sustaining high maturity process implementation with five people cmm process areas
TRANSCRIPT
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SITARA Process JewelBoxTM
Sustaining High Maturity
Process Implementation
with
Five People CMM Process Areas
Raghav S NandyalChief Executive Officer
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AGENDA
Establish the context
Some perspectives … Common themes shared between high maturity CMMI implementation and 5 People CMM process areas in focus
Characteristics of these 5 People CMM process areas
CA, CD, QPM, OCM and OPA
How the interweaving works
Reasons why the interweaving works
Conclusion
Q&A
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Establish the Context
Building high maturity process is often, the easy
partSustaining high process capability is the more difficult aspect of high maturity implementation
Requires organizations to prepare conditions necessary to respond to “The Never-ending Next”Requires organizations to develop and improve competencies as much as improving the processRequires organizations to explore valid quantitative techniques – which are simple, yet effective – to arrive at the most beneficial analysis
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Establish the Context
Assetrepository
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Lessons
Learned
High maturity practices of the 3 CMMI constellations requires institutionalization of practices that achieve the following objectives:
Use quantitative understanding of processes to establish performance baselines with which, process behavior is modeled/understood (OPP)
Projects are then managed by adopting these performance baselines and models (QPM)
Organizational process performance/outcomes are managed using business objectives (OPM)
When process performance deviates from the norm, causes are identified to improve understanding of process performance (CAR)
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Establish the Context
Since workforce capability is highly correlated
with process capabilitysustaining these high maturity objectives cannot become reality …
without proactive engagement of individuals who improve organizational learning, minimize special and common cause variation and,ensure stability and permanence of the process context
Example: Changes to the SEPG team causes instabilityExample: If individuals do not build the required “process capability” within themselves, knowledge and skills alone will not be sufficient
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Establish the Context
Since People CMM advocates a process-based professional empowerment of individuals,
What are the 5 People CMM process areas that could complement high maturity CMMI process areas?How is stability of the surrounding context ensured, to sustain process maturity and process capability with the 5 People CMM process areas? Notion of organizational learning is highly pronounced in the People CMM
Unit focus: Training & DevelopmentOrganizational focus: Competency Development Primary objective: to improve the workforce capability through ‘knowledge retention’ and ‘knowledge gain’
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The 5 People CMM Process areas:
Share many common implementation objectives
with “high maturity implementation” of the 3
CMMI constellations. For Example:
Institutionalization, is through (generic) goals
Participatory culture, is promoted by involving all
stakeholders of the improvement program
Minimize rework – the hidden factory – by
indulging practitioners to embrace “process
driven” execution
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The People CMM concerns itself to the domain of workforce management and development
provides a high-level guideline to design organizational processes which address workforce capability developmentFrom field experiences of 4 organizations that used People CMM practices along with high maturity CMMI-DEV practices, it is clear that –
Only when competent people use a capable process can a predictable, high maturity performance resultFocusing only on building a capable process leads high-maturity implementations, nowhere!
