Tag Archives: Bill Hefley

People CMM® Appraisals – 2015 Update

It is time once again to summarize data related to Class-A appraisals for the People CMM®.

Here is the updated data with the People CMM® SCAMPISM-A published results of 2015 added:

No. of People CMM® Appraisals Upto 2015

Data for 2010 to 2015 has been picked up from the Published Appraisal Results Site maintained by the CMMI Institute. Earlier data has been picked up from multiple sources as given in the table. Some appraisals may be missing from the data, if the appraised entity did not wish to publish the results (for whatever reasons).

Further analysis of the past 28 appraisals (of the last 3 years) listed in the Published Appraisal Results Site (with Filter People CMM® v2.0)  shows the following:

  • 22 of the 28 appraisals in the period 2012-2014 were led by three LAs-Lead Appraisers (Rajesh Naik, K Kothandaraman and D Sankararaman).
  • Seven different LAs did the 28 People CMM® appraisals (of the last 3 years).
  • There are 9 authorized LAs for the model on 27-Jan-2016 (the number of LAs was 11 in Jan 2015). For a list of People CMM® LAs go to the Partner Directory; select “CMMI Institute Authorized SCAMPI with People CMM Lead Appraiser” option –> you will get the list of LAs for People CMM®.
  • People CMM® organizations of the last 3 years belong to the IT/ ITes, finance, engineering, telecom, manufacturing domains.
  • Accenture – Tech units across the globe has the highest number of entries in the list of the last 3 years.

The reasons for the low number of appraisals for People CMM® have been discussed in the post Adoption of People CMM® -03: Why is it Low?  – I believe the same reasons continue to apply even today.

Hope we have a greater adoption of the model and more number of reported appraisals in 2016 and beyond.

Other related posts uploaded on the same blog:

Notes:

Nothing Official About It! – The views presented above are in no manner reflective of the official views of any organization, community, group, institute, or association. They may not even be the official views of the author :-).

SM-SCAMPI is a service mark of Carnegie Mellon University.
The People CMM® (by Bill Curtis, Bill Hefley, and Sally Miller) has been available for more than 15 years. Version 1.0 of the model was released in 1995 and version 2.0 was released in 2001.


I am Rajesh Naik. I am an author, management consultant and trainer, helping IT and other tech companies improve their processes and performance. I also specialize in CMMI® (DEV and SVC), People CMM® and Balanced Scorecard. I am a CMMI Institute certified/ authorized Instructor and Lead Appraiser for CMMI® and People CMM®. I am available on LinkedIn and I will be glad to accept your invite. For more information please click here. To get email alerts for new posts, click here to subscribe.

People CMM® Appraisals – 2014 Update

Another year has passed and it is time to summarize data related to Class-A appraisals for the People CMM®. (the first post was Adoption of People CMM® -01: Appraisal Results).

Here is the updated data with the People CMM® SCAMPISM-A published results of 2014 added:

No. of People CMM® Appraisals Upto 2014

Data for 2010 to 2014 has been picked up from the Published Appraisal Results Site maintained by the CMMI Institute. Earlier data has been picked up from multiple sources as given in the table. Some appraisals may be missing from the data, if the appraised entity did not wish to publish the results (for whatever reasons).

Further analysis of the past 20 appraisals (of the last 3 years) listed in the Published Appraisal Results Site (with Filter People CMM® v2.0)  shows the following:

  • Eighteen of the 20 appraisals in the period 2012-2014 were led by three LAs (D Sankararaman, K Kothandaraman and Rajesh Naik).
  • The 20 People CMM® appraisals (of the last 3 years) were accounted for between five LAs.
  • There are 11 authorized LAs for the model on 5-Jan-2015 (the number of LAs was 9 in 2013). Five of the eleven have done at least one listed SCAMPISM-A appraisal in the last 3 years. (for a list of People CMM® LAs go to the Partner Directory; select “CMMI Institute Authorized SCAMPI with People CMM Lead Appraiser” option –> you will get the list of LAs for People CMM®).
  • Most appraised organizations of the last 3 years belong to the IT, ITes and engineering domains. Though there are some from other domains like telecom (Dialog).
  • Accenture – Tech units across the globe has the highest number of entries in the list of the last 3 years.

