Tag Archives: People CMM

Quiz Book: People CMM® (V2.0) available on Amazon Kindle – with 3 Quizzes of 35 questions each

Quiz Book: People CMM® (v2.0) Book CoverTitle: Quiz Book: People CMM® (Version 2.0)

Authors: Rajesh Naik and Swapna Kishore

ASIN: B00PN2IE0I

This eBook includes 3 tests, each with 35 objective-type questions.

These quizzes are suitable for:

  • Human Resource personnel
  • People CMM® specialists, consultants, and trainers
  • Process/ QA professionals
  • Appraisal Team Members (ATMs)
  • Candidate lead appraisers and instructors
  • Process compliance auditors

The Kindle eBook is available here: Amazon.com and Amazon.in

Note: You can read Kindle eBooks on laptops, tablets, and phones by installing free apps available from Amazon .

 

Use the Look Inside! feature at Amazon for a sample.

 

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, 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.

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.

HMBP Conference 2013 on 24th Sept in Pune and 27th in Bangalore, India

The HMBP Conference (an annual event in its 4th year), showcases what leading organizations are doing and are planning to do in their implementation of high maturity practices.

This year, the HMBP Conference theme is “High Maturity Impacts: Interweaving Services and People” and it is also being held in two cities.

  • at a new venue – Pune on September 24th, 2013
  • in its regular den – Bangalore on September 27th, 2013

Since nobody could figure out the difference between a “Colloquium” and a “Conference”, I believe the organizers decided to stick to the more traditional word. 🙂


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.

Aligning Ferret (by Swapna Kishore and Rajesh Naik) is now available on Amazon as a Kindle eBook

Aligning Ferret Book Cover
Aligning Ferret: How an Organization Meets Extraordinary Challenges (a business novel) by Swapna Kishore and Rajesh Naik has been published (at last :)) as a Kindle eBook on Amazon.

 

Click here to buy or view details on Amazon.com (or on Amazon.in).

 

About the Book

Aligning Ferret is a business novel (in the style of The Goal by Eliyahu Goldratt) that uses an engrossing story to illustrate the implementation of organizational strategy, performance alignment, and people management in a fictitious, but realistically portrayed organization.

The story is narrated by Sunil Chinnappa (Sunny), a manager at a Bangalore-based software firm, Ferret. Sunil has just completed the implementation of world-class processes to deliver high-quality software at Ferret. But his self-congratulatory mood is cut short when Jim, the COO of the firm that owns Ferret, blasts Ferret for poor performance and threatens it with closure.

 

Here is an excerpt from the book:

“Ferret revenue and profits are totally off target,” says Jim. “And I can’t see your plans.”
“Plans?” My boss, Rajiv, looks stunned. “You have project-wise data and—”
“Plans, Rajiv. Overall plans, like your direction of growth, the sort of projects you’ll execute, and how much of our outsourced work you’ll undertake.” Jim sounds irritated.
Rajiv’s forehead creases. “We’ve improved our processes. Our focus is to execute PTI work better and—”
“Really? Ferret handles only 5% of our outsourced IT work.” Jim’s voice is sharp. “We acquired you to reduce our costs but we still have to use other IT vendors—expensive ones. If that’s all you can execute—”
“Jim—” Rajiv wipes his brow.
“I may acquire another firm in India or China instead of using Ferret.”

[Intrigued already? Click here to view details/ buy on Amazon. or Amazon.in 🙂 ]

Through Aligning Ferret, you will participate in Ferret’s effort to achieve the extraordinary growth Jim demands of Ferret. You will see how, led by Sunny, the managers at Ferret learn and apply relevant concepts, models and frameworks. They focus on performance management systems and on competencies to achieve overambitious targets. Models/ concepts they consider include strategy maps, Balanced Scorecard, and People CMM®. You will see the managers handle this strategy-alignment related effort in addition to coping with ongoing project deadlines, high attrition rates, and ongoing glitches and conflicts.

An aligned organization knows its objectives and focuses on achieving them. Strategy and alignment are not confined to top honchos deciding policy in boardrooms. All employees need to understand these concepts to work effectively within the organizational framework. Aligning Ferret’s engrossing and realistic story makes strategy, alignment, performance management, and related concepts a quick grasp for readers.

[To jump to Amazon and check the book out, click here]

We had released the paperback version of this book some time ago. Many readers had suggested that we also release a eBook version, but we got busy with other stuff, and hey, we wanted to first sell off the paperback copies :).

