Hi Seniors,
I am in an IT company as a Management Trainee-HR. They asked me to take care of People Capability Maturity Model (PCMM). Can anyone please help me with what PCMM is and how to implement it in an IT company?
Thank you,
Dhamotharan
From India, Madras
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11I am in an IT company as a Management Trainee-HR. They asked me to take care of People Capability Maturity Model (PCMM). Can anyone please help me with what PCMM is and how to implement it in an IT company?
Thank you,
Dhamotharan
From India, Madras
Acknowledge(0)Amend(0)
Dear Dhamotharan,
P-CMM is the People Capability Maturity Model, first developed at the Software Engineering Institute (SEI). Details are at http://www.sei.cmu.edu/cmm-p/
The full best practices model is available from the SEI website and has also been published in the US, India, Japan, and China. The Indian edition is:
Curtis, B., Hefley, W.E., and Miller, S. (2002). The People Capability Maturity Model: Guidelines for Improving the Workforce. (ISBN 81-297-0018-2). Delhi, India: Pearson Education.
In an organization, P-CMM helps achieve its goal of the workforce at its capacity to some maturity levels in an organization by fair means of application or doing some practices visible as common features.
How does the P-CMM way of doing things make a difference from the general way of performing the same tasks, activities, or projects?
It's since P-CMM defines a framework or structure and gives you a grammar to build your own common language to communicate in doing tasks, verify and measure its performance to compare to achieve further upgradation if possible to reduce costs and increase profits by individuals, teams, groups, departments, companies, organizations, and so on.
That's the main objective of PCMM; it solves internal workforce problems, practices, and infers & renders organizational growth.
It has five maturity levels as Initial, Repeatable, Defined, Managed, and Optimized where Initial is P-CMM does not exist, or the organization is performing things in random methods.
Repeatable is instilling basic discipline into the workforce to address issues like staffing, training, communication, and performance management processes. The maturity levels are these processes called key process areas which are on an evolutionary path in any organization following P-CMM activities.
The 'Defined' KPA defines HR competencies, and the workforce is aligned to those competencies.
As every maturity level defines some KPA to institutionalize or internalize in corporate culture to cultivate quality products, services, workforce talent, and financial results.
Defined maturity Level constitutes Knowledge and Skills analysis, Workforce planning, Competency Development, Career Development, competency-based practices, and participatory culture.
P-CMM says after having repeatable KPA practice in place in the organization, to be Defined, to focus on its core competencies by analyzing its business process and work and tailor them to core competency. Then analyze skills and knowledge required to perform those business competency. That way organization and individual unique competencies are defined and aligned to each other. Further practices are worked upon at this level to have a unique competitive and strategic workforce and process advantage.
Let's move on to the Managed level, At managed level organization focus on team-based practice and measure their performance to align at different levels of the organization. The focus is on the development of quantitative understanding of trends. The main KPA's are mentoring, team-building, team-based practices, Organization competency management, Organizational performance alignment and are interdependent on each other.
All KPA's are heuristic by itself and if P-CMM processes and practices carefully, systematically, and practically applied onto organization soft and hard skills i.e. functional and technical skills, every entity becomes capable to move into the next higher stage which would otherwise take tenfold of time in terms of cutting cost, time, money, and increasing quality and intellect.
P-CMM goes on to compare product as improvement evolution vs human, but it is unfair and illogical to compare human talent with a materialistic entity, yet measurement of competencies can give extra added advantage in aligning and improving practice.
Even though every process area is interdependent (I think the term refers to a win-win situation instead of dependent) and every level is reached by steering the KPA's since you may find a sense of dependence in levels. Yet any organization can choose to implement a KPA jumping level up or down as required.
The Optimizing level KPA are Personal Competency Development, Coaching, and Continuous Workforce innovation. All process areas focus on the upward improvement path of personal competencies and workforce practices innovation.
P-CMM evolutionary maturity levels develop organization talent by using key practices in these process areas. Every key practice is a policy, procedure, or an activity that implements the process or KPA.