The reasons for the low number of appraisals for People CMM® have been discussed in the post Adoption of People CMM® -03: Why is it Low?  – I believe the same reasons continue to apply even today.

Hope we have a greater adoption of the model and more number of reported appraisals in 2013 and beyond.

Other related posts uploaded on the same blog:

Notes:

Nothing Official About It! – The views presented above are in no manner reflective of the official views of any organization, community, group, institute, or association. They may not even be the official views of the author :-).

SM-SCAMPI is a service mark of Carnegie Mellon University.
The People CMM® (by Bill Curtis, Bill Hefley, and Sally Miller) has been available for more than 15 years. Version 1.0 of the model was released in 1995 and version 2.0 was released in 2001.


I am Rajesh Naik. I am an author, management consultant and trainer, helping IT and other tech companies improve their processes and performance. I also specialize in CMMI® (DEV and SVC), People CMM® and Balanced Scorecard. I am a CMMI Institute certified/ authorized Instructor and Lead Appraiser for CMMI® and People CMM®. I am available on LinkedIn and I will be glad to accept your invite. For more information please click here. To get email alerts for new posts, click here to subscribe.

People CMM® – Explored: A Quick Overview – A Presentation

Last week, I made a presentation on the People CMM® to an industry body (SLASSCOM) in Sri Lanka.

A version (slightly modified) of the presentation is here:

In case the presentation does not load, use the link http://www.slideshare.net/AlignMentor/pcmm-exploredquick-view

Other presentations covering CMMI®., People CMMI, Balanced Scorecard, Strategy Maps and Competency Frameworks on AlignMentor are available here.

Please feel feel to share your views, experiences or queries, using the “comments” feature available.

Also, let me know what kind of other slide sets you would like to see in this blog.

Notes:

Nothing Official About It! – The views presented above are in no manner reflective of the official views of any organization, community, group, or association. They may not even be the official views of the author 😉

You may also be interested in the following posts uploaded on the same blog:

Please feel feel to share your views, experiences or queries, using the “comments” feature available.

 


I am Rajesh Naik. I am an author, management consultant and trainer, helping IT and other tech companies improve their processes and performance. I also specialize in CMMI® (DEV and SVC), People CMM® and Balanced Scorecard. I am a CMMI Institute certified/ authorized Instructor and Lead Appraiser for CMMI® and People CMM®. I am available on LinkedIn and I will be glad to accept your invite. For more information please click here. To get email alerts for new posts, click here to subscribe.

My List of Books for Implementing People CMM®

I am often asked – “which book should I use for understanding People CMM®?” I have, on several occasions, provided names of different books related to topics under discussion. So, this time when someone asked me, I decided to create a comprehensive list of books and articles that I have found useful.

I have over time referred many books, and the list below is a combination that I found useful to get more insights into generic and some specific aspects of the model.

The list is not a result of a comprehensive survey and evaluation. There are likely to be other books that are better for specific topics; and a different combination of books may work as well or better.

Anyway, here goes:
PCMM Book Cover“The People CMM® (Second Edition): A Framework for Human Capital Management” by Bill Curtis, William Hefley, and Sally Miller. Available at Amazon.com, Amazon.in and Flipkart-India .

Well,  if you want to understand the model, you need a copy of the definitive book. Without this book, other books will provide fragmented insights and will not make holistic sense. And if you are serious about understanding or implementing the model, I suggest that you get a printed version in addition to downloading a free softcopy pdf version (from SEI/ CMMI Institute site), for quick searches of specific topics and keywords.

PCMM Book of Rajesh NaikDIVERSION: You can see an image of my dog-eared copy of the paperback version. It has been with me since 2003 (an older edition). It has witnessed (if books can witness :-)) many appraisals (both pre-SCAMPI as well as SCAMPI), and many training courses. If you get really close to the book, you can smell Dalian, Manila, Riga, Bratislava, London, Colombo, Mauritius, Bangkok, Pittsburg, Austin, and many Indian cities – Bangalore, Mumbai, Chennai, NCR, Hyderabad, Pune, Indore, and Mysore. There are stains on different pages – coffee, tea, cranberry preserve, sambhar, apple juice – you get the picture. Someday, I hope it acquires a historic and antique value; until then I will continue to use it (and also accumulate more history :-)).