The book (paperback version) was well-received and perceived as useful by many readers, sometimes in ways that were unexpected / unintended! Most readers could relate the story to their own lives, to situations they have encountered, and to people they work with (including unreasonable bosses!). See comments from over sixty readers here.

The book was also reviewed in the media (magazines, journals, etc.). You may check out these review comments here.

This book has been successfully used by organizations as a supplementary reading to their Leadership Development Programs.

Aligning Ferret is also listed under “references” in The People CMM: A Framework for Human Capital Management (2nd Edition) (This book is available at Amazon.com and Amazon.in)

We have made some changes from the paperback version.

  • The consolidation exercises that were at the end of each chapter (in the paperback) have been moved in the eBook to an Appendix; this maintains the story flow, while the exercises remain available to readers who want to think more about the concepts covered in the book.
  • We have also tweaked some words and phrases to make the story more accessible for readers outside India.
  • Since this is an eBook format, we have been able to include hyperlinks for navigation within the book.

Here are some details, if you want to get a copy of the book:

[By the way, you DON’T need a Kindle device to read a Kindle ebook.]

Aligning Ferret Book Cover
Title: Aligning Ferret: How an Organization Meets Extraordinary Challenges

Authors: Swapna Kishore and Rajesh Naik

Publishing Date: Kindle Edition: May 2013 [Earlier Paperback in 2008]

Language: English

ASIN: B00CZA94XC

Available at: Amazon.com and Amazon.com.

 

[By the way, you DON’T need a Kindle device to read a Kindle ebook.]

You can also view a book trailer below:

Please feel free to to share your views, experiences or 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, 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® – 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.

Interview: Vinod Sood of Hughes Systique on the People CMM® as a workforce improvement framework

Vinod Sood Photo 1

Vinod Sood (VS)  is the Managing Director at Hughes Systique. In this interview, he shares why his organization selected the People CMM® for the next organizational transformation. He also articulates the expectations from implementing the People CMM® at HSC.

Q: Please tell us something about your organization, Hughes Systique.

VS: Hughes Systique Corporation (HSC), a part of the Hughes group of companies, is headquartered in Rockville Maryland with its Global R&D and Delivery center in Gurgaon, India. HSC is a leading provider of technology services (Engineering R&D services and Outsourced Product Development)  in the communications, embedded and media domain (more details at www.hsc.com). HSC counts Tier 1 OEMs, ISVs, and Hi-Tech & emerging technology companies as its customers worldwide. HSC has offices in India, USA, UK and South Korea.

HSC has already been appraised for CMMI® – DEV at maturity level 5. It is also certified for ISO 9001:2000 and ISO 27001:2005 (ISMS).

We have 400 employees, majority of them working out of our Gurgaon office.

Q: Please tell us why and how you decided on adopting the People CMM® model.

VS: We at HSC believe that balanced improvements equally focused on “People”, “Process” and “Technology” are a sure-shot recipe for long-term sustained success. With that intent we have invested heavily in these 3 areas since our inception.

Through our BMS (Business Management System) and the certification against ISO 9001, and ISO 27001 and rating of maturity level 5 against the CMMI® -DEV we have largely addressed the “Process” part.

On the “Technology” front, we have evaluated and deployed many tools that help us with various aspects of software development and project management (e.g., configuration management, code quality, open source compliance, continuous integration, program management, project metrics analysis, internal audits, and customer satisfaction surveys).

On the “People” front, our processes are very progressive and people friendly. We realized that they can be taken many notches higher and we need to enhance their effectiveness and ensure higher consistency in their application across the organization.  After a series of discussions with internal stakeholders and external experts, we eventually decided to adopt People CMM®.

Q: Where are you at present in your People CMM® Journey? And what all have you done to get People CMM® started at Hughes Systique?

VS: Well, we are making steady progress at this point.  In Q3’2012, after the initial due diligence we put the roadmap and plan in place. Our HR and Quality team performed an initial gap analysis, and came up with an action plan. After that, we had a formal kick-off with all relevant stakeholders and formed task forces to handle various focused improvements. Then an external partner was engaged to help us through the journey. A detailed gap analysis was carried out by the external partner in Q4’2012 (Shyama Chakraborty of QAI). Currently, we are working on incorporating the suggested improvements and closing the gaps.

Q: What are the goals you hope to achieve by implementing People CMM®?

VS: We are in a people-centric and knowledge-intensive industry. The business parameters we will focus on are utilization (which depends on attrition rate and time to ramp up new hires) and gross margin (which depends on competency and cost of resources). It should also help us improve hiring, training, employee engagement, etc. The People CMM® model will calibrate our existing people practices against best-in-class practices prevalent in the industry.

