Transcript PCMM_BriefIntro - Seattle Area Software Quality Assurance Group

People Capability Maturity Model ®
An Introduction
Customized for the Seattle Area Software
Quality Assurance Group
Dave Brandes
People Capability Maturity Model Services
The Boeing Company
July 19, 2001
Credits
The People Capability Maturity Model was published
in September, 1995.
Copyright © 1995 by Carnegie Mellon University
Capability Maturity Models®,
People Capability Maturity Model®, and
P-CMM®
are registered with the U.S. Patent and Trademark Office
More information: http://www.sei.cmu.edu/cmm-p/
More Credits
Approval has been given to include selected materials
adapted from:
TeraQuest Metrics, Inc.
P.O. Box 400490
Austin, Texas 78720-0490
TeraQuest Metrics, Inc. provides training and consulting
services in process improvement.
More information:
http://www.teraquest.com/
Objectives
 Provide an overview of the Model
 Establish the importance of the Model
 Address the connection to software quality assurance
 Provide sources for information and suggestions for getting
started
 Address questions
From a Yankelovich and Ammerwahr
Research Report
 American workers who said they were working to their full
potential was shockingly small -- 23 percent.
 Nearly half, 44 percent, said they do not put any more effort into
their jobs than they have to.
 75 percent said they could be more effective on their jobs than
they are right now.
Cited in: Frank K. Sonnenberg, Managing with a Conscience: How to Improve Performance
through Integrity, Trust, and Commitment, McGraw-Hill, New York, 1993.
Why Adopt People CMM®?
1) Become an ‘Employer of Choice’
• 190,000 unfilled IT jobs
• Cost of turnover
2) Enhance Business Performance
3) Manage
• Intellectual assets
• Knowledge capital
4) Measure HR’s contribution to the business
• Provides common measurement framework
• Allows benchmarking against best practices
Permission to adapt this slide by TeraQuest Metrics, Inc.
Structure of The P-CMM®
Maturity levels
5. Optimizing
4. Managed
3. Defined
2. Repeatable
Key Process Areas/Goals
• Practices
• Guidelines
Management Practices
• Procedures
• Standards
• Roles &
Commitments
Abilities
Reviews
Metrics
Common Features
Responsibilities
• Knowledge, Skills,
Abilities
Focus for Changing Practices
Organization
establishes
core
competencies
Organization
Management
establishes
basic
discipline
Unit or team
Individual
Skill-based
teams and
measured
competencies
Ad hoc,
inconsistent
people
practices
1
Individual
improves
personal
process
2
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3
4
Maturity Levels
5
Process Categories
Developing
Capabilities
Coaching; Personal
Competency
Development
Mentoring
Competency
Development;
Knowledge & Skills
Analysis
Training;
Communication
Building Teams &
Culture
Motivating &
Managing
Performance
Shaping the
Workforce
Continuous workforce innovation
Team Building
Org. Performance
Alignment; Teambased Practices
Organizational
competency
management
Participatory
Culture
Competency-based
Practices; Career
Development
Workforce
Planning
Communication
Compensation;
Performance Mgt;
Work Environment
Staffing
Permission to adapt this slide by TeraQuest Metrics, Inc.
Example Key Process Area
Key Process Area: Communication
Goal 1: A social environment that supports task performance and
coordination among individuals and groups is established
and maintained.
Activity 1: The people-related policies and practices of the
organization are communicated to the workforce.
Sub-Activity 1: Individuals and units are informed of
policies and practices that affect them.
Example Key Process Area
(Continued)
Key Process Area: Communication
Commitment 1: Executive management establishes and
communicates a set of values for the organization regarding
the development and management of its workforce.
Ability 1: Within each unit, an individual(s) is assigned responsibility for
ensuring that communication-related activities are performed.
Measurement 1: Measurements are made and used to determine
the status of communication activities.
Verification 2: A responsible individual(s) verifies that communication
activities are conducted according to the organization’s
documented policies.
Impact of People and Organization
Factors to Software Projects
Between 30 and 40 percent of the software cost drivers for a
project correlate to people and organization factors.
[Barry Boehm*]
“Because bad management is a common reason for project
failure, it can be seen that having fewer but better managers
may lead to overall improvements in both performance and
productivity.” [Jones**]
* Adapted from: Barry Boehm, “Safe and Simple Software Cost Analysis,” IEEE
Software,September/October, 2000, Pages 14-17.
** Capers Jones, Software Assessments, Benchmarks, and Best Practices, Addison
Wesley, 2000, page 222.
More: Impact of People and Organization
Factors to Software Projects
1) Personnel/team capability
2) Personnel continuity
3) Applications experience
4) Language and tools experience
5) Platform experience
6) Use of software tools
7) Precedentedness
8) Team cohesion
Adapted from: Barry Boehm, “Safe and Simple Software Cost Analysis,” IEEE
Software,September/October, 2000, Pages 14-17.
What’s in People CMM for
a SQA Engineer?
1) Balance between work and outside life/Performance Management
2) Meaningfulness of work / Performance Management, All
3) Trust between coworkers / Communication, All
4) Relationship with supervisor / Communication, All
5) Compensation / Compensation, Performance Management
Source of Attributes: a study by Development Dimensions International of Bridgeville, PA,
cited in an article by Rebecca Lloyd, Perceptions of Employee Turnover, KNOWLEDGE
MANAGEMENT, November 2000, Page 16.
What’s in People CMM for
a Manager?
1) More committed employees
2) Improved environment for creativity and innovation
3) Strengthened communities of expertise
4) More adaptable employees
5) Improved management and leadership skills
Getting Started
• Understanding -- training, discussions
• Acceptance -- business vision and goal alignment
• Support -- executive management commitment
• Focus -- self-assessments, formal assessments
• Managed Change -- Plan, Do, Check, Act; IDEAL Model
• Renewal -- individual and group growth
Or make accept it for your
• Manager Individual Development Program
Three Components of Improvement
Focus
People
Leadership
Process
High Quality
Products & Services
Technology