Some Perspectives …Common Themes
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Implementation objectives behind People CMM and High Maturity practice implementation of the CMMI constellations share common themes
Minimize variation in execution outcomesBy establishing a ‘stable operating environment’,
with an ability to arrest impact of variation
People CMM CMMI Constellations
Competency AnalysisCompetency Development
Organizational Process FocusOrganizational Process Definition
People CMM CMMI Constellations
Quantitative PerformanceManagementOrganizational Capability Management
Quantitative Project ManagementOrganizational Process Performance
Some Perspectives …Common Themes
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Create an organization of learners by inculcating a
learning orientation among practitionersBy transferring out experience from project execution back into the organizationLeverage from reuse and knowledge sharingPromote organizational development and professional empowerment by making ‘process alignment’ the cornerstone to promote a ‘continuous performance improvement’ culture
People CMM CMMI Constellations
Organizational Performance Alignment
Organizational Performance ManagementCausal Analysis and Resolution
Some Perspectives …Common Themes
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From postmortems and introspective sessions: process stability is hurt due to ‘people’ issues
High churn resulting from no active retention policies; competent people are the first to leave!Inability to ensure individuals are ‘productively employed’ with a competency focusLack of recognition of individual competencies leading to a decay of unit level competitivenessLack of guidance to make informed decisions using experienced individuals in the organization – such as ‘Mentors’ or ‘Coaches’Employees care enough about ‘professional development’ – seek opportunities where available
Some Perspectives …Top 10 People Issues
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Breakdown of coordination among support
functions such as HR & staffing functions and
delivery functions resulting from ‘just-in-time’
staffing requirements of projects
Lack of an appropriate compensation strategy to
attract, retain and grow talent
Employees like to work in ‘caring’ or ‘less
hostile’ work environments
The best of knowledge transfer and resulting documentation is no substitute to the ‘eroded
competency’
Competency erosion has a cascading effect
Some Perspectives …More People Issues
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Lot to gain from commonality between high maturity practices of CMMI and People CMM
Structure of the two frameworks: goals promote both institutionalization and implementation (Generic) Goals help to improve process capabilityIntent behind the process areas grow, both, process maturity and workforce capability using complementary practicesSimilar competencies required for individuals to execute the designs behind these frameworks Predictability of execution: possible only when ‘both’ process capability and workforce capability (competencies) are stable
Some Perspectives …Business Justifications
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People CMM is better able to address key people issues concerning high maturity process implementation
Attrition management and knowledge retention
Competency development – particularly relevant under volatile conditions of technology change
Professional development of employees while …
focusing improvement opportunities with a higher return on investment – ‘grow workforce
competencies’
Helps to address project stability and process
effectiveness issues due to people issuesHas less to do with not having a defined process
Some Perspectives …Business Justifications
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Characteristics of the 5 People CMM process areas:
Explore how the 5 People CMM Process Areas
interweave with High Maturity Process
Implementation
Explore how to best exploit the synergy due to
such interweaving of practices
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Competency Analysis (CA)
Purpose of Competency Analysis
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
offer the much needed holistic or systemic view required to focus process improvements on all three essentials of high process maturity –knowledge, skills and process abilitiesCMMI constellations place emphasis on improving just the process alone, in two process areas of Organizational Process Focus and Organizational Process Definition
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Competency Analysis (CA)
SITARA 10W5D Competency Hierarchy Model
Identifies organizational competencies to span at least 10 Wide competencies with each competency demonstrating 5 Deep capability
For Example: Program Management Competency can have the following 5 Deep Capabilities:
Product SpecificationDesign Management Product Line ManagementProgramming LanguageCommunication Strategies
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Competency Analysis (CA)
SITARA 10W5D Competency Hierarchy Model
Only when the organizational competency description for Program Management demonstrates adequate capability within the identified 5D can true potential from having Program Management competency be realized
Since organizational capability = collective capability of individuals, the organizational deepcapabilities are further strengthened by …
linking them to ‘individual or personal’ capabilities with the concept of a competency clusters and stratification
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Competency Analysis (CA)
SITARA 10W5D Competency Hierarchy Model
For Example: In order to grow Program Management Competency, individuals must build
Knowledge
REQUIRED EXPECTED
Domain knowledge
Product line expertise
Market Analysis
Competition Analysis
Process Abilities
REQUIRED EXPECTED
Planning
What-if analysis
Decision Analysis
Product Communication
Interviewing and Elicitation
Developing Early proof of concepts
Skills
REQUIRED EXPECTED
Conceptualizing
Break-through thinking
Prototyping
Programming
Modeling
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Competency Development (CD)
Purpose of Competency Development to constantly enhance the capability of the staff
to perform their assigned tasks and
responsibilities
SITARA Domain-Competency Sandwich Model
COMPETENCY
DOMAIN
LEARNING
MECHANISMS
TOOLS &
TECHNOLOGY
TECHNIQUES
& PROCESSES
KNOWLEDGE SKILLS TALENTS
SUSTAINED
FOCUS
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Individuals
Business
Objectives
Business
Unit A
DEPT A DEPT B DEPT N
K S PA
3 3 2
JOB DESCRIPTION
REQUIRED COMPETENCY
Implementation Example: Competency Analysis (CA) & Competency Development (CD)
Competency
DomainProcess Abilities
Knowledge
Skills
Process Abilities
JOB DESCRIPTION
Competency
Assessment
CBP (1..n) :: PAL
K S PA
ROLE A 1 2 2
STAFF A
CURRENT COMPETENCY
Training
Curriculum
Training
Calendar
Training
Training
Data
Process Improvement
Roadmap & Staffing Reqt.
