- July 13, 2020
- Posted by: Sundeep Mehta
- Category: Uncategorized
P-CMM is part of the CMMI product family of process maturity models.
The People Capability Maturity Model® provides guidance for improving the capability of an organization’s workforce. These best practices help identify skill gaps, break down workflow bottlenecks, and empower team members to develop skills that will help the organization succeed.
The People Capability Maturity Model is a tool that helps you successfully address the critical people issues in your organization. The People CMM employs the process maturity framework of the highly successful Capability Maturity Model for Software (SW-CMM) as a foundation for a model of best practices for managing and developing an organization’s workforce.
The People CMM helps organizations characterize the maturity of their workforce practices, establish a program of continuous workforce development, set priorities for improvement actions, integrate workforce development with process improvement, and establish a culture of excellence.
It provides an evolutionary 5-level improvement path from ad hoc, inconsistently performed people (or human resources) practices, to a mature, disciplined development of the knowledge, skills, and motivation of the workforce. The practices included in the People CMM have been chosen from past global experience because they have significant impact on individual, team, unit and organizational performance.
The process maturity rating is from ad hoc and inconsistently performed practices, to a mature and disciplined development of the knowledge, skills, and motivation of the workforce.
People CMM Maturity Levels : PCMM has five maturity levels and each maturity level provides a layer in the foundation for continuous improvement and equips the organization with increasingly powerful tools for developing the capability of its workforce.
Initial Level: Maturity Level 1
The Initial Level of maturity includes no process areas. Although workforce practices implement in Maturity Level, 1 organization tend to be inconsistent or ritualistic, virtually all of these organizations perform processes that are defined in the Maturity Level 2 process areas.
Managed Level: Maturity Level 2
To achieve the Managed Level, Maturity Level 2, managers starts to perform necessary people management practices such as staffing, operating performance, and adjusting compensation as a repeatable management discipline. The organization establishes a culture focused at the unit level for ensuring that person can meet their work commitments. In achieving Maturity Level 2, the organization develops the capability to handle skills and performance at the unit level. The process areas at Maturity Level 2 are Staffing, Communication and Coordination, Work Environment, Performance Management, Training and Development, and Compensation.
Defined Level: Maturity Level 3
The fundamental objective of the defined level is to help an organization gain a competitive benefit from developing the different competencies that must be combined in its workforce to accomplish its business activities. These workforce competencies represent critical pillars supporting the strategic workforce competencies to current and future business objectives; the improved workforce practices for implemented at Maturity Level 3 become crucial enablers of business strategy.
Predictable Level: Maturity Level 4
At the Predictable Level, the organization handles and exploits the capability developed by its framework of workforce competencies. The organization is now able to handle its capacity and performance quantitatively. The organization can predict its capability for performing work because it can quantify the ability of its workforce and of the competency-based methods they use performing in their assignments.
Optimizing Level: Maturity Level 5
At the Optimizing Level, the integrated organization is focused on continual improvement. These improvements are made to the efficiency of individuals and workgroups, to the act of competency-based processes, and workforce practices and activities