Other books that I found useful:

Human Resource Champions Cover
1) “Human Resource Champions” by David Ulrich provides an approach to HR that shifts the focus from activities to be done to outcomes to achieve. The book helped me to look at HR as a business partner with an enhanced role as a strategic player, administrative expert, employee champion, and change agent.
Available at Amazon.com, Amazon.in, and Flipkart-India.

From the Ground UP Cover
2) “From the Ground Up” by Edward Lawler III provides six principles for organizational transformation. I found it very useful for handling the change management that People CMM® implementation requires.
Available at Amazon.com,Amazon.in, and Flipkart-India.

Competitive Advantage Cover
3) “Competitive Advantage Through People” by Jeffrey Pfeffer explores how effective people management practices enable organizations to achieve superior performance, by using examples of successful companies that treat their workforce as “assets/ investments” instead of “costs/ expenses”.
Available at Amazon.com, Amazon.in, and Flipkart-India.

Balanced Scorecard Cover
4) “The Balanced Scorecard” by Robert Kaplan and David Norton. I found it useful for process areas of Performance Management and Organizational Performance Alignment.
Available at Amazon.com, Amazon.in, and Flipkart-India.

Strategy Maps Cover
5) “Strategy Maps”, once again by Robert Kaplan and David Norton, helps me in generating ideas for the process area Organizational Performance Alignment.
Available at Amazon.com, Amazon.in, and Flipkart-India.

Competence at Work Cover
6) “Competence At Work” by Lyle Spencer and Signe Spencer is the classic for setting up a competency framework and competency assessments. I keep going back to this book for the process areas – Competency Analysis and Competency Development.
Available at Amazon.com, Amazon.in, and Flipkart-India.

HR Scorecard Cover
7) “The HR Scorecard: Linking People, Strategy, and Performance” by Dave Ulrich, Mark A. Huselid, Brian E. Becker provides the framework for setting up a robust measurement program for tracking performance and effectiveness of HR/ People management in organizations. This book has been useful to me to set up the “measurement” related practices of People CMM® across many process areas.
Available at Amazon.com, Amazon.in, and Flipkart-India.

Workforce Scorecard Cover
8) “The Workforce Scorecard: Managing Human Capital To Execute Strategy” by Mark Huselid, Brian Becker, and Richard Beatty – this book (in addition to the HR Scorecard book) gave me more insights in designing effective metrics for People CMM® implementation. The book also enlightened me on how behaviors, competencies, and culture impact organizational performance.
Available at Amazon.com, Amazon.in, and Flipkart-India.

Designing Team Based Organizations Cover
9) “Designing Team-Based Organizations: New Forms for Knowledge Work” by Susan Albers Mohrman, Susan G. Cohen, Allan M. Mohrman Jr. This book provided me greater understanding of the process areas – Empowered Wokgroups, Workgroup Development and (to some extent) Competency Integration.
Available at Amazon.com, Amazon.in, and Flipkart-India.

Workforce of One Cover
10) “Workforce of One” by Susan Cantrell and David Smith enabled me to look at the aspect of customization of HR practices to meet the requirements of multiple segments of people. This is now increasingly possible because of the availability of automation for administering flexible policies. You can read a detailed review of this book on another post here .
Available at Amazon.com, Amazon.in, and Flipkart-India.

Here are two papers (not books) that have been extremely useful to me, in addition to the list above (besides, they are “classics”) .

  • The Core Competence of the Corporation by C K Prahalad, and Gary Hamel (Amazon-Digital version)
  • Fighting the War for Talent is Hazardous to Your Organization’s Health by Jeffrey Pfeffer (Free Download here).

This is my list  for People CMM®. Please use the comment/ reply facililty to add your own list of useful books for understanding/ implementing the model – a small write-up on what the book addresses and how it is useful in the context of People CMM® will help other readers.

