Customer satisfaction of Boeings Business Resources Support remained high as indicated in slide (7.6 on a 10 point scale).
“Utilizing the People CMM to Leverage Organization Success”
Kenneth Foster, SEPG Conference 2005
© 2008 Carnegie Mellon University

23. Intro to People CMM, Mod 9 – 010408, v1.1
Novo Nordisk Staffing
NNIT Headcount
25%
20%
15%
10% 5% 0%
500
400
300
200
100 T u r n o v e F T E s
Theme of Slide:
Review the Novo Nordisk timeline and workforce population.
Discussion Points:
Case Study pg 97 – 99. Novo Nordisk is an affiliate of the Danish pharmaceutical company Novo Nordisk A/T. NNIT is the result of a 1994 merger of three information technology organizations, each with its own culture, processes, and standards. They administer IT to the Novo Group. In order to remain a strategic partner for the Novo Group, NNIT used the People CMM as a step toward defining, developing, and marketing its IT competencies to meet the needs of the Novo Group’s business units.
Program initiated in 1998 and they received a maturity level 2 in 2000.
1996
1997
1998
1999
2000
Program
initiated
Assessed
at Level 2
Resigned
Resigned, excl. students
Full Time Employees
© 2008 Carnegie Mellon University

24. Intro to People CMM, Mod 9 – 010408, v1.1
Novo Nordisk Benefits
Improved communication at all levels of NNIT:
interrelated goals at all levels of NNIT
IT tool for documenting goals & formal feedback
High employee satisfaction:
Novo Nordisk IT employee satisfaction survey in Dec. 1998
Novo Nordisk employee satisfaction survey in Nov. 1999
People CMM assessment, Level 2, April 2000
Staffing process redesigned:
shorten time-to-offer
improved rate of acceptance
Theme of Slide:
Review the benefits achieved by using the People CMM.
Discussion Points:
Novo Nordisk IT has continued its People CMM journey with sights set on Level 3 while adding headcount and taking on additional customers.
Note: If an employee resigns they are required to continue employment for 30 days after giving notice. This is a legal requirement.
Thorhauge (2000)
© 2008 Carnegie Mellon University

25. Intro to People CMM, Mod 9 – 010408, v1.1
COMPUTER SCIENCES CORPORATION
Theme of Slide:
To introduce the Computer Sciences Corporation (CSC) Case Study.  This case study shows the implementation of the People CMM at CSC's Lanham, Maryland, location which supports the Federal Government's National Flood Insurance Program.
Version # 2.0
P-CMM, v2. - page 25
© 2008 Carnegie Mellon University

26. Intro to People CMM, Mod 9 – 010408, v1.1
The Computer Sciences Corporation, National Flood Insurance Program
Maturity Level 2
when comparing current workforce practices against the People Capability Maturity Model.
P-CMM
Theme of Slide:
To describe CSC's journey to Level 2 of the People CMM and beyond.
© 2008 Carnegie Mellon University

27. Improvement Strategies Using the People CMM
Intro to People CMM, Mod 9 – , v1.1
Improvement Strategies Using the People CMM
Example Tactics
Employee Survey
Resource Needs Assessment
Orientation Package
Individual Job Descriptions
Desktop Procedures
Facilities Guide
Training Plan
Communications Plan
Meeting Procedures
Quarterly Communications Sessions (procedures & checklist)
Recognition Cards
Information Station (Intranet data warehouse)
Support organization awareness sessions
Community of Interest
Theme of Slide:
Describe the mechanisms put in place to support their People CMM effort.
Discussion Points:
The Computer Sciences Corporation's National Flood Insurance Program sent a representative to the Introduction to the People CMM Course in early 2000.  Using what was learned, they made adjustments to their mandated corporate processes by doing an informal gap analysis.  Listed above are the strategies they used to make identified improvements.
Information Station – procedures, checklists, etc. reside here
© 2008 Carnegie Mellon University

28. Intro to People CMM, Mod 9 – 010408, v1.1
CSC Employee Satisfaction
Theme of Slide:
Review the Process Area Satisfaction chart.
Discussion Points:
CSC's National Flood Insurance Program improvement team (2 people) devised a People CMM-based Process Area Employee Survey which they administered three times.  The first survey was administered six months into their improvement process.  The second survey was administered right after their Level 2 assessment and the third administration was conducted one year after the assessment to check progress.   While the biggest gains were in Staffing (more staff involvement in hiring) and Compensation (an explanation to each employee of how their performance was reflected in their annual salary increase), all of the Process Areas showed an increase in employee satisfaction and demonstrated a more complete understanding of how their internal processes really work.  
Note: Hand out the CSC India Level 5 article. Reinforce with the students that various parts of an organization can be at different Levels of the People CMM.
© 2008 Carnegie Mellon University

29. Intro to People CMM, Mod 9 – 010408, v1.1
Benefits
Increased consistency in management practices
Better communications up, down, and all around
More competent workforce
Higher employee satisfaction
Theme of Slide:
Show the long term benefits derived from the People CMM effort.
Discussion Points:
While incremental improvements demonstrate the organization's willingness to change and improve, strategic long term benefits have a lasting impact on the organization as a whole.
© 2008 Carnegie Mellon University

