INSTRUCTOR: Dr.Leangsuksun Box

INSTRUCTOR: Dr.Leangsuksun Box

PCMM CSC 532

COURSE: CSC 532

INSTRUCTOR: Dr.Leangsuksun Box

Submitted by

Krishnachaitanya Inturi.

CONTENTS

  1. Abstract…………………………………………………………………………………..3
  2. Introduction…………………………………………………………………………….3
  3. Necessity for incorporation of PCMM………………………………………3
  4. Overview of PCMM………………………………………………………………….4
  5. Mature Levels…………………………………………………………………………..6
  6. Process Area of people CMM……………………………………………………7
  7. Future scope…………………………………………………………………………….8
  8. References……………………………………………………………………………….9

ABSTRACT

The People Capability Maturity Model(People CMM) is a pattern used for guiding an organization to implement best workforces and thus improve its capability to successfully address their critical people issues.Developing and Managing the workforces is a major issue in an organization and People CMM is used to accomplish this.People CMM sets priorities for improving actions,and then integrating workforce development with process improvement.

INTRODUCTION

Unlike other previous adhoc practices which are inconsistent and lack a vision of integrating syste of practices to achieve their workforce objectives.Because of these many organizations have to suffer from issues of

  • planning and scheduling
  • Proper staffing
  • Increased workloads and stress
  • time taken for the completion of the project
  • Re-usability issues
  • Immature infrastructure
  • total cost management of project

Necessity for incorporating the concept of People CMM

About forty years from now people feared that technology would cut-short or dominate the need for educated employees.Unlike their thinking it just happened in opposite to that ,demand for skilled and talented employees exceeded the supply who are responsible for developing and delivering products and services.

• “When human capital owners [employees] have the upper hand in the market, they do not behave at all like assets. They behave like owners of a valuable commodity…They areinvestors in a business, paying in human capital and expecting a return on their investment.”

[Davenport 99]

Overview of People CMM

People CMM integrates principles from three domains,the targeted domain of processes ,total quality management practices and Organizational change.People CMM adopts [5]

  • Developing skill standards for workplace
  • Set priorities for immediate action
  • Become an employer of choice
  • An underlying culture of professionalism dedicated to continuous improvement
  • And thus enhance strategic business performance

People CMM adopts five maturity levels inorder to describe an evolutionary path from an adhoc immature process to a disciplined ,mature process with improved quality and effectiveness.

Maturity levels :

The five maturity levels of the People CMM are:

  1. Initial-Maturity level 1
  2. Repeatable-Maturity level 2
  3. Defined-Maturity level 3
  4. Managed-Maturity level 4
  5. Optimizing-Maturity level 5

Level 1- At the initial level ,the performance of workforce activities is inconsistent.Typically managers have not been trained in performing most of their workforce responsibilities,so their ability to manage those who report to them is based on previous experience and their personal”people skills”

Level 2 - In the repeatable level the main objective is to eliminate problems to keep people being able to perform their activities effectively.The frequent problems may be

  • Lack of communication between people
  • Ambiguous performance objectives
  • Lack of skill

Level 3- The workforce capability of organizations at the Defined level is having a workforce that possesses the basic knowledge and skills to perform the core business functions of the organization.

Level 4 – The workforce capability of Level 4 organizations is predictable because the current capability of the workforce is known quantatively.This level of workforce capability provides the organization with an importantpredictor of trends in its business capability.

Level 5- The in this level Improvement occurs both by incremental advancements in their exixting workforce practices and by adoption of innovative practices.These are honed to create a culture of performance excellence.

The following is a figure that elucidates nature of transformation imposed on organization’s workforce practices to achieve each level of maturity[1].

Maturity Levels

Figure 1.The five maturity levels of PCMM[1]

Process areas of People CMM

The key process areas for each of the maturity levels in the P-CMM.Each key process area identifies a cluster of related activities that ,when performed collectively,achieve a set of goals considered important for enhancing workforce capability.

Figure 2. The Key Process Areas of the P-CMM by Maturity Level[5]

Future scope

People CMM along with other frameworks can improve organizational Performance.However,more research work and case studies for calibrating the qualitative and quantitative PCMM in particular case are needed at various levels.

References:

  1. Overview of the people Capability Maturity Model.-B Curtis,WE Hefley,S Miller-stinet.dtic.mil
  2. Basili,V.R.&Hutchens,D.H.”An Empirical study of a Syntactic Complexity Family.”IEEE Transactions on Software Engineering9. 6(1983):P 664-672.
  3. Brooks.F.P.Jr.”No Silver Bullet:Esence and Accidents of software Engineering.”IEEE Computer 20.4(April 1987):P 10-19.
  4. Boehm.B.Software Engineering Economics.Engelwood Cliffs,NJ:Pretence –Hall,1981.
  5. www.sei.cmu.edu- Last accessed on 20th October 2008.

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