Some book reviews uploaded on the same blog:

Notes:

Nothing Official About It! – The views presented above are in no manner reflective of the official views of any organization, community, group, institute, or association. They may not even be the official views of the author of this post :-).


I am Rajesh Naik. I am an author, management consultant and trainer, helping IT and other tech companies improve their processes and performance. I also specialize in CMMI® (DEV and SVC), People CMM® and Balanced Scorecard. I am a CMMI Institute certified/ authorized Instructor and Lead Appraiser for CMMI® and People CMM®. I am available on LinkedIn and I will be glad to accept your invite. For more information please click here. To get email alerts for new posts, click here to subscribe.

People CMM® Appraisals – 2012 Update

An year has passed since I made the first post summarizing data related to Class-A appraisals for the People CMM®. (the post was Adoption of People CMM® -01: Appraisal Results).

See the latest post at: People CMM® Appraisals – 2014 Update

Here is the updated data with the People CMM® SCAMPISM-A published results of 2012 added:

No. of People CMM® Appraisals

Data for 2010, 2011 and 2012 has been picked up from the Published Appraisal Results Site maintained by the CMMI Institute. Earlier data has been picked up from multiple sources as given in the table. Some appraisals may be missing from the data, if the appraised entity did not wish to publish the results (for whatever reasons).

Further analysis of the past 20 appraisals (of the last 3 years) listed in the Published Appraisal Results Site (with Filter People CMM® v2.0)  shows the following:

  • The six appraisals of 2012 were led by three LAs (D Sankararaman, K Kothandaraman and Rajesh Naik).
  • The 20 People CMM® appraisals (of the last 3 years) were accounted for between four LAs.
  • There are 9 authorized LAs for the model on 13-Feb 2013 (the number of LAs was 13 last year). Four of the nine have done at least one SCAMPISM-A appraisal in the last 3 years. (for a list of People CMM® LAs go to the Partner Directory; select “CMMI Institute Authorized SCAMPI with People CMM Lead Appraiser” option –> you will get the list of LAs for People CMM®).
  • Most appraised organizations of the last 3 years belong to the IT, ITes and engineering domains.
  • Accenture – Tech units across the globe has the highest number of entries in the list of the last 3 years.

The reasons for the low number of appraisals for People CMM® have been discussed in the post Adoption of People CMM® -03: Why is it Low?  – I believe the same reasons continue to apply even today.

Hope we have a greater adoption of the model and more number of reported appraisals in 2013 and beyond.

Other related posts uploaded on the same blog:

Notes:

Nothing Official About It! – The views presented above are in no manner reflective of the official views of any organization, community, group, institute, or association. They may not even be the official views of the author :-).

SM-SCAMPI is a service mark of Carnegie Mellon University.
The People CMM® (by Bill Curtis, Bill Hefley, and Sally Miller) has been available for more than 15 years. Version 1.0 of the model was released in 1995 and version 2.0 was released in 2001.


I am Rajesh Naik. I am an author, management consultant and trainer, helping IT and other tech companies improve their processes and performance. I also specialize in CMMI® (DEV and SVC), People CMM® and Balanced Scorecard. I am a CMMI Institute certified/ authorized Instructor and Lead Appraiser for CMMI® and People CMM®. I am available on LinkedIn and I will be glad to accept your invite. For more information please click here. To get email alerts for new posts, click here to subscribe.

Adoption of People CMM® -03: Why is it Low?

In a previous post titled Adoption of People CMM® – 01: Appraisal Results (Also see People CMM® Appraisals – 2012 Update), we looked at the reported appraisal data and realized that the number of reported appraisals in any given year hovers between five and ten. There may be a few appraisals that are not reported. Even factoring in the unreported appraisals, the number of appraisals is still low.

However, some people argue that number of appraisals is not equal to the number of organizations adopting the model. Many organizations claim to have adopted People CMM® (by Bill Curtis, Bill Hefley, and Sally Miller) without undergoing an appraisal (“we are not interested in certification”, is a common refrain).

Yes, there are a few of such organizations too. And some of them have seriously adopted the model.