30. Intel Information Technology
Intro to People CMM, Mod 9 – , v1.1
Intel Information Technology
“How Intel IT Uses the People CMM to Improve Workforce Practices”
“After investigating several different ideas, we decided the People CMM was the most appropriate for our objectives of developing a world-class workforce and organizational capabilities for IT by strategically shaping our future workforce and influencing our partners and industry. The People CMM assessment conducted in the third quarter of every year provides IT with a strategic road map for implementing areas for improvement.”
People CMM White Paper
Theme of Slide:
Describe Intel IT’s People CMM journey.
Note: Hand out the Intel White Paper.
© 2008 Carnegie Mellon University

31. Intro to People CMM, Mod 9 – 010408, v1.1
Intel – IT
Intro to People CMM, Mod 9 – , v1.1
Russia UK
Washington
Ireland
Germany
France
Oregon
PRC
Japan
California
Utah
Israel
Texas
Hong Kong
Arizona
New
Mexico
Costa Rica
Manila -
Philippines
Penang -
Malaysia
Theme of Slide:
This map represents the distribution of Intel IT. Describe the scope and size of Intel IT.
Discussion Points:
Intel IT is responsible for the entire global computing environment for Intel. IT HR/People Systems is responsible for the workforce capabilities and development of employees in 37 sites all over the world.
Intel IT is a very complex technical group in a highly technical company. A company that is known for its excellence in products and services.
~80,000 employees; 43 countries; 70+ locations globally
95,000 Clients; 3 million s per day;
28 million minutes of teleconferencing per month; 1 million+ hours of remote access per month
© 2008 Carnegie Mellon University

32. Intel - IT Goals and Approach
Intro to People CMM, Mod 9 – , v1.1
Intel - 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 practice
Defined maximum capability attainment for each practice
Measured our level of attainment for that capability
Addressed the gap between current and maximum capability
Theme of Slide:
Describe Intel IT’s People CMM improvement approach.
Discussion Points:
Intel wanted a baseline in order to help plan their workforce practices and measure their improvements.
Investigation and sponsorship:
People CMM extensively investigated by Sponsors Martin Curley and Jack Anderson to bring into IT as a strategy planning tool.
Model presented to and ratified by the People Steering Committee in March of 2002 (IT Staff Sponsor).
Model presented to IT Staff after ratification.
Highlighted as a strength in the CIO Q SAM-Lite Assessment.
Is part of their Operational Excellence planning.
The Gap Analysis is Intel’s version of People CMM assessment which they call P-CMM-Lite. They wanted a way to measure their incremental progress in each of the process areas. They developed an assessment based upon the practices and developed their own scoring criteria.
* Other names and brands may be claimed as the property of others.
© 2008 Carnegie Mellon University

33. Intel – IT New Career Development Program
Intro to People CMM, Mod 9 – , v1.1
Intel – 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
Management-assisted career development planning
Skills training mapped to specific job competencies
Benefits
Clearly defined jobs with skill requirements
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
Theme of Slide:
Describe the Improvement program Intel IT developed after their gap analysis (assessment).
Discussion Points:
Intel IT’s People CMM assessment identified competency management as one of the key improvement areas needed. The Career Development Program was created in response to the need for increased competency management.
The program provides the foundational components needed for career development in their organization through a comprehensive tool suite nested in an intranet site.
The tool suite features….and the immediate benefits include…. (listed above).
© 2008 Carnegie Mellon University

34. People CMM in India Club Mahindra Holidays - Goa
Intro to People CMM, Mod 9 – , v1.1
People CMM in India Club Mahindra Holidays - Goa
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
Theme of Slide:
Present the first of two examples of Indian organizations using the People CMM.
Discussion Points: Club Mahindra is a resort. “Service-Ware” means the competencies needed to run a large resort (Reservations, Housekeeping, Wait-staff, etc.) were the focus of the appraisal.
The environment is very “transactional”. In other words, customer needs are mostly met by individuals as multiple transactions or touch points. “Projects” are rare (but for inter-departmental committees, or special event teams).
There is no single department that is “core” (unlike the projects/delivery teams in IT). All work is a summation of contributions from various departments like: Food & Beverage, Maintenance, Housekeeping, Front Office, etc.
© 2008 Carnegie Mellon University

35. People CMM in India Tata Consultancy Services
Intro to People CMM, Mod 9 – , v1.1
People CMM in India Tata 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
Theme of Slide:
Present second example of an Indian organization using the People CMM.
Discussion Points:
This combination of CMMI and People CMM helped to emphasize that the People CMM sustains or helps maintain CMMI high maturity.
Integrated Quality Management System – All improvement efforts are rolled into this system, CMMI, PCMM, ISO, Six-Sigma, etc.
© 2008 Carnegie Mellon University

