PCMM
People Capability Maturity Model
1
PCMM- Agenda
2
• What is PCMM
• Structure of PCMM
• Sample Process Area ML-2: Performance Management
• P-CMM Assessment Process
• Sample Process Area ML-3: Competency Development
• ML-2 PAs, Goals and Practices
• ML-3 PAs, Goals and Practices
• Digital Tool
(People Capability Maturity Model® (P-CMM®) is a Copyright 2001 by Carnegie Mellon
University and the same is published for Unlimited distribution subject to the copyright)
What is PCMM
3
Roadmap
for
implementing human resource practices
that continually improve
capability of an organization’s HR.
4
5
Structure of the People CMM
6
7
Total ML wise - Process Area, Goals and Practices
ML
PA
Goal Com
mit
Ability Imp Meas Verify Total
Practice ure
ML-2
6
24
13
22
70
13
12
130
ML-3
7
28
16
36
77
16
16
161
ML-4
6
23
13
32
66
12
16
139
ML-5
3
12
6
16
34
6
7
69
Total
22
87
48
106
247
47
51
Practice
Total - 499
8
One Sample Process Area
Performance Management ML-2
Components of Process Area
1. Purpose
2. Description
3. Goals
4. Practices
•
•
•
•
•
Commitment to Perform
Ability to Perform
Practices Performed - Specific to Process Area
Measurement and Analysis
Verifying Implementation
9
Performance Management (PM)
10
(refer – page 179 of Model)
The purpose of Performance Management is;
- to establish objectives related to committed
work against which unit and individual
performance can be measured,
- to discuss performance against these
objectives and to continuously enhance
performance.
PM Description
(refer – page 179 of Model)
Performance
Appraisal
Commitment
Quality
Cost control
Team work
Efficiency
Discipline
12345
12345
12345
12345
12345
12345
Overall rating
1 2 3 4 5
Focus
Individual
evaluation
Ongoing discussion of work,
Skills, processes, resources
Focus
Continuing
improvement
of work
11
What Does ‘Manage’ Mean?
‘Manage’ in
the dictionary:
Manage: V To be in overall control or
charge, to deal with something or handle
‘Manage’ in the people
Man .age – To accept stewardship of a resource; to develop;
optimize the conditions affecting success.
12
PM Goals
13
(refer – page 180 of Model)
1. Unit and individual performance objectives
related to committed work are documented.
2. The performance of committed work is regularly
discussed to identify actions that can improve it.
3. Performance problems are managed.
4. Outstanding performances is recognized or
rewarded.
5. Performance Management practices are
institutionalized to ensure they are performed as
managed processes.
14
PM Commitment to Perform – Practices
(refer – page 181 of Model)
Commitment 1
The organization establishes and maintains a
documented policy for conducting its PM activities.
Commitment 2
An organizational role(s) is assigned responsibility
for assisting and advising units on PM activities.
PM Ability to Perform – Practices
15
(refer – page 184 of Model)
Ability 1
Within each unit, an individual(s) is assigned responsibility and
authority for ensuring that PM activities are performed.
Ability 2
Adequate resources are provided for performing PM activities.
Ability 3
Individuals conducting PM activities receive the preparation
needed to perform their responsibilities.
Ability 4
Individuals who participate in PM activities receive appropriate
orientation in PM practices.
16
Performance Management
Practices Performed
(HR Practices)
(refer – page 188 and 676 of Model)
Practice to Goal Mapping
PM Goal 1 - Objectives
Goal 1
17
Unit and individual performance
objectives related to committed
work are documented
PROBLEMS
Confusing direction
Subjective evaluation
Outdated objectives
SOLUTION
Unit objectives
Measurable objectives
Periodic review
PM - Objectives - Practices
Practice 1
Measurable performance
objectives based on committed
work are established for each unit
Unit
objectives
New sales
Practice 2
The unit’s performance objectives are
periodically reviewed as business
conditions or work commitments change
and if necessary they are revised
Personal
objectives
Mile stones
Quality
Training
Personal
objectives
Mile stones
Defects
Volume
Personal
objectives
New sales
18
Practice 4
Performance
objectives based on
committed work are
documented for each
individual on a
periodic or event
driven basis.
Practice 5
Performance objectives
for each individual are
reviewed on a periodic
are event driven basis
and if necessary revised.
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PM Goal 2 – Work improvements
Goal 2
The performance of committed work
is regularly discussed to identify
actions that can improve it.