But in many such cases, they just pick and choose what is convenient and comfortable and ignore the rest of the model saying “it does not make bussssinessss sense”. The whole exercise ends up with an internally produced document where some of the People CMM® requirements are mapped with the organization’s current practices. Other inconvenient People CMM® practices (that may have been useful) are marked with “not suitable in our context”. This makes the organizations smug (“in principle we are maturity level x”). The fun starts when someone says, “then let us go get our level x”. Then they call in external experts, and realize how far they are from the desired level.

Coming back to the reasons for the low adoption of People CMM®.

TargetThe most important reason is that there is no external pressure, unlike in the case of CMMI® or ISO. Customers normally do not ask vendors whether they are appraised to the People CMM®. Even if an organization does get itself appraised once, there is no pressure for re-appraisals.

The listing of People CMM® on PARS is a good move, as it creates peer pressure.

CommunicateThe lack of awareness of the model is another important reason. Not many people know about the model. The knowledge is restricted to a few folks (process engineers and quality professionals in IT companies) already familiar with the SEI and the CMM® models. Most CEOs and HR heads are totally unaware of it. There is almost no mention of People CMM® in journals like HBR, nor is it discussed in conferences related to Business Excellence or Human Capital Management.

ProgrammerMost people who are aware of the framework mentally tag it as a model for the IT/ SW industry. There is almost no practice in the model that aligns it to any specific industry. Organizations in the banking, hospitality, engineering, and manufacturing have found it as useful as IT companies. (However, the model document also has too many references to the software industry in the first few sections that contain information about the background and genesis of the model – this is likely to have reinforced the perception of its IT centricity. Maybe the authors can do something about it in the next version).

ChampionIn many companies, the current organizational structure does not enable any group in the company to easily take up the initiative – so it is nobody’s baby. It has been repeated multiple times that “it is not a HR model” – this message has unintended consequences – HR is reluctant to take it up as an initiative. But to cross maturity level 2, HR has to take an active part. Process engineering groups will usually not champion for People CMM® because (1) they have other headaches :-(, like CMMI®, ISO 20K, ISO 27K, etc., and (2) they don’t want to intrude into HR territory.

Based on the set of organizations that have implemented the model (known to the writer),  the People CMM® initiative has been taken either by the HR head or the CEO. And CEOs usually have many other things on their plate. We should stop emphasizing “it is not a HR model”.

ExhaustedMost organizations are now perpetually going from one certification (audit/ appraisal/ assessment) to another causing appraisal fatigue – each model has a 1-3 year re-appraisal/ surveillance cycle. Even the thought of picking up another long-term initiative seems to exhaust them. People CMM® is put on the backburner, “to be picked up when we have more time”.

SlowdownRepeated economic slowdowns in the last few years have made companies postpone their People CMM® initiative. Who wants a model to “attract and retain” people when organizations are trying to do “right-sizing” 😉 every two years?

Lack of adoption feeds on itself – the question often asked is “if People CMM® is so great, why haven’t more organizations adopted it? Even after so many years”?

JudgeMany companies fear that the appraisal results may provide fodder for litigation by disgruntled employees (this is true in countries prone to litigations). For example, a finding that, “there is no structured mechanism for handling employee grievances” can be used by litigating employees to strengthen their case against the organization.

{<Start of Digression>: The pre-SCAMPISM version of the People CMM® assessment method had a step for “review by legal” before presenting the final findings. An impasse with the legal team on the wordings of some finding could mean that the assessment was abandoned before the final findings. There is no such explicit requirement in the SCAMPISM method <End of Digression>}.

UncomfortableIn many organizations, HR is uncomfortable with the concepts of process engineering, data analytics and the possible transparency that People CMM® is likely to bring about. HR also lacks program management experience and skills to run long-term, organization-wide programs like People CMM®.

ProtectLarge consulting firms have a vested interest in their clients not implementing People CMM®. Consulting firms have their own proprietary methodologies and tools to implement competency definitions, salary restructuring, right sizing, role rationalization, and so on. They not only set up the framework, but also provide consultants (usually fresh MBAs) for execution. These are huge contracts, and cyclical in nature, locking the client organization perpetually. Implementing People CMM® actually frees up the clients from these huge contracts, as the organization realizes that it can do a better job of the setting up and changing the people related processes (using internal staff), than handing over the job to expensive consultants.