Courtesy: Cite Hr- Information provided by our fellow members.
and see the attachment also
Thanks and Regards
Binu
From India, Thiruvananthapuram
Acknowledge(1)
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P-CMM is the People Capability Maturity Model, first developed at the Software Engineering Institute (SEI). Details are at http://www.sei.cmu.edu/cmm-p/
The full best practices model is available from the SEI website and has also been published in the US, India, Japan, and China. The Indian edition is:
Curtis, B., Hefley, W.E., and Miller, S. (2002). The People Capability Maturity Model: Guidelines for Improving the Workforce. (ISBN 81-297-0018-2). Delhi, India: Pearson Education.
In an organization, P-CMM helps achieve its goal of the workforce at its capacity to some maturity levels in an organization by fair means of application or doing some practices visible as common features.
How does the P-CMM way of doing things make a difference from the general way of performing the same tasks, activities, or projects?
It's since P-CMM defines a framework or structure and gives you a grammar to build your own common language to communicate in doing tasks, verify and measure its performance to compare to achieve further upgradation if possible to reduce costs and increase profits by individuals, teams, groups, departments, companies, organizations, and so on.
That's the main objective of PCMM; it solves internal workforce problems, practices, and infers & renders organizational growth.
It has five maturity levels as Initial, Repeatable, Defined, Managed, and Optimized where Initial is P-CMM does not exist, or the organization is performing things in random methods.
Repeatable is instilling basic discipline into the workforce to address issues like staffing, training, communication, and performance management processes. The maturity levels are these processes called key process areas which are on an evolutionary path in any organization following P-CMM activities.
The 'Defined' KPA defines HR competencies, and the workforce is aligned to those competencies.
As every maturity level defines some KPA to institutionalize or internalize in corporate culture to cultivate quality products, services, workforce talent, and financial results.
Defined maturity Level constitutes Knowledge and Skills analysis, Workforce planning, Competency Development, Career Development, competency-based practices, and participatory culture.
P-CMM says after having repeatable KPA practice in place in the organization, to be Defined, to focus on its core competencies by analyzing its business process and work and tailor them to core competency. Then analyze skills and knowledge required to perform those business competency. That way organization and individual unique competencies are defined and aligned to each other. Further practices are worked upon at this level to have a unique competitive and strategic workforce and process advantage.
Let's move on to the Managed level, At managed level organization focus on team-based practice and measure their performance to align at different levels of the organization. The focus is on the development of quantitative understanding of trends. The main KPA's are mentoring, team-building, team-based practices, Organization competency management, Organizational performance alignment and are interdependent on each other.
All KPA's are heuristic by itself and if P-CMM processes and practices carefully, systematically, and practically applied onto organization soft and hard skills i.e. functional and technical skills, every entity becomes capable to move into the next higher stage which would otherwise take tenfold of time in terms of cutting cost, time, money, and increasing quality and intellect.
P-CMM goes on to compare product as improvement evolution vs human, but it is unfair and illogical to compare human talent with a materialistic entity, yet measurement of competencies can give extra added advantage in aligning and improving practice.
Even though every process area is interdependent (I think the term refers to a win-win situation instead of dependent) and every level is reached by steering the KPA's since you may find a sense of dependence in levels. Yet any organization can choose to implement a KPA jumping level up or down as required.
The Optimizing level KPA are Personal Competency Development, Coaching, and Continuous Workforce innovation. All process areas focus on the upward improvement path of personal competencies and workforce practices innovation.
P-CMM evolutionary maturity levels develop organization talent by using key practices in these process areas. Every key practice is a policy, procedure, or an activity that implements the process or KPA.
Courtesy: Cite Hr- Information provided by our fellow members.
and see the attachment also
Thanks and Regards
Binu
From India, Thiruvananthapuram
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Dear binubabu, Thank you very much for your valuable information. I have got a fair knowledge in reading this information om PCMM. Its very useful to me . Thankyou. Dhamotharan
From India, Madras
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From India, Madras
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A more recent printing of the People CMM is:
Curtis, B., Hefley, W. E., and Miller, S. (2007). The People Capability Maturity Model: Guidelines for Improving the Workforce. (ISBN 81-317-0798-9). Delhi, India: Dorling Kindersley (India) Pvt. Ltd.
Best Regards,
Bill Hefley
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Curtis, B., Hefley, W. E., and Miller, S. (2007). The People Capability Maturity Model: Guidelines for Improving the Workforce. (ISBN 81-317-0798-9). Delhi, India: Dorling Kindersley (India) Pvt. Ltd.
Best Regards,
Bill Hefley
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