PROBLEMS
SOLUTION
Lack of credibility
Focus on work, not
individual traits
Evaluation fever
Improvement operation
Inaccuracy
Continual awareness
20
PM-Work Improvements- Practices (Discussion)
Practice 6
Those responsible for
performance management
activities maintain ongoing
communication about the
performance of committed work
with those whose performance
they manage.
Practice 7
Those responsible for managing
the performance of others maintain
an awareness of accomplishment
against performance objectives for
each of the individuals whose
performance they manage.
Matched to situation:
Frequency?
Method?
Topics?
Practice 8
Potential improvement in process, tools
or resources, which could enhance an
individual’s performance of committed
work are identified and actions are
taken to provide them.
The goal of evaluation is
improvement not rating
21
PM -Work Improvements-Practices (Management)
Practice 3
Those accountable for the
accomplishment of unit
performance objectives track and
manage unit performance.
Practice 9
The accomplishment of individuals
against their performance objectives
are documented and discussed on a
periodic or event driven basis
according to a documented procedure.
Personal
objectives
•Milestones
•Costs
•Quality
•Training
Feedback
Procedures
•1 on 1with Mgr
•Poor evaluation
•3600review
•Expert panel
•etc
Unit
objectives
•Milestones
•Sales
•Budget
•Quality
•Customer
•satisfaction
Training &
Development
Compensation
Topics
•Accomplishments
•Capabilities
•Observations
•Disagreements
•Development needs
•etc
Performance
Mgt .. Goal 3
22
PM Goal 3 - Problems
Goal 3
Performance problems are
managed
PROBLEMS
Avoidance
Legal liability
Fairness
SOLUTION
Management
Opportunity
Process
PM – Problems-Practices (Management)
23
Practice 10
If performance problem occurs
they are discussed with appropriate
individual(s).
Practice 11
Performance improvement plans are
developed for resolving persistent
performance. Problems according to a
documented procedure.
Performance
Improvement plan
Practice 12
Performance against a documented
performance improvement plans is
periodically evaluated, discussed and
documented.
•Problems
•Actions
•Expected results
•Reviews
•Criteria
•Minimum changes
•Consequence
•alternatives
24
PM Goal 4 – Recognition
Goal 4
Outstanding performances is recognized or
rewarded.
PROBLEMS
SOLUTION
Lack of appreciation
Recognition and reward
Delayed appreciation
Separate from
compensation
Inconsistent application
Guidelines
PM – Recognition - Practices
Practice 13
Guidelines for recognizing or
rewarding outstanding
Performance are developed and
communicated.
25
Guidelines
•Purposes
•Eligibility
•Types of recognition
•Level of rewards
•Consistency
•Responsibilities
•Process
Sky is the
limit
Practice 14
Recognition or rewards are made on an
appropriate basis as events occur that
justify special attention.
26
PM Measurement and Analysis – Practices
(refer – page 204 of Model)
Measurement 1
Measurements are made and used to determine the
status and performance of PM activities.
Measurement 2
Unit measures of PM activities are collected and
maintained.
PM Verifying Implementation– Practices
27
(refer – page 205 of Model)
Verification 1
A responsible individual(s) verifies that the PM
activities are conducted according to organization’s
documented policies, practices, procedures, and, where
appropriate, plans; and addresses noncompliance.
Verification 2
Executive management periodically reviews the PM
activities, status, and results; and resolves issues.
ML-2 Managed - Process Area, Goals and Practices
PA
Goals
Commit Ability
Imp Practice
Measure Verify
Total
STF
5
2
4
18
2
2
28
CC
4
3
3
11
2
2
21
WE
3
2
4
8
2
2
18
PM
5
2
4
14
2
2
24
TD
3
2
4
8
2
2
18
COMP
4
2
3
11
3
2
21
Total
24
13
22
70
13
12
Practice
Total - 130
ML- 3 Defined - Process Area, Goals and Practices
PA
Goals
CA
4
Comm Abili Imp Measu Verif Total
it
ty
Practice re
y
2
4
9
2
3
20
WP
CD
CRD
CBP
4
4
3
4
2
2
2
2
5
6
6
5
11
8
8
14
2
2
3
2
2
3
2
2
22
21
21
25
WGD
PC
total
5
4
28
3
3
16
5
5
36
15
12
77
3
2
16
2
2
16
28
24
Practice
Total - 161
Why Adopt People CMM ?
Intellectual Assets
30
Why Adopt People CMM ?
31
Procedures and methods
defining the relationship of
tasks
B
A
D
C
PROCESS
People
with skills,
training, and
motivation
Tools and
equipment
Why Adopt People CMM ?
Human Res Mgt
•Process domain
•Best practices
•Goals & benefits
Total Quality Mgt.