Reading to SleepThe model is not easy reading – it is heavy and legalistic. Most people trying to get an overview of People CMM® find the material sleep-inducing. Here is what one HR Head said “I kept the model next to my bedside a year ago. I try to read it every night, but I am usually fast asleep in less than a page.” While the model book is more like reference material (and hence it is precise, complete, and unambiguous – and rightly so), there isn’t any alternate light reading material available for busy executives (with a short span of attention :-)) to excite them.

Then there are other frivolous reasons stated, like “we desperately want to implement it, but can’t find the model/ book” (huh? – have they tried Googling? Or searching on any online bookstore like Amazon or Flipkart?). Anyways, the model as a pdf document is freely downloadable from the SEI site here.

The print/ paper version of the book is available at Amazon.com, Amazon.in, and Flipkart .

There has been an animated discussion on the topic in the LinkedIn group called “People CMM” (http://www.linkedin.com/groups?gid=1927506), for those who want to read other views.

So, where do we go from here?

The good news is that it is a great model. And the industry still needs a framework to address people management holistically. People CMM® is still the only comprehensive model available today, and there is no other competing framework.

SEI can lobby with the Government and DoD to adopt the model either for themselves or make it highly desirable (if not mandatory) for their vendors. The initial push helps. This is how many models/ frameworks became widely used, and SEI is best placed to lobby, as it is a DoD establishment.

We need to spread awareness using multiple forums, like conferences, journal, websites, and blogs where CEOs, HR folks and consultants hang out. We also need to do it across a wide range of industries to remove the “IT/SW” tag that the model carries. Talking about People CMM® in SEPG conferences, SPIN forums and LA meets is good, but is not going to take us far. Spreading awareness can be done by anyone who believes that the model is useful – SEI, partners, consultants, LAs and organizations who have benefitted from implementing the model.

We also need to tone down the message “it is not a HR model”. This message often makes the HR folks shy away from heartily taking up the model for implementation. No other organizational group has more at stake than HR, at least at maturity level 2. And without HR providing its wholehearted support, implementation of maturity level 2 process areas is almost impossible.

Finally, SEI can reduce the royalty and annual license fees for People CMM® related services, till the volumes start picking up. This will make the training and appraisal services cheaper to the end users, and make it a little bit easier to gain an entry.

Other related posts uploaded on the same blog:

Please do share your experiences, comments and feedback by posting a reply/ comment.

SM-SCAMPI is a service mark of Carnegie Mellon University.


I am Rajesh Naik. I am an author, management consultant and trainer, helping IT and other tech companies improve their processes and performance. I also specialize in CMMI® (DEV and SVC), People CMM® and Balanced Scorecard. I am a CMMI Institute certified/ authorized Instructor and Lead Appraiser for CMMI® and People CMM®. I am available on LinkedIn and I will be glad to accept your invite. For more information please click here. To get email alerts for new posts, click here to subscribe.

Adoption of People CMM® -02: Benefits Experienced

Many organizations have adopted the People CMM® model (by Bill Curtis, Bill Hefley, and Sally Miller) – while some have undergone formal appraisals and assessments, others have adopted the practices but not participated in any formal appraisal of their implementation.

Many of these organizations have reported benefits (attributable to the implementation of the People CMM®). Such reports are available in the Software Engineering Information Repository (SEIR). (You need to register yourself to get access to the repository – the registration is free).

Typically, benefits touted and linked with People CMM® hover around Employee Engagement Scores, Employee Voluntary Turnover/ Attrition, Cost of Hiring, Cycle-Time to Hire, Employee Productivity and Employee Utilization. (It is also interesting to note that in the same organization, credit for the same benefits are claimed by other competing initiatives like CMMI® implementation, ISO 9001, Six Sigma, and sometimes by specific improvement projects :-)).

In addition to the above benefits, entities that implement the People CMM® consistently across two to three years tend to display certain long-term changes in their behavior. It is these observed changes that are listed in the next few paragraphs. This set of benefits / changes have been observed across several organizations that have implemented People CMM®, and been appraised / assessed using a Class-A method at least once for maturity level 3 or higher.

