SEPG NA 2014 Tyson's Corner, VA Wait! You mean we can apply process discipline to workforce management!?!? Judah Mogilensky, Owner/Partner - Process Enhancement Partners Inc Independent Contractor, CMMI Institute Presentation Goals 2 Explain the purpose of the People CMM Introduce the structure and content Describe some keys to P-CMM adoption SEPG 2014 Mogilensky Acknowledgements 3 Much of this material is taken from presentations originally created by Gian Wemyss and Palma Buttles-Valdez of the Software Engineering Institute, Carnegie Mellon University; the presenter gratefully acknowledges their work Permission to use these materials, and other newer materials, has been granted by the CMMI Institute, Carnegie Mellon University Any errors are the sole responsibility of the presenter SEPG 2014 Mogilensky Workforce Issues: Performance & Retention-1 Managers • limited skills/abilities to manage Staffing • hired without the required knowledge and skills Training and Development • training to reduce knowledge/skills gaps: not provided, timely, or relevant • training not keeping up with changes in technology • limited opportunities to apply new knowledge/skills SEPG 2014 Mogilensky Workforce Issues: Performance and Retention - 2 Performance Management • no clear performance objectives • performance problems are not managed • inconsistent rewarding of performance SEPG 2014 Mogilensky Workforce Issues: Performance and Retention - 3 Communication • limited/none/too much communication • inconsistent and vague messages Compensation • not linked to performance objectives • rewards for inappropriate behaviors SEPG 2014 Mogilensky Workforce Issues: Performance and Retention - 4 Work Environment • physical space/resources required to perform committed work is not provided or not provided in a timely manner Organizational Culture • gap between “Ideal” and Real Culture • culture does not support business objectives or mission goals SEPG 2014 Mogilensky Key Insights Workforce outcomes are the result of an organization's workforce processes Just like product development processes and service delivery processes, workforce processes can be systematically managed and improved What is needed is a workforce process management model: The People Capability Maturity Model (P-CMM) 8 SEPG 2014 Mogilensky People CMM The People CMM is a roadmap for implementing workforce practices that continuously improve the capability of an organization’s workforce. It enables organizations to: attract, develop, organize, motivate, and retain the workforce required to build their products and deliver the services align workforce development with strategic business or mission goals characterize maturity of workforce practices set priorities for improving workforce capability Curtis, Hefley, & Miller (2008) SEPG 2014 Mogilensky Guiding Principles of the P-CMM - 1 The ten People CMM v.2 principles that summarize the People CMM philosophy. 1. In mature organizations, workforce capability is directly related to business performance. 2. Workforce capability is a competitive issue and a source of strategic advantage. 3. Workforce capability must be defined in relation to the organization’s strategic business objectives. 4. Knowledge-intense work shifts the focus from job elements to workforce competencies. Pg 4-5 5. Capability can be measured and improved at multiple levels, including individuals, workgroups, workforce competencies, and the organization. SEPG 2014 Mogilensky Guiding Principles of the P-CMM - 2 6. An organization should invest in improving the capability of those workforce competencies that are critical to its core competency as a business. 7. Operational management is responsible for the capability of the workforce. 8. The improvement of workforce capability can be pursued as a process composed from proven practices and procedures. 9. The organization is responsible for providing improvement opportunities, while individuals are responsible for taking advantage of them. 10. Since technologies and organizational forms evolve rapidly, organizations must continually evolve their workforce practices and develop new workforce competencies. Pg 4-5 SEPG 2014 Mogilensky Levels of the P-CMM Levels CMM Objectives 5 Optimizing Continuously improve capability and performance within the framework 4 Predictable Manage and leverage the capability of the framework 3 Defined Establish a common organizational framework based on competencies 2 Managed Create a management foundation within units SEPG 2014 Mogilensky rm we po empowered workgroups & measured capability m le na Unit or Workgroup improvement & integration of personal work processes Individual 2 3 4 t en O rg an iza tio na l io ss fe 1 Organization managers perform repeatable practices ad hoc, Inconsistent workforce practices Maturity Levels organization develops workforce competencies o Pr De ve lo pm en t People CMM: Focus for Changing Practices 5 SEPG 2014 Mogilensky Level 2: The Managed Level Focus: Unit Level Managers become responsible and accountable for employee performance and development Committed work and associated skills are understood Workforce commits to the work they will be performing and to performance objectives Manager’s Tool Kit Reinforce behaviors that contribute to organization success Units reduce barriers that hinder performance Work overload Unclear performance objectives/feedback Poor communication Lack of relevant knowledge and/or skills Environmental distractions Issues of inequity Staffing Communication & Coordination Work Environment Performance Management Training & Development Compensation SEPG 2014 Mogilensky Level 3: The Defined Level Focus: Organizational Identifying the competencies required to build products and/or deliver services Linking the capability of the workforce to strategic business objectives Organizational Playbook Planning and forecasting current and