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People Capability Maturity Model

The People Capability Maturity Model (P-CMM) provides a framework for software organizations to improve their ability to attract, develop, motivate, organize and retain talent. It consists of 5 maturity levels for workforce practices, from Initial to Optimizing. Key process areas are associated with each level to guide organizations in developing workforce capabilities, building teams and culture, motivating performance, and shaping the workforce. The P-CMM helps organizations assess their practices, prioritize improvements, and integrate workforce development with process enhancement.

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ektas55
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140 views

People Capability Maturity Model

The People Capability Maturity Model (P-CMM) provides a framework for software organizations to improve their ability to attract, develop, motivate, organize and retain talent. It consists of 5 maturity levels for workforce practices, from Initial to Optimizing. Key process areas are associated with each level to guide organizations in developing workforce capabilities, building teams and culture, motivating performance, and shaping the workforce. The P-CMM helps organizations assess their practices, prioritize improvements, and integrate workforce development with process enhancement.

Uploaded by

ektas55
Copyright
© Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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People Capability

Maturity Model
Introduction
 The P-CMM is a maturity framework,
patterned
 after the structure of the CMM
 that focuses on continuously improving the
management and development of the human
assets of a software or information systems
organization
Aim
 provides guidance
 on how to improve the ability of software
organizations
 to attract,
 develop,
 motivate,
 organize and retain the talent
 needed to steadily improve their software
development capability.
Strategic Objectives
 Improving the capability of software
organizations by increasing the capability of
the workforce;
· Ensuring that the software development
capability is an attribute of an organization
· Aligning the motivation of individuals with
that of the organization;
· Retaining human assets
Premise of model
 a practice cannot be improved if it cannot be
repeated.
 In an organization's least mature state
systematic and repeated performance of
practices is sporadic.
Help to software organization
a) Characterize the maturity of their work force
practices;
b) guide a program of continuous workforce
development;
c) set priorities for immediate actions;
d) integrate work force development with
process improvement;
e) establish a culture of software engineering
excellence.
Practices in PCMM
 work environment,
 communication,
 staffing,
 managing performance,
 training,
 compensation,
 competency development,
 career development,
 team building, and
 culture development
Five stages of maturity
Level 1: Initial
Level 2: Repeatable
Level 3: Defined
Level 4: Managed
Level 5: Optimizing
Initial level
 the performance of workforce activities is
inconsistent
 The organization typically provide forms for
activities
 but offers little guidance or training in
conducting the activities supported by these
forms.
Characteristic of Level I
 Inconsistency in performing practices
 Displacement of responsibility
 Ritualistic practices
 An emotionally detached workforce
Repeatable level
 to eliminate problems that keep people from
being able to perform their work
responsibilities effectively
 to establish a foundation of workforce
practices that can be continuously improved
in developing the workforce.
Defined
 to gain a strategic competitive advantage
from its core competencies.
 the organization begins to adapt its workforce
practices to the specific nature of its
business..
Managed
 sets quantitative objectives for growth in core
competencies
 for the alignment of performance across the
individual, team, unit, and organizational
levels.
 foundation for evaluating trends in the
capability of the organization's workforce.
Optimizing
 continuous focus on improving individual
competencies and
 finding innovative ways to improve workforce
motivation and capability.
KPA- Key Process Areas
 the particular tasks and activities,
 which must be completed in order for an
organization
 to gain maturity and progress towards
optimizing their training initiatives.
KPA at repeatable level
 Work environment
 Communication
 Staffing
 Training
 Compensation
 Performance management
KPA at defined level
 Knowledge & Skills Analysis
 Workforce planning
 Competency Development
 Career Development
 Competency-based Practices
 Participatory Culture.
KPA at managed level
 Mentoring
 Team-building
 Team- based practices
 Organizational performance
 Organizational competency management
KPA at optimizing level
 Personal Competency Development
 Coaching.
 Continuous Workforce Innovation
Four themes of PCMM
 Developing Capabilities
 Building Teams and Culture
 Motivating and Managing Performance
 Shaping the workforce
PROCESS CATEGORIES

MOTIVATING &
DEVELOPING BUILDING TEAMS MANAGING SHAPING THE
MATURITY LEVELS
CAPABILITES & CULTURE PERFORMANC WORKFORCE
E

Coaching Personal
5 Optimizing Competency
Development

Organizational
Performance Organizations
4 Managed Mentoring Team Building Alignment Competency
Team-Based Management
Practices
Competency
Competency-Based
Development
3 Defined Participatory Culture Practices Career Workforce Planning
Knowledge &
Development
Skills Analysis
Compensation
Performance
Training
2 Repeatable Communication Management Staffing
Communication
Work
Environment

1 Initial
PCMM structure
Applied by an organization in two
primary ways:

 As a standard for assessing workforce


practices
 As a guide in planning and implementing
improvement activities

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