The sequence of the benefits listed is not necessary in any order (of priority or significance or sequence of occurrence).  They are also not mutually exclusive – each benefit could be feeding on the other. Here goes:

SystemThe organization increasingly takes a systems approach to its people related processes and initiatives. It understands that a small change in one process can have a large impact on (apparently) unrelated areas, because all things are inter-dependent. So, proposed changes in the organization’s policies and processes, and new initiatives are evaluated on a more holistic basis.

For example, hiring a new batch of fresh graduates at higher salaries is looked at not just from the point of view of salary cost, but also the impact on the morale of the existing staff, their engagement levels, and the impact of diversion of funds from other activities like training, certifications, and so on.

Long TermImplementation of the model promotes a long-term thinking in terms of people –numbers, skills, locations, and roles.  Business plans are used to create workforce plans and people related strategies that span several years. Actions like opening new locations, building new skills and collaboration with external experts are identified well in advance to equip the organization to get ready for the future, in a cost-effective manner.

CollaborationThe model increases transparency, democracy and openness in the organization (People CMM® is not meant for secretive organizations :-)). Organizations set-up multiple channels communications for top-down, lateral and bottom-up movement of information. People are encouraged to participate more and more in decision making and empowered to challenge decisions taken by higher-ups. HR policies are no longer seen as cast-in-stone :-).

AgilityImplementing the People CMM® builds organizational agility and ability to execute cross-functional projects. Very few initiatives require the active participation and collaboration of all functions/ departments. People CMM® implementation requires extensive collaboration between “support” functions like HR, Facilities, and Learning & Development with the “mainline” delivery functions. The model builds the organizational muscle to handle cross organizational initiatives.

AutomationMost organizations end up with considerable level of automation of their people related practices. Aspects like performance management (goal setting, regular feedback, end-cycle feedback), compensation (normalization, rule-based increases and bonuses), promotions, training (planning and tracking), staffing (resource management, recruitment, selection, offer, joining, induction) are automated. In addition, these sub-systems get integrated and interlinked.

Analytics

Management of people related aspects becomes more data driven, and supported by data analytics.

For example, employee attrition is not looked at just as a month-on-month figure, but is subject to further analysis of patterns (are people of a career level more prone to attrition? Do people typically resign after spending a certain number of years in the company? Is attrition more common with people who possess a certain skill? Do people working outside their home state have a higher tendency to resign? Is there a linkage between the annual increment cycle and the peaks seen in attrition?).  The understanding achieved through the analytics is then used to change policies, or pay additional attention to a certain group of people.

The organization’s people management becomes drCompetentiven more by competencies, rather than by tenure, or career level. The shift is gradual – at first, the importance shifts from seniority to demonstrated performance, and then there is a gradually increasing emphasis on competencies (knowledge, skills and process abilities). This shift to competencies start rippling through various processes like project allocation, hiring, promotions, increments, and bonuses.

Growth ScaleImplementing the People CMM® practices enables the organization to handle scale/ growth very quickly. This is a knock-on effect of systems thinking and increased automation. The organization is able to hire faster, provide the required knowledge and skills quickly and gear up for large projects rapidly.

Business PartnerAnother change that is seen is that the HR function becomes more of a business partner. Line functions start demanding business value from HR processes, and when such value is delivered, increase the involvement of HR in overall business strategies and decision-making.

ManagerLine managers become better people managers, reducing the load on HR, and other support functions. Line managers start providing inputs to enhance performance, help people enhance their skills, and identify and organize the required training for their people. Managers address people related issues and take responsibility to enable their teams to achieve performance (rather than redirect their team members to HR, facilities, and other support functions). In other words, line managers become HR managers for their teams.

Given below, in bullet points (we are so used to bullet points :-)), are the benefits seen by organizations implementing People CMM®.

The adoption of the model:

  • drives a “systems” approach to its people related processes and initiatives
  • promotes a long-term thinking in terms of the people
  • increases transparency, democracy and openness
  • builds organizational agility and ability to execute cross-functional projects
  • increases the level of automation
  • makes the organization metrics and data analytics
  • drives a competency culture
  • enables handling of rapid growth and scale
  • makes the HR function become more of a business partner
  • transforms line managers to better people managers

The above is a set of benefits observed in some of the organization that have implemented People CMM®. You may have observed other benefits or long-lasting changes.