36. Evolution of TCS Quality Initiatives
Intro to People CMM, Mod 9 – , v1.1
Theme of Slide: To present Tata’s evolution of quality initiatives.
Discussion Points: TCS has a long history of quality initiatives. Point out that their People CMM Initiative began in 1998 and continues today. They have had two appraisals, one in 2001 resulting in a Level 4 Maturity Rating and a SCAMPI pilot in 2004 resulting in a Maturity Level 5.
This chart illustrates the evolution of TCS quality initiatives.
Source: Keeni 2004
© 2008 Carnegie Mellon University

37. The Tata Business Excellence Model
Intro to People CMM, Mod 9 – , v1.1
Theme of Slide: High level snapshot of their business excellence model.
Discussion Points:
Interactive process. Information and analysis is driven by leadership, strategic planning, and customer & market focus while the Work Core is driven by the People CMM and CMMI resulting in Business Results
Source: Keeni 2004
© 2008 Carnegie Mellon University

38. Improvement Efforts: Missing Elements for Change
July 2008 SEI Webinar
Vision
Resources
Capable Workforce
Capable Processes
Organizational Culture
Incentives
Action Plan
Change
Resources
Capable Workforce
Capable Processes
Organizational Culture
Incentives
Action Plan
Confusion
Vision
Capable Workforce
Capable Processes
Organizational Culture
Incentives
Action Plan
Anxiety & frustration
Vision
Resources
Capable Processes
Organizational Culture
Incentives
Action Plan
Slow or little progress
Vision
Resources
Capable Workforce
Organizational Culture
Incentives
Action Plan
Reinventing the wheel
Vision
Resources
Capable Workforce
Capable Processes
Incentives
Action Plan
Barriers to change
QUESTION NUMBER 6 AFTER THIS SLIDE
Discussion Points:.
This slide shows the conditions that must be in place for change to occur. If one of these elements is missing, the resulting response to change becomes a restraining force against change. For example, if skill training is not provided, participants become anxious about being able to perform new tasks adequately, and the anxiety impedes change.
This chart sums up the pitfalls and potentials of introducing change.
Vision: Executives and Management need to guide vision for change
Resources: Organization needs to provide the TIME, MONEY, etc…to enact changes
Capable Workforce: Organizations can have capable process but if you don’t have capable people using the processes you are going to have problem.
Capable Processes: Organizations can have a capable workforce but if there processes are not sound they will spend unnecessary effort reinventing the wheel.
Organizational Culture: If an organizations culture is chaotic then it is probably an impediment to lasting change
Incentives: Organization needs to provide people with the incentive to change…not necessarily money.
Action Plan: The organization must have a action plan mapping out where there are and where they want to be otherwise you will have undirected change and false starts
People CMM addresses Resources, Capable Workforce, Organizational Culture, and Incentives
CMMI addresses Processes
PSP and TSP addresses Capable workforce and Organizational Culture
Vision
Resources
Capable Workforce
Capable Processes
Organizational Culture
Action Plan
Sporadic change
Vision
Resources
Capable Workforce
Capable Processes
Organizational Culture
Incentives
False starts
Adapted from: Delorise Ambrose, Personal communication.
© 2008 Carnegie Mellon University

39. Contacting the SEI Presenters
July 2008 SEI Webinar
Presenters
Contact Information
Palma Buttles-Valdez Member of the Technical Staff Software Engineering Institute
Gian Wemyss
Senior Member of the Technical Staff Software Engineering Institute
QUESTION NUMBER AFTER THIS SLIDE
© 2008 Carnegie Mellon University

40. Bibliography
July 2008 SEI Webinar
Anderson, Frank J NDIA STEM Initiative Strategy Session.
Curtis, Bill, William E. Hefley, and Sally A. Miller The People Capability Maturity Model: Guidelines for Improving the Workforce. SEI Series, Management of Human Resources. Addison Wesley.
Department of Defense, Acquisition, Technology and Logistics, AT&L Human Capital Strategic Plan, v1.0, September 2006.
Dychtwald, Ken, Tamara J. Erickson, Robert Morison Workforce Crisis: How to Beat the Coming Shortage of Skills and Talent. Harvard Business School Press.
Employment Policy Foundation , The Seventh-Annual Workplace Report, Challenges Facing the American Workplace, Summary of Findings.
Hammill, Greg Mixing and Managing Four Generations of Employees. FDU Magazine online, Winter/Spring
Kirchoff, John Why Performance Management Improves Human Capital ROI. SHRM Research.
Kleyman, Paul Boomers to Redefine Workplace. In: Aging Today: The bimonthly newspaper of the American Society on Aging, Vol. 25.No.26
SHRM Older Worker Survey.
Toossi, Mitra Monthly Labor Review, November Labor Force Projections to 2014: Retiring Boomers. US Department of Labor Bureau of Labor Statistics 2005.
Humphrey, Watts S Managing the Software Process. Reading, MA. Addison-Wesley.
© 2008 Carnegie Mellon University

41. Presentation Title July 2008 SEI Webinar 4/21/2017
© 2006 Carnegie Mellon University
© 2008 Carnegie Mellon University