Process & performance
Quantitative management
Continuous improvement
Org. Change & Dev.
Culture & maturity
Assess & improve
Change Management
32
33
Empowered Work Group Concepts
Level 1
Management
Coordination
Level 2
Interpersonal
Coordination
Level 3
Process
Coordination
Level 4
Empowerment
People CMM Assessment Phases
34
35
Preparing Phase
P1-Identify assessment scope
P2-Define Infrastructure Needed
P3-Plan Assessment Tasks
P4-Train Assessment Team
P5-Arrange Assessment Logistics
Surveying Phase
36
S1-Select Survey Sample
S2-Prepare Survey Logistics
S3-Administer and Score Survey
S4-Analyze Survey Results
37
Assessing Phase
A1-Organize Assessment Team
A2-Analyze Survey Results
A3-Review Documents
A4-Interview Process Owners
A5-Consolidate Process Owner’s Data
38
Assessing Phase
A6-Perform follow-up Interviews
A7-Interview managers
A8-Consolidate Manager Data
A9-Conduct Workforce Discussions
A10-Consolidate Workforce Data
39
R1-Report Findings and rate maturity
Reporting Phase
R2-Prepare final findings & recommendations
R3- Assessment Members Present final findings
R4- Board Decision to next level
R5-Roadmap for next level
R6-Complete final assessment report
R7- Roadmap with Report to Repository
Undertake Gap Analysis of HR practices
45
The Gap Analysis is conducted by involving;
1) Process Owners (PO)
2) Managers (Mgr) implementing the HR practices in their respective
areas
3) Indivuals (Emp) being one of the interested party to HR practices
• Random Sampling Methodology shall be adopted in selecting
samples.
• Ratio of 1:5:11 = 17 (PO:Mgr:Emp) if only for ML 2.
• Ratio of 1:4:8 = 13 (PO:Mgr:Emp) for ML 3 and above.
• Minimum sample size for attribute data is 100.
• The proposed sample size becomes for;
ML 2 is 6*17 = 102
ML 3 is 13*13 = 169
ML 4 is 19*13 = 247
46
The Maturity Level shall be determined as per the mapping
exercise. The following table is the basis for level determination
ML
PA
*Goal
**PR
2
6
24
130
3
7
28
161
4
6
23
139
5
3
12
69
Total
22
87
499
Remarks
The Organization shall be declared as Maturity
Level 2 Once these 24 goals are satisfied. If any
one of the Goals are not satisfied the
organization is declared as ML 1
The Organization shall be declared as Maturity
Level 3 Once these 28+24 = 52 Goals are
satisfied including ML 2
The Organization shall be declared as Maturity
Level 4 Once these 23+28+24 = 75 Goals are
satisfied including ML 3 and 2
The Organization shall be declared as Maturity
Level 5 Once these all 87 Goals are satisfied
including ML 4, 3 and 2
* is a must to satisfy
** is desirable to satisfy
47
Recommendation whether to go for up-gradation
& suggesting timelines
Determined ML
Proposed Recommendation
Initial (ML1)
The Organization implement the
Goals that are not satisfied in
Maturity Level 2
The Organization implement the
Goals that are not satisfied in
Maturity Level 3
The Organization implement the
Goals that are not satisfied in
Maturity Level 4
Managed (ML 2)
Defined (ML3)
Predictable (ML4)
The Organization implement the
Goals that are not satisfied in
Maturity Level 5
Optimizing (ML 5)
Make Process Robust to ensure
Stability and Consistency. Regular
Measurement and Verification.
Suggested Timelines
3 Months
6 Months (Cumulative 9)
12 Months (Cumulative 18 in case of
ML 2 or 21 in case of ML 1)
6 Months (Cumulative 18 in case of
ML 3 or 24 in case of ML 2 or 27 in
case of ML 1)
48
Inform recommendations for
addressing key findings.
Recommendations for addressing key findings at;
Process area wise Goals level
Process area wise Implementation Practices
Process area wise Institutionalization Practices
Recommendations would include policies,
procedures, practices, guidelines for Implementation
and institutionalization of HR Practices.
49
One Sample Process Area
Competency Development ML-3
purpose
The purpose of Competency Development
is to constantly enhance the capability of
the workforce to perform their assigned
tasks and responsibilities.