Other related posts uploaded on the same blog:

Please do share your experiences, comments and feedback by posting a reply/ comment.


I am Rajesh Naik. I am an author, management consultant and trainer, helping IT and other tech companies improve their processes and performance. I also specialize in CMMI® (DEV and SVC), People CMM® and Balanced Scorecard. I am a CMMI Institute certified/ authorized Instructor and Lead Appraiser for CMMI® and People CMM®. I am available on LinkedIn and I will be glad to accept your invite. For more information please click here. To get email alerts for new posts, click here to subscribe.

Adoption of People CMM® -01: Appraisal Results

The People CMM® (by Bill Curtis, Bill Hefley, and Sally Miller) has been available for more than 15 years. Version 1.0 of the model was released in 1995 and version 2.0 was released in 2001. So, maybe it is time to look at the extent of adoption by the industry and benefits accrued to organizations that have adopted the model.

There are many ways one can evaluate the extent of adoption; one way is to look at the volume of Class-A appraisals done (Class-A appraisals are the only recognized way of getting a maturity level in People CMM®). Earlier, the Class-A appraisals were done using People CMM® Assessment method. This method was replaced with the SCAMPISM-A appraisal method, since 2006-07.

See the latest post at: People CMM® Appraisals – 2014 Update

Without further verbiage, here is the data, in the form of a trend chart:No. of People CMM® Appraisals

Here is the data in a tabular format, with more details:No. of PCMM® Appraisals

Some context on the data above:

  1. Data for the years 2002-2007 is picked up from a presentation titled People Capability Maturity Model: Product Suite Maturity Profile (January 2008) by the People CMM® Team at the SEI.
  2. For the years 2008-2009, there is no officially compiled data easily available – the numbers are extrapolated based on the appraisals done by the most active Lead Appraisers in those years.
  3. The 2010-2011 data is picked up from the Published Appraisal Results website maintained by the CMMI Institute. Some appraisals may be missing from the data, if the appraised entity did not wish to publish the data (some organizations do not like the data to be published, some decline permission because they are embarrassed by the maturity level rating that they have got :-)).

Going back to the graph, there seems to be an alternating trend, every 2-3 years. There is a peak of 10+ appraisals, followed by a dip to around 4-5 appraisals in the next year. Maybe, People CMM® is a seasonal flavour! :-). [Actually the data points are too few to reach any conclusion about trends].

The numbers are not flattering – given that the model has been in the market for so many years, just 4-14 appraisals per year (across the whole wide world) is very low. Not more than 2 Lead Appraisers are required to handle this volume!

Further analysis of the past 15 appraisals (in the last 2 years 3 months) listed in the Published Appraisal Results website (with Filter People CMM® v2.0) maintained by SEI shows the following:

  • Geographic spread: India-8; China-3; Philippines-1; Oman-1; UK-1; Malaysia-1. It is interesting to note that there are no appraisals in the US.
  • Industry spread: IT-8; BPO-3; Banking-1; Utilities-1; Engineering-1. So, not a model “just for software organizations”.
  • Most of the appraisals are led either by Sankararaman Dhandapani or by Rajesh Naik of QAI India Ltd. The last fifteen appraisals are accounted for between four LAs (out of the 13 LAs listed for People CMM® in the SEI Partner Directory).

Hope the trend of low number of appraisals is broken in the coming years.

Other related posts uploaded on the same blog:

SM-SCAMPI is a service mark of Carnegie Mellon University.


I am Rajesh Naik. I am an author, management consultant and trainer, helping IT and other tech companies improve their processes and performance. I also specialize in CMMI® (DEV and SVC), People CMM® and Balanced Scorecard. I am a CMMI Institute certified/ authorized Instructor and Lead Appraiser for CMMI® and People CMM®. I am available on LinkedIn and I will be glad to accept your invite. For more information please click here. To get email alerts for new posts, click here to subscribe.