future competency needs Individual career development opportunities support competency needs Workforce Planning Competency Analysis Competency-Based Practices Competency Development Career Development Participatory Culture Workgroup Development SEPG 2014 Mogilensky Level 4: The Predictable Level Focus: Organization and Workgroups Managing and exploiting the capability of the competency framework of workforce competencies Quantitatively managing capability and performance Empowering workgroups to perform some of their own workforce practices Integrating competency-based process Quantitative Performance Management Empowered Workgroups CompetencyBased Assets Competency Integration Organizational Capability management SEPG 2014 Mogilensky Level 5: The Optimizing Level Focus: Organization, Workgroups, and Individuals Performance is aligned across workgroups, units, and organization Individuals focus on improving their personal work process and share with their workgroup, unit, and organization Innovation is encouraged and rewarded Change and adaptability become an attribute of the organization’s culture Continuous Capability Improvement Organizational Performance Alignment Continuous Workforce Innovation SEPG 2014 Mogilensky Process Area Integration Across Levels People CMM Threads Levels 5 Optimizing 4 Predictable 3 Defined Developing Capability & Competency Building Workgroups & Culture Continuous Capability Improvement Mentoring Competency Based Assets Competency Integration Empowered Workgroups Motivating & Managing Performance Shaping the Workforce Organizational Performance Alignment Continuous Workforce Innovation Quantitative Performance Management Organizational Capability Management Competency Development Workgroup Development Competency Based Practices Competency Analysis Participatory Culture Career Development Workforce Planning Compensation 2 Managed Training and Development Communication & Coordination Performance Management Staffing Work Environment SEPG 2014 Mogilensky People CMM Practices: “What, not How” Practices describe “what” activities and actions should be performed. It is up to the organization to decide “how” the practices are implemented to satisfy goals. “How” Factors Organizational Culture Industry ????? Two Types of Practices: “The What” Implementation Institutionalization activities and/or procedures performed by individuals, in workgroups or units, or by the organization Practices that help to institutionalize the implementation practices SEPG 2014 Mogilensky Institutionalization Pictorially Commitment to Perform Can Can we we do do it? it? Will Will we we do do it? it? Ability to Perform What we What wedo do What Implementation Implementation we do! Practices Practices Verifying Implementation Are Are we we doing doing itit ?? How How are are we we doing? doing? Measurement and Analysis SEPG 2014 Mogilensky Improvement Efforts: Missing Elements for Change Vision Resources Capable Workforce Capable Processes Organizational Culture Incentives Action Plan Change Resources Capable Workforce Capable Processes Organizational Culture Incentives Action Plan Confusion Capable Workforce Capable Processes Organizational Culture Incentives Action Plan Anxiety & frustration Capable Processes Organizational Culture Incentives Action Plan Slow or little progress Organizational Culture Incentives Action Plan Reinventing the wheel Incentives Action Plan Barriers to change Action Plan Sporadic change Vision Vision Resources Vision Resources Capable Workforce Vision Resources Capable Workforce Capable Processes Vision Resources Capable Workforce Capable Processes Organizational Culture Vision Resources Capable Workforce Capable Processes Organizational Culture Incentives False starts Adapted from: Delorise Ambrose, 1987. Personal communication. SEPG 2014 Mogilensky Holistic Quadripartite A D C Sdfkfaso iahsf sdfkas askf asfsdf dsk fs asd;fkjas;dkf askfas sdjfkn kjasdf jasdf jsf wdfi w[0din as;dhfi asf; anf[I sadifh ai asidn f af as09 d ahdp uhdf phadf uihdf hdh hf hdf d slasd hasdf uhdf sfs uhasfpuas usf smfd ask as asjas s jasf mm s apd kas ns n knsf nfas asdfj ifa[if99hj p iasd ijsdf jsdfij asdfijs ijsij isad[j ia Organizational Culture Process Organizational Capability Process: addresses the business needs including workforce and competencies required to meet the business objectives Technology: addresses the tools and techniques used to communicate and to make the work efficient People: bring knowledge, skills, and process abilities, (“competencies”) People Technology Organizational Culture: is the environment in which process, technology, and people interact SEPG 2014 Mogilensky Holistic Quadripartite: Key to Process Improvement To implement process improvement activities that are enduring organizations need: A C Sdfkfaso iahsf sdfkas askf asfsdf dsk fs asd;fkjas;dkf askfas sdjfkn kjasdf jasdf jsf wdfi w[0din as;dhfi asf; anf[I sadifh ai asidn f af as09 d ahdp uhdf phadf uihdf hdh hf hdf d slasd hasdf uhdf sfs uhasfpuas usf smfd ask as asjas s jasf mm s apd kas ns n knsf nfas asdfj ifa[if99hj p iasd ijsdf jsdfij asdfijs ijsij isad[j ia D the ability to manage and control the complex development, delivery, and maintenance process and the process used to manage and develop the workforce to monitor changes in technology and deploy it to make the work efficient a workforce that has the appropriate knowledge, skills, and process abilities (competencies) that are adaptable to rapid changes in a technological environment an organizational culture that supports a rapidly changing and potentially volatile market and that is in alignment with policies, business objectives, and strategies SEPG 2014 Mogilensky Your Presenter: Judah Mogilensky Process Enhancement Partners, Inc. [email protected] http://pep-inc.com +1-303-660-9400 24 SEPG 2014 Mogilensky
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