Competency Development Concepts
Workforce Competency Profile
Sales
Workforce Competency Profile
Field Service
Training
And
Development
Workforce Competency Profile
Software Engineer
Knowledge
Skills
Process abilities
Application domain procedural
design Cobol & assembler
numerical analysis machine
architecture etc
Competency
Development
Recruitment analysis
System design
Coding
Debugging
Documenting etc
Integrated team design
Change control
Fagan Inspections
Test procedures etc
Unit Focus
Workforce Competencies
Organization Focus
CD Goal 1 – Opportunities
Goal 1
The organization provides opportunities for
individuals to develop their capabilities in its
workforce competencies
PROBLEMS
SOLUTIONS
No growth
Development
opportunities
One course fits all
Graduated activities
Lack of awareness
Communication
CD Goal 1 – Practices
Practice 2
Practice 1
Competency development activities are
based on the competency development
plans within each workforce
competency.
Graduated training and development
activities are established for
developing capability in each of the
organization’s workforce
competencies.
Practice 3
The organization makes available
descriptions of workforce
competencies and information about
development opportunities related to
them.
CD Goal 2 – Initiative
Goal 2
Individuals develop their knowledge skills and
process abilities in the organization’s workforce
competencies.
PROBLEMS
SOLUTIONS
Paternalism
Individual initiative
Random
development
Competency based
development
Development guesswork
Facilitation
CD Goal 2 - Practices
Practice 5
Individuals are actively involved in
identifying and pursuing learning
opportunities to enhance their
capabilities in the organization’s
workforce competencies.
Practice 4
Competency based training and
development activities are identified
for each individual to support their
development objectives
Senior opportunities
Software Engineering
Courses:
• Languages
• Operating systems
• Design methods
Mentors
Degree programs
Certifications
Guided self study
CD Goal 3 – Experience Base
Goal 2
The organization uses the capabilities of the
workforce as resources for developing the
workforce competencies of others.
PROBLEMS
SOLUTIONS
No follow-up
Mentors
Informal
network
Competency
community
Organizational amnesia
Shared
learning
CD Goal 3 – Practices
Practice 6
Practice 7
Capable individuals within
a competency community
are used to mentor those
with less capability in the
competency.
The organization supports
communication among those
comprising a competency
community.
Repository
Practice 8
Competency based experience and
information is captured and made
available to those within a
competency community.
How to
advice
Lesson
learned
software
STAFFING
Level 2 - Managed
57
The purpose of Staffing is to establish a formal process by which;
-
committed work is matched to unit resources and
-
qualified individuals are recruited, selected, and transitioned
into assignments.
COMMUNICATION AND COORDINATION
The purpose of Communication and Coordination is to ensure;
-
timely communication across the organization and
-
that the people have the skills to share information and
coordinate their activities efficiently.
Level 2 - Managed
58
WORK ENVIRONMENT
The purpose of Work Environment is to establish and maintain;
- physical working conditions and
- to provide resources that allow individuals and workgroups
to perform their tasks efficiently without unnecessary
distractions.
PERFORMANCE MANAGEMENT
The purpose of Performance Management is to establish
objectives related to committed work against which unit and
individual performance can be measured, to discuss performance
against these objectives and to continuously enhance
performance.
Level 2 - Managed
TRAINING AND DEVELOPMENT
The purpose of Training and Development is to ensure that;
- all individuals have the skills required to perform their
assignments and
- are provided relevant development opportunities.
COMPENSATION
Compensation is to provide all individuals with;
-remuneration and benefits based on
their contribution and values to the organization
59
Level
3
Defined
COMPETENCY ANALYSIS
60
The purpose of Competency Analysis is;
- to identify the knowledge, skills, and process abilities
required to perform the organization's business activities
so that they may be developed and used as a basis for
workforce practices.
WORKFORCE PLANNING
The purpose of Workforce Planning is;
- to co-ordinate workforce activities with current and future
business needs at both the organizational and unit levels.
Level 3 - Defined
COMPETENCY DEVELOPMENT
The purpose of Competency Development is;
- to constantly enhance the capability of the workforce to
perform their assigned tasks and responsibilities.
CAREER DEVELOPMENT
Ensure that all individuals are;
-motivated and are provided opportunities to
develop new skills that enhance their ability to
achieve career objectives
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62
Level 3 - Defined
COMPETENCY BASED PRACTICES
The purpose of Competency based practices is to ensure;
- that all workforce practices are based in part
on developing the competencies of the workforce
WORKGROUP DEVELOPMENT
The purpose of Workgroup Development is;
- to organize work around competency-based process
abilities
63
Level 3 - Defined
PARTICIPATORY CULTURE
The purpose of Participatory Culture is;
- to allow an organization to exploit the full capability
of its workforce for making decisions that affect the
performance business activities
64
ध यवाद
Thank you
chandra@maclead.com - 9810070169