Sustaining High Maturity Process Implementation with Five People CMM Process Areas

© SITARA Technologies Pvt. Ltd.

For Use and Distribution by the CMMI Institute in the proceedings of the SEPG North America 2013 1111

SITARA Process JewelBoxTM

Sustaining High Maturity

Process Implementation

with

Five People CMM Process Areas

Raghav S NandyalChief Executive Officer

[email protected]




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




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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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)





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





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’




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




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




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


Quantitative PerformanceManagementOrganizational Capability Management

Quantitative Project ManagementOrganizational Process Performance





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


Organizational Performance Alignment

Organizational Performance ManagementCausal Analysis and Resolution





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




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




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




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




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




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





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






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






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




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




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




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




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




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




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




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




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





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





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)




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




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’





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






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






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





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




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




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





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





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




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




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




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!

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Sustaining High Maturity Process Implementation with Five People CMM Process Areas

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