SEPG NA 2014
Tyson's Corner, VA
Judah Mogilensky,
Owner/Partner - Process Enhancement Partners Inc Independent Contractor, CMMI Institute
Wait! You mean we can
apply process discipline
to workforce
SEPG 2014
2
Presentation Goals
Explain the purpose of the People CMM
Introduce the structure and content
Acknowledgements
Much of this material is taken from presentations
originally created by Gian Wemyss and Palma
Buttles-Valdez of the Software Engineering
Institute, Carnegie Mellon University; the presenter
gratefully acknowledges their work
Permission to use these materials, and other newer
materials, has been granted by the CMMI Institute,
Carnegie Mellon University
Any errors are the sole responsibility of the
SEPG 2014
Managers
•
limited skills/abilities to manage
Staffing
•
hired without the required knowledge and skills
Training and Development
•
training to reduce knowledge/skills gaps: not provided,
timely, or relevant
•
training not keeping up with changes in technology
•
limited opportunities to apply new knowledge/skills
Workforce Issues: Performance &
Retention-1
Performance Management
•
no clear performance objectives
•
performance problems are not managed
•
inconsistent rewarding of performance
Workforce Issues: Performance and
Retention - 2
SEPG 2014
Communication
•
limited/none/too much communication
•
inconsistent and vague messages
Compensation
•
not linked to performance objectives
•
rewards for inappropriate behaviors
Workforce Issues: Performance and
Retention - 3
Work Environment
•
physical space/resources required to perform
committed work is not provided or not provided
in a timely manner
Organizational Culture
•
gap between “Ideal” and Real Culture
•
culture does not support business objectives or
mission goals
Workforce Issues: Performance and
Retention - 4
SEPG 2014
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Key Insights
Workforce outcomes are the result of an
organization's workforce processes
Just like product development processes and
service delivery processes, workforce processes
can be systematically managed and improved
What is needed is a workforce process
management model:
The People CMM is a roadmap for implementing workforce practices that continuously improve the capability of an organization’s
workforce. It enables organizations 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
Curtis, Hefley, & Miller (2008)
SEPG 2014
The ten People CMM v.2 principles that summarize the People CMM philosophy.
1. In mature organizations, workforce capability is directly related to business performance.
2. Workforce capability is a competitive issue and a source of strategic advantage.
3. Workforce capability must be defined in relation to the organization’s strategic business objectives.
4. Knowledge-intense work shifts the focus from job elements to workforce competencies.
5. Capability can be measured and improved at multiple levels, including individuals, workgroups, workforce competencies, and the organization.
Pg 4-5
6. An organization should invest in improving the capability of those workforce competencies that are critical to its core competency as a business.
7. Operational management is responsible for the capability of the workforce.
8. The improvement of workforce capability can be pursued as a process composed from proven practices and procedures.
9. The organization is responsible for providing improvement opportunities, while individuals are responsible for taking advantage of them.
10. Since technologies and organizational forms evolve rapidly, organizations must continually evolve their workforce practices and develop new workforce competencies.
Pg 4-5
SEPG 2014
Levels
5 OptimizingCMM
Objectives
4 Predictable 3 Defined 2 ManagedContinuously improve capability and
performance within the framework
Manage and leverage the
capability of the framework
Create a management
foundation within units
Establish a common organizational
framework based on competencies
Individual Unit or Workgroup Organization
1
2
3
4
5
Maturity Levels ad hoc, Inconsistent workforce practices managers perform repeatable practices improvement & integration of personal work processes empowered workgroups & measured capability organization develops workforce competenciesO
rg
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Focus: Unit Level
Performance Management
Performance
Management DevelopmentTraining &
Training & Development Staffing Staffing Communication & Coordination Communication
& Coordination EnvironmentWork
Work
Environment CompensationCompensation
Managers become responsible and accountable for employee performance and development
Units reduce barriers that hinder performance
Environmental distractions
Poor communication Lack of relevant knowledge and/or skills
Work overload Unclear performance objectives/feedback
Issues of inequity Workforce commits to the work they will be performing and to performance objectives
Committed work and associated skills are understood
Manager’s Tool Kit
Reinforce behaviors that contribute to organization success
Focus: Organizational
Linking the capability of the workforce to strategic business objectives
Identifying the competencies required to build products and/or deliver services
Competency Analysis
Competency
Analysis DevelopmentDevelopmentCareer Career Competency-Based Practices Competency-Based Practices Workgroup DevelopmentWorkgroup Development Workforce Planning Workforce Planning Competency DevelopmentCompetency Development Participatory Culture Participatory Culture OrganizationalPlaybook
