Tag Archives: CMMI Institute

Extension Appraisals and Delta Appraisals – Planned changes in SCAMPI(sm)

Some months ago, a new version of the MDD (v1.3a) was released. One of the reactions to the announcement was “does it have provision for extending current appraisal results beyond 3 years?” Or “Is there some kind of surveillance being added to increase the validity?” or “is there a SCAMPISM – M (M for maintenance) in this new version?” Well, the version released in Oct 2013 (v1.3a) does not have it.

However, the draft of a new version contains proposals for extension of appraisal results.

There are two key proposed enhancements in the SCAMPISM method. These are a part of the draft version (v1.4 draft) of the MDD and have been circulated for review comments. The two key enhancements are:

  1. SCAMPISM A Extension (SCAMPISM-E, also known as SCAMPISM-M – maintenance). If approved, this will be an option available to entities that are already appraised on SCAMPISM-A and would like to extend the validity/ expiry date of their appraisal rating(s) beyond the 3 year period, at a lower cost, effort, on-site period, and disruption.
  2. Action Plan Reappraisals (Delta appraisals). Note: Action Plan Reappraisals have been incorporated in the SCAMPI method since Dec 2014. Read more about it here.
    At present, if an organization “fails” their target rating(s), we have to carry out a full SCAMPISM-A reappraisal after fixing the weaknesses. This means a high cost, effort, on-site period, and disruption, even if the re-appraisal is within a short period of the original failed appraisal. Action Plan Reappraisals (if approved) provides an option for the organization to do a reappraisal that is focussed in and around the offending areas (areas of weaknesses responsible for the unsatisfactory ratings), with lower appraisal overhead.

As expected, these two enhancements come with their conditions and parameters and limits and their own methods/ processes. Please note that these two additions/ enhancements are in the draft/ pilot/ review stages and what is finally released may be significantly different.

Read on if these are of interest to you…

Extension Appraisals

Present versions of the MDD do not include any form of surveillance audits (like ISO 9001). The proposal introduces the concept of performing an appraisal to extend the validity period of SCAMPISM A ratings with a significantly reduced cost while maintaining the integrity of the SCAMPISM A results. Here are some highlights of the proposed enhancement:

  1. SCAMPISM-A Extension (let us call it SCAMPISM-E) can be used to extended the validity of the SCAMPISM-A by 2 years.
  2. The SCAMPISM-E needs to be conducted before the expiry of SCAMPISM-A validity
  3. SCAMPISM-E can be used only once for a SCAMPISM-A to extend the validity. That means a second extension cannot be done. So, after the validity period (2 years) of the extension, a full SCAMPISM-A needs to conducted for a fresh rating (or a set  of ratings).
  4. For SCAMPISM-E eligibility, the OU should not have undergone changes in their sampling factors and sampling factor values (type of work, locations, organization structure, etc.) between the SCAMPISM-A and the SCAMPISM-E.
  5. The OU and the model scope (e.g., target maturity level, PAs, capability levels) cannot be increased from that used the original SCAMPISM-A  (though the SCAMPISM-E scope can decrease from the original SCAMPISM-A)
  6. Along with other conditions, the SCAMPISM-E investigation must cover at least 1/3 of the model sope applicable (1/3 of the specific goals and 1/3 of the generic practices). This aspect is expected to bring in significant savings in effort, and cycle time during the onsite period.
  7. The subset of specific goals and generic practices proposed for investigation need to be reviewed by the CMMI Institute. The CMMI Institute can select additional specific goals and generic practices.

Action Plan Reappraisal

At present, if a SCAMPISM-A results in an adverse rating (lower than the target level(s)), the organization needs to go through the whole SCAMPISM-A process to get the desired rating. This could mean a different sample of projects, and hence collection of data, and sometimes interviewing the same set of people and asking similar questions all over again. The Action Plan Reappraisal provides the organization the option of addressing the weaknesses and subsequently performing a reappraisal that will, if successful, result in obtaining targeted appraisal ratings. Some highlights:

  1. If approved, the action plan reappraisal (Delta reappraisal) option will be available for a SCAMPISM-A as well as a SCAMPISM-A Extension (SCAMPISM-E) discussed above
  2. To be valid, this reappraisal needs to be completed within a defined period (4 months) of the ‘failed’ appraisal
  3. In the reappraisal, the goals that were determined as not satisfied need to be re-examined
  4. Only one such action plan reappraisal is permitted

Please note that these two additions/ enhancements are in the draft/ pilot/ review stages and what is finally released may be significantly different, or may not get approved at all for some time.

