The People CMM as a Contribuor to Other Models and … · Source: Buttles, Svolou, and Valdez 2008....
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The People CMM as a Contributor to Other Models 1 © 2010 Carnegie Mellon University Contributor to Other Models and Frameworks
Transcript of The People CMM as a Contribuor to Other Models and … · Source: Buttles, Svolou, and Valdez 2008....
The People CMM as a Contributor to Other Models
1© 2010 Carnegie Mellon University
Contributor to Other Models and Frameworks
To increase capability and performance on multiple levels, organizations typically focus on four areas of improvement.
Focus Areas of Improvement -1
Process
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Organizational Culture
Organizational
Capability and
2© 2010 Carnegie Mellon University
The People CMM contributes to and impacts improvements in process, technology, people and organizational culture
People Technology
Capability and
Performance
Source: Buttles, Svolou, and Valdez 2008
Focus Areas of Improvement -2
To implement process improvement activities that are enduring, organizations need the following:
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the ability to manage and control the complex development, delivery, and maintenance processes and the processes used to manage and develop the workforce and services
to monitor changes in technology and deploy it to make
3© 2010 Carnegie Mellon University
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 is adaptable to changing conditions and is in alignment with policies, business objectives, and strategies
Source: Buttles, Svolou, and Valdez 2008
CMMI Synergies
The People CMM and the CMMI constellations work together to promote improvements via a holistic approach that support the following:
• Process enablers and reinforcement
• Technology enablers and reinforcement
• People enablers and reinforcement
4© 2010 Carnegie Mellon University
• People enablers and reinforcement
• Cultural enablers and reinforcement
In many cases, the People CMM enhances and supports practices related to people, training, and culture.
CMM-SVC and People CMM: Working Together
Organizational Organizational CultureCulture
Service DeliveryCMMI-SVC
CMMI-SVC
Business Objectives
Drives
5© 2010 Carnegie Mellon University
Human Capital Resources
Performance & Capability
Customer
Satisfaction
and Loyalty
People CMM
Contributes
Enhances
Delivering Services Through a Service System
People CMM
Organization
CMMI-SVC
6© 2010 Carnegie Mellon University
Service system: everything needed to enable service delivery
Work Products
Processes Tools FacilitiesHuman
ResourcesConsumable
Items
Customer receives services
Focus: Balancing Work Commitments with Resource Capacity Requirements
WorkforceHuman
Strategic Objectives
Do we have the necessary resources?
Do we have them when needed?
7© 2010 Carnegie Mellon University
Workforce
Planning
Human Capital
Capacity
Communication
& Coordination
Training
& Development
Work Environment
Staffing
Satisfied employees and customersSource: Svolou and Buttles
2010
Service Delivery Organizations: The Service Profit Chain
• “Employee satisfaction soars when you enhance internal service quality (equipping employees with the skills and power to serve customers)
• Employee satisfaction in turn fuels employee loyalty, which raises employee productivity.
• Higher productivity means greater external service value for customers –which enhances customer satisfaction and loyalty. A mere 5% jump in customer loyalty can boost profits 25%--85%.” (Heskett et al. Harvard Business
8© 2010 Carnegie Mellon University
customer loyalty can boost profits 25%--85%.” (Heskett et al. Harvard Business
Review: RO807L)
Internal Service Quality
Employee Loyalty
Employee Productivity
Customer Satisfaction and Loyalty
“Improvement in customer satisfaction has a significant and positive impact on firms’ financial performance” (Gupta and Zeithaml
2006)
People CMM: Contributing to Service-Profit Chain
Employee Loyalty
Internal Service Quality
Customer Satisfaction
People CMM
People CMM
Contributes
9© 2010 Carnegie Mellon University
Organizational Organizational CultureCulture
Loyalty
Employee Productivity
Satisfaction and Loyalty
CMM
People CMM
Enhances
The People CMM directly contributes to all the links in the Service-Profit Chain.
People CMM and Malcolm Baldrige
Increase strategic alignment
Increased human capital
management capability to
meet business needs
Executive Business Results (or
Scope of the People CMM
Workforce Practices
Workforce Activities
Implemented
• Reduce turnover/attrition• Increased employee
satisfaction• Current and future
competency inventory• Graduated competency career
paths• Increased human capital
management capability• Distinct capability parameter• Reputation signals
10© 2010 Carnegie Mellon University
Executive Management Leadership
Business Results (or outcomes)
• Customer-focused results
• Financial and market results
• Human resource results
• Organizational effectiveness
Human Resource Management
Strategic Planning
Process Management
Information and Analysis
• Measurement and analysis of organizational performance
• Information management MBNQA Criteria
The Case for “Multi-Model” - 1
Alignment of processes and improvement activities with specific business objectives• Business challenges are complex, often not monolithic, and
require the ‘right’ combination of capability, targeted to business needs.
11© 2010 Carnegie Mellon University
A Multi-Model approach is well suited to this environment.• The different CMMI constellations (DEV, ACQ, SVC) can allow
Orgs to achieve ratings appropriate to the type of work they do.
• P-CMM can support the development and retention of a world-class workforce.
• Multi-model improvement will create an Enterprise “profile” of qualifications to enhance offerings to customers, based on their need, and the ability of the Org to deliver real value.
The Case for “Multi-Model” - 2
Create an Org-specific “constellation”• Using the Org capability profile, identify an integrated set of
process areas from the different models and constellations that can be used to create a unique model for the enterprise.
• As needed, create specific models for each Org that fit their specific process needs
• Within some of the Orgs, if the process diversity is great
12© 2010 Carnegie Mellon University
• Within some of the Orgs, if the process diversity is great enough, it may be beneficial to create specific models for sub-organizations of the Org.
A PA Look
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14© 2010 Carnegie Mellon University
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15© 2010 Carnegie Mellon University
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Multi-Model Improvement Strategy
At the Enterprise Level
• Define Multi-Model Improvement for the Org.
• Define overall objectives.
• What does Success Look Like?
• How do we sell to our customers?
• Benefits of Multi-Model Improvement
At the Org Level
• Identify what models or process areas make sense for each Org
• Ensure alignment of PI objectives within each Org with overall Enterprise strategic objectives
18© 2010 Carnegie Mellon University
• Ensure alignment of PI objectives within each Org with overall Enterprise strategic objectives
– Leverage other improvement initiatives wherever possible
• Identify areas of commonality and build on them
• Document the standard process architecture
• Revise and update PAL structure to minimize redundancy
– Use existing resources to maximize value out of investment
• Use P-CMM practices to foster the organizational culture of change and improvement
More Information Is Available
For more information about CMMI
• http://www.sei.cmu.edu/cmmi/ (main CMMI site)
Other Web sites of interest include
• http://seir.sei.cmu.edu/seir/ (Software Engineering Information Repository)
• http://dtic.mil/ndia (annual CMMI Technology Conferences)
• http://seir.sei.cmu.edu/pars (publicly released SCAMPI appraisal summaries)
• https://bscw.sei.cmu.edu/pub/bscw.cgi/0/79783 (CMMI project artifacts)
Or, contact
19© 2010 Carnegie Mellon University
Or, contact
SEI Customer Relations
Phone: 412 / 268-5800
Email: [email protected]
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