Customized for the Seattle Area Software Quality Assurance Group

Dave BrandesPeople Capability Maturity Model Services

The Boeing CompanyJuly 19, 2001

People Capability Maturity Model ®An Introduction

Credits

Capability Maturity Models®,People Capability Maturity Model®, andP-CMM®are registered with the U.S. Patent and Trademark Office

More information: http://www.sei.cmu.edu/cmm-p/

Copyright © 1995 by Carnegie Mellon University

The People Capability Maturity Model was published in September, 1995.

More Credits

Approval has been given to include selected materials adapted from:

TeraQuest Metrics, Inc.P.O. Box 400490Austin, 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

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.

From a Yankelovich and Ammerwahr Research Report

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

Key Process Areas/Goals

Common Features

Management Practices

Metrics

Reviews• Roles & Responsibilities

• Guidelines• Procedures• Standards

• Practices

• Knowledge, Skills, Abilities

Commitments

Abilities

2. Repeatable

5. Optimizing4. Managed

3. Defined

Individual

Organization

Unit or team

Ad hoc, inconsistent

people practices

1 2 3 4 5Maturity Levels

Management establishes

basic disciplineO

rgan

izat

iona

l dev

elop

men

t

Organization establishes

core competencies

Skill-based teams and measured

competencies

Individual improves personal process

Professional empow

erment

Permission to adapt this slide by TeraQuest Metrics, Inc.

Focus for Changing Practices

Process Categories

Developing Capabilities

Building Teams & Culture

Motivating & Managing

Performance

Shaping the Workforce

Coaching; Personal Competency Development

Continuous workforce innovation

Mentoring Team BuildingOrg. Performance Alignment; Team-based Practices

Organizational competency management

Competency Development;

Knowledge & Skills Analysis

Participatory Culture

Competency-based Practices; Career

Development

Workforce Planning

Training;Communication

CommunicationCompensation;

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 ofpolicies 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

* 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.

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**]

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 cohesionAdapted 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

• Renewal -- individual and group growth

• Managed Change -- Plan, Do, Check, Act; IDEAL Model

• Manager Individual Development Program

Or make accept it for your

Process

People

Technology

High QualityProducts & Services

Three Components of Improvement Focus

Leadership