Q: Please tell us something about the timeframes planned (in relation to the People CMM® journey)

VS: Our goal is to eventually deploy maturity level 5 practices and get a formal rating by end of 2015, with an interim milestone of a formal maturity level 3 in the early part of 2014.

Q: Who will be driving the PCMM journey in Hughes Systique?

VS: The coordination of the overall roadmap, interim implementation reviews and appraisals would be driven by our Quality group.  Quality will also facilitate HR in process definition and deployment. A Steering Group comprising our senior executives provides oversight on the progress.

Changes to existing processes and their deployment internally will be driven by HR via various task forces. The task forces would work on specific areas while collaborating with each other.

Q: How would you compare People CMM® with any other HR model/methodology that you have experienced in the past?

VS: According to our HR Head Rohit Sahu: “We are still learning, but based on what we have been able to understand, People CMM® provides a balanced and staged approach to improving people practices. I think this model has its bearing in many sound concepts underpinning Human Capital Management (HCM), Organizational Development (OD), Industrial Psychology and HR Analytics.”

Q: Would a People CMM® appraisal status matter for the industry that you are operating in?

VS: At present none of our customers ask for it. But this could definitely be a differentiator that we could project to our customers. Due to high attrition in the IT industry, strong people practices assure our customers business continuity and fulfillment of delivery commitments.

It should also help us in our endeavor to make HSC the 1st choice for aspiring Telecom Software Professionals.

Q: Is there anything youVinod Sood Photo 2 would like to tell/ convey to the readers?

VS: We are looking forward to People CMM® as an enabler to further mature our internal people practices and provide some of the business benefits I spoke about earlier. As they say well begun is half done. We have started on a strong footing and I am confident we will learn and mature ourselves, both as individuals and as an organization.

Thank you Vinod, for your time and sharing your thoughts. We hope you can provide us updates to your progress in some months.

Vinod Sood (VS)  is the Managing Director at Hughes Systique. His LinkedIn page is here.

Other related posts uploaded on the same blog:

Please feel feel to share your views, experiences or queries, using the “comments” feature available.
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 interviewer or the interviewee :-).


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.

What is in a name? – CMMI® by any other name would smell as—— sweet? (or useful?)

Let us look at some of the vocabulary in CMMI® that many people find difficult to relate to, especially in the early stages of their trying to understand the model. Others (like me) have got so used to the terms that we do not pause to examine basic things in the model.

Please do add your experiences as comments. And maybe we can initiate a class action change request 😉

CMMI® Expanded. That is the first place where they are curious about some terms and are puzzled about them.

Integration – ‘The term integration can be used for an activity or a project. Should it not be CMM Integrated instead of Integration?’

Integration – ‘Why is it called integration/integrated? We have seen 3 variations, viz. – SVC, ACQ and DEV, with staged and continuous. And then there is the People CMM®. Looks disintegrated to me. Definitely not integrated, no sir.’

Capability, Maturity – ‘Why have both the terms? Will the model make the capability more mature? If the model is making the process more capable and / or mature, why not call it Process Capability/ Maturity Model?’

Model(s) after CMMI®. The word model(s) is often used after the word CMMI®. ‘What does CMMI® Models mean? Capability Maturity Model Integration Models? Sounds wrong to me.’

Institutionalization. ‘Why have such a tongue twister? Can we not use something simpler?’ [Digression: Legend has it that one LA required all ATMs to be able to pronounce the word correctly to qualify as an ATM :-). End of Digression].

Managed process versus Defined process. Some CMMI® experts take great pride in being able to truly understand the difference between the two terms in the CMMI® context (if you try using the nuanced difference in normal life, you will probably get institutionalized :-)). And it really gets hairy when we go “a defined process is a managed process that is …….”

Peer (as in Peer Review). ‘Peer? Is that not someone in the House of Lords in Britain? Why should my work be reviewed by them? Would they be really interested?’ OR ‘I thought peer review was something done for scholarly articles and PhD thesis. My work does not qualify for that’.

Configuration Management. A frightening/ nightmarish term for many folks in the service industry like retail, insurance, transportation, etc. (they are comfortable once you explain the concept, but the term is alien).

Continuous – Here is a reaction from a statistician – ‘Is it really continuous? Each process can be in 5 states (not assessed, CL0, 1, 2, or 3). There are 24 PAs. That makes it a finite set of combinations. So it is discrete data. For a model that emphasizes on the correct use of statistics, the term continuous is very loosely used….’

Please feel free to share your views, experiences or queries, using the “comments” feature available at the top of this article/ post.

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 :-).


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.