Training
Plan
COMPETENCIES
DOMAIN
LEARNING
MECHANISMS
TOOLS &
TECHNOLOGY
TECHNIQUES
& PROCESSES
KNOWLEDGE SKILLS TALENTS
SUSTAINED FOCUS
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Hands-On Activity
Use the SITARA 10W5D Competency Hierarchy and Domain Competency Sandwich Models and establish the following:
Name of the Competency:
Knowledge
REQUIRED EXPECTED
Process Abilities
REQUIRED EXPECTED
Skills
REQUIRED EXPECTED
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Organizational Capability Management (OCM)
Purpose of Organizational Capability Management
to quantify and manage the capability of the workforce and of the critical competency-based
processes they perform
Agile lifecycle
Requirements
ElicitationProof-of-concept Et Cetera
Waterfall/ Spiral
Requirements AnalysisDesign and
Implementation
Product
IntegrationEt Cetera
Measurement
Database 1
Measurement
Database 2
Measurement
Database N
W
O
R
K
F
O
R
C
E
C
A
P
A
B
I
L
I
T
Y
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Quantitative Performance Management (QPM)
Purpose of Quantitative Performance Management
to predict and manage the capability of competency-based processes for achieving
measurable performance objectives
Measurement
Database 1
Measurement
Database 2
Measurement
Database N
NEW Project using
Agile lifecycle
Requirements
ElicitationProof-of-concept Et Cetera
NEW Project Using
Waterfall lifecycleNEW Project Using
Spiral Model
Requirements AnalysisDesign and
Implementation
Product
IntegrationEt Cetera
W
O
R
K
F
O
R
C
E
C
A
P
A
B
I
L
I
T
Y
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Organizational Performance Alignment (OPA)
Purpose of Organizational Performance Alignment
to enhance alignment of performance results across individuals, workgroups, and units with
organizational performance and business objectives
Opportunistic
Proactive
Opportunistic
ProactiveProactive
START
FINISHBusiness
Objectives
Performance
Improvement
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Competency Analysis and Competency
Development, positively impact organizational
learning embedded in several CMMI process
areas most noticeably in ‘Organizational Training’,
‘Organizational Process Focus’ and ‘Organizational Process Definition’
Focus is on much broader ‘competency needs’Emphasis of training in PCMM is on knowledge, skills and process abilities required to perform
business functions
Impact on workforce practices is also considered
Consideration for both strategic and tactical needs
How the Interweaving Works
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Quantitative Performance Management positively
impacts Measurement & Analysis and
Quantitative Project Management process area
of the CMMI constellations
Organizational Capability Management positively
impacts Organizational Process Performance
process area of the CMMI constellationsWith PCMM practices of OCM in place,
workforce capability requirements to achieve quantitative goals are understood
Process context information is captured
How the Interweaving Works
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Organizational Performance Alignment positively
impacts ‘Organizational Performance
Management’ and ‘Causal Analysis and
Resolution’ process areas of the CMMI
constellationsBoth opportunistic and proactive improvements are pursued while ensuring alignment to cascaded business objectives across, individual, team, unit, and organizational levelsData collection, analyses of trends against performance objectives, acting on exceptional findings, analyzing the impact of workforce practices on performance alignment and reporting results is at multiple levels within an empowered work culture
How the Interweaving Works
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Reasons Why the Interweaving Works:
Sponsorship perspectives for any process improvement initiative are –
To ensure that they help to minimize variation in ‘execution’,
by bringing in consistency
Assure customers of highest quality, predictable result while reassuring ‘internal stakeholders’
Possible only when process stakeholders collaborate with ‘competency stakeholders’ (operational management)
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Reasons Why the Interweaving Works
Sponsorship perspectives
People CMM practices of these 5 process areas are organized into process areas which deal with
Developing individual capability
Building workgroups and culture
Motivating and managing performance, and
Shaping the workforce
People CMM therefore prepares a fertile ground on which to grow process capability using the high maturity CMMI practices
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Sponsorship perspectives …
Organizations adopt high maturity CMMI practices
to bring in consistency in execution across projects,
with a process focus,
by defining a ‘process architecture’
Whereas, People CMM is better able
to establish consistency in execution, by recognizing impact of both process and the workforce capabilities on execution outcomes,