Planning and forecasting current and future competency needs Individual career development opportunities support competency needs
SEPG 2014
Focus: Organization and Workgroups
Quantitatively managing capability and performance
Managing and exploiting the capability of the competency framework of workforce competencies
Competency Integration Competency Integration Empowered Workgroups Empowered Workgroups Competency-Based Assets Competency-Based Assets Quantitative Performance Management Quantitative Performance Management Organizational Capability management Organizational Capability management
Empowering workgroups to perform some of their own workforce practices
Integrating competency-based process
Focus: Organization, Workgroups, and Individuals
Individuals focus on improving their personal work process and share with their workgroup, unit, and organization
Performance is aligned across workgroups, units, and organization Continuous Capability Improvement Continuous Capability Improvement Organizational Performance Alignment Organizational Performance Alignment
Innovation is encouraged and rewarded
Change and adaptability become an attribute of the organization’s culture Continuous Workforce Innovation Continuous Workforce Innovation
SEPG 2014 5 Optimizing 4 Predictable 3 Defined
Levels
People CMM Threads 2 Managed Developing Capability & Competency Building Workgroups & Culture Motivating & Managing Performance Shaping the Workforce Continuous Capability Improvement Mentoring Competency Based Assets Competency Development Competency Analysis Training and Development Continuous Workforce Innovation 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 Staffing Organizational Performance AlignmentPractices describe “what” activities and actions should be performed. It is up to the organization to decide “how” the practices are implemented to satisfy goals.
Two Types of Practices: “The What”
Implementation
Institutionalization
activities and/or procedures performed by individuals, in workgroups or units, or by the organization
Practices that help to institutionalize the implementation practices
“How” Factors Organizational Culture Industry ?????
SEPG 2014 Commitment
to Perform
Verifying
Implementation Measurement andAnalysis What we do! Will we do it? Will we do it? Can we do it? Can we do it? How are we doing? How are we doing? Are we doing it ? Are we doing it ? What we do Implementation Practices What we do Implementation Practices Ability to Perform
Institutionalization Pictorially
Vision
Vision Capable
Workforce
Capable
Workforce ProcessesCapable
Capable
Processes Organizational Culture
Organizational
Culture Action Plan
Action Plan
Resources
Resources IncentivesIncentives
Capable Workforce Capable Workforce Capable Processes Capable Processes Organizational Culture Organizational Culture Action Plan Action Plan Resources
Resources IncentivesIncentives
Vision
Vision Capable
Workforce
Capable
Workforce ProcessesCapable
Capable
Processes Organizational Culture
Organizational
Culture Action Plan
Action Plan Incentives Incentives Vision Vision Capable Processes Capable Processes Organizational Culture Organizational Culture Action Plan Action Plan Resources
Resources IncentivesIncentives
Vision Vision Capable Workforce Capable Workforce Organizational Culture Organizational Culture Action Plan Action Plan Resources
Resources IncentivesIncentives
Vision Vision Capable Workforce Capable Workforce Capable Processes Capable Processes Action Plan Action Plan Resources
Resources IncentivesIncentives
Vision Vision Capable Workforce Capable Workforce Capable Processes Capable Processes Organizational Culture Organizational Culture Action Plan Action Plan Resources Resources Vision Vision Capable Workforce Capable Workforce Capable Processes Capable Processes Organizational Culture Organizational Culture Resources
Resources IncentivesIncentives
Change Confusion Sporadic change False starts Barriers to change Reinventing the wheel
Adapted from: Delorise Ambrose, 1987. Personal communication.
Anxiety & frustration Slow or little
progress
SEPG 2014 People Technology Process A C D
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Organizational Culture
Organizational Capability
People: bring knowledge, skills, and process abilities, (“competencies”)
Technology: addresses the tools and techniques used to communicate and to make the work efficient
Process: addresses the business needs including workforce and competencies required to meet the business objectives
Organizational Culture: is the environment in which process, technology, and people interact
To implement process improvement activities that are enduring organizations need:
A
C D
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the ability to manage and control the complex development, delivery, and maintenance process and the process used to
manage and develop the workforce
to monitor changes in technology and deploy it to make the work efficient
a workforce that has the appropriate knowledge, skills, and process abilities (competencies) that are adaptable to rapid changes in a technological environment
an organizational culture that supports a rapidly changing and potentially volatile market and that is in alignment with policies, business objectives, and strategies
Holistic Quadripartite:
SEPG 2014
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Judah Mogilensky
Process Enhancement Partners, Inc.
http://pep-inc.com
+1-303-660-9400