You can get more information in the links below:

Discussions on linkedIn: http://www.linkedin.com/groups/SCAMPI-Maintenance-Appraisal-SCAMPI-M-54046.S.176296625

A presentation from Nov 2012 @ NDIA Conference: http://www.dtic.mil/ndia/2012CMMI/W15024_Campo.pdf

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

Please feel free to to share your views, experiences, and queries, using the “comments” feature available.
You may also forward the link to this post to your friends, colleagues, and anyone else who may be interested.

Notes:

Nothing Official About It! – The views presented above are in no manner reflective of the official views of any organization, community, group, institute, country, government, 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.

New SCAMPI MDD (v1.3a) Released on Oct, 2013

The CMMI Institute has released a new version of the SCAMPISM MDD in October 2013. The full title is Standard CMMI Appraisal Method for Process Improvement (SCAMPI) Version 1.3a: Method Definition Document for SCAMPI A, B, and C.

The new version may be downloaded from the CMMI Institute site.

From January 1, 2014, all appraisal submissions (including SCAMPISM Class B and C) must comply with the new document.

So, what are the key changes in the new method?

  1. The main change has been to upgrade the Class B and Class C methods to v1.3. The earlier version of MDD addressed only the Class A method. Till the release of v1.3a, Class B and C were covered by a Handbook whose version was v1.1. This handbook was not compatible with version 1.3 of ARC. And the current SAS (appraisal database) was out of sync in its terminology with the handbook. All that seems to be now rectified. SCAMPISM Class B and C methodolgy will be compatible with the current SAS and ARC v1.3.
  2. A quick scan of the new MDD did not show any change to the SCAMPISM  Class A method. It remains the same as in the earlier version of the MDD (v1.3). So, no significant change is needed if you have started planning a Class – A SCAMPISM  appraisal in the near future. However, it will be better to download the new document and confirm for yourself.

Download the new version from here.

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

Please feel free to to share your views, experiences, and queries, using the “comments” feature available.
You may also forward the link to this post to your friends, colleagues, and anyone else who may be interested.

Notes:

Nothing Official About It! – The views presented above are in no manner reflective of the official views of any organization, community, group, institute, country, government, 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.

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.

CMMI® Explored – HM’s Fourteen: Essential Beliefs for Effective High Maturity Implementation – a Presentation

Over the past few years many organizations have progressed to implement high maturity (HM) practices of the CMMI®. Many have been appraised and rated (please note: Not certified :-)) at ML4 and ML5. The model and the appraisal method has also evolved over these years and with high maturity practices changing significantly.

I have seen many organizations going through the high maturity journey. For some it is like going to the dentist to have their teeth pulled. They want to be implementing high maturity practices, while not necessarily having to go through the painful process of learning, trying, failing and improving. In such organizations, as soon as the attention is divreted, the HM practices start to crumble, or worse go into a mechanical implementation mode. And then they complain that they do not get any benefits from HM practices.

On the other hand, I have been fortunate to see many organizations get significant benefits through HM practices and sustain these, even when other initiatives grab the attention of the management.

So, I started documenting the characteristics that separated the two types of organizations (according to me). I ended up with a list of fourteen characteristics, which I think can be classified as organizational beliefs.

The result was a presentation, a truncated version of which is available here.

In case the presentation does not load, use the link http://www.slideshare.net/AlignMentor/cmmi-explored-hms-fourteen-essential-beliefs-for-effective-high-maturity-implementation

If you want a copy of the full presentation, please send an email to naik.rajeshnaik@gmail.com

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.

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.