by defining a ‘competency architecture’
Reasons Why the Interweaving Works
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Sponsorship perspectives …
Implementation objectives behind CMMI are–
To establish a process framework which is used by practitioners
To continuously evolve the state of practice
and reinforce confidence while delivering on
expectations,
by consciously minimizing impact of
variation …
using a process definition
Reasons Why the Interweaving Works
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Sponsorship perspectives
Implementation objectives behind People CMM–
To establish a competency framework
To nurture a competency orientation among practitioners by evolving and growing their
knowledge, skills and process abilities,
by consciously improving organizational memory through learning and competency
development …
using a process definition
Reasons Why the Interweaving Works
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Sponsorship perspectives
Common processes for both high maturity CMMI
practices and People CMM can be
Deployed using the same organizational
infrastructure (such as OSSP on an Intranet)
Improved within a common process
improvement program
Improvements effected on practices on one
framework positively impacts the other
More bang for the buck
Reasons Why the Interweaving Works
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Conclusions:
Process improvement itself can become an
organizational competency – done in both, good
times and in bad times
Structure of the CMMI promotes effecting holistic
improvements along with People CMM practices,
to ensure process improvements have a
competency focus
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CMMI constellations address the requirements of
projects from an execution stand-point by
identifying practices in the 6 major categories of
engineering, service establishment and delivery
acquisition engineering, project (and work)
management, process management and support
People CMM addresses the more holistic
organizational requirements for ensuring
execution outcomes are repeatable and
permanent by growing a competency
organization – within competency communities
ConclusionsReported Benefits
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CMMI initiatives tend to be oriented toward the
practitioners of engineering methods; whereas
the People CMM is more inclusive of other
support groups and functions as well, such as
human resources, administration, facilities,
network and support, and finance.
People CMM adoption has a much higher
probability of bonding all of the organizational
constituencies into an integrated team
ConclusionsReported Benefits
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Strong People CMM practices help to ensure much better execution of projects and facilitates the adoption of high-maturity CMMI practices
Individuals feel more secure when the strategic intent is known in terms of ‘career development’
Common process deployment vehicle, such as a corporate intranet, leads to improvements to both ‘process’ and ‘competency’ improvement
Process improvements without ‘competency’ focus is impossible; impacts process maturity
And, there are strong connections inherent in the two: CMMI constellations and People CMM
ConclusionsReported Benefits
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Postmortems and introspective sessions of projects from high process maturity work cultures, reveals that sustaining high process capability is hurt due to ‘people issues’
Organizations that shoehorn 5 People CMM process areas while deploying high maturity CMMI practices, stand a much better chance at controlling the impact of people issues on sustaining gains made after establishing high process maturity
It is only when competent people use a capable process can you assure predictable performance
ConclusionsWhat we have seen so far
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It is only when a competency enabled, quantitative foundation is established would a culture of informed learning resulting from continuous process improvement prevail
Process improvement programs can sustain endlessly only with this assurance in place
ConclusionsWhat we have seen so far
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References
[Chrissis 2011] Chrissis, Mary Beth et al, “CMMI for Development®: Guidelines for Process Integration and Product Improvement, Third Edition”, Addison-Wesley Professional. 2011
[Curtis 2002] Curtis, Bill et al, “The People Capability Maturity Model”, Addison-Wesley, Pearson Education, Inc. 2002
[Nandyal 2012] Nandyal, Raghav, “Building and Sustaining High-maturity Software Organizations”, McGraw-Hill Education. 2012
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DISCUSSIONS, Q&A
Raghav S. NandyalChief Executive Officer
SITARA Technologies Pvt. Ltd.#54, Sri Hari Krupa6th Main RoadMalleswaramBangalore KA INDIA 560 003Telephone: +91.80.2334.3222Mobile: + 91.984.523.3222Email: [email protected]
URL: http://www.SITARATECH.com
Thank You!