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Nandyal1

Published on: Mar 3, 2016
Source: www.slideshare.net


Transcripts - Nandyal1

  • 1. © SITARA Technologies For Use and Distribution by the SEI in the proceedings of the 18th SEPG Conference 2006 1111 SITARA Process JewelBoxTM Shoehorning CMMI Initiatives With People CMM Raghav S Nandyal Chief Executive Officer raghav_nandyal@SITARATECH.com
  • 2. © SITARA Technologies For Use and Distribution by the SEI in the proceedings of the 18th SEPG Conference 2006 2222 SITARA Process JewelBoxTM AGENDA Establish the context Explore Common Themes in CMMI and People CMM Establish the business justifications How the shoehorning works Reasons why shoehorning works Reported benefits Conclusion
  • 3. © SITARA Technologies For Use and Distribution by the SEI in the proceedings of the 18th SEPG Conference 2006 3333 SITARA Process JewelBoxTM Establish the Context If CMMI adoption is much higher than People CMM How can adopting People CMM practices positively effect organizational development? Improve learning, minimize special and common cause variation Ensure stability and permanence Since People CMM advocates professional empowerment to individuals using a process, Can People CMM adoption improve significantly the capability of CMMI process areas? Workforce Capability is highly correlated with Process Capability
  • 4. © SITARA Technologies For Use and Distribution by the SEI in the proceedings of the 18th SEPG Conference 2006 4444 SITARA Process JewelBoxTM Establish the Context If process maturity and process capability can be realized using the CMMI How important is ‘stability of the surrounding context’ to sustain process maturity and process capability? How is stability of the surrounding context ensured with the People CMM? Example: Changes to the SEPG team causes instability. Use of succession planning for critical job functions can help minimize impact
  • 5. © SITARA Technologies For Use and Distribution by the SEI in the proceedings of the 18th SEPG Conference 2006 5555 SITARA Process JewelBoxTM Establish the Context Notion of learning is highly pronounced in the People CMM Unit focus: Training & Development Organizational focus: Competency Development Primary objective: ‘to improving the capability of workforce’ through knowledge retention’ and ‘knowledge gain’ Should high maturity practices consider honing their process abilities using the People CMM recommendations in order to grow conditions that support stable performance and guarantee execution outcomes?
  • 6. © SITARA Technologies For Use and Distribution by the SEI in the proceedings of the 18th SEPG Conference 2006 6666 SITARA Process JewelBoxTM Common Themes: CMMI and People CMM share common Implementation Objectives Institutionalization through goals: best achieved when both models are executed in parallel Participatory culture: best promoted when all stakeholders of the improvement program are involved
  • 7. © SITARA Technologies For Use and Distribution by the SEI in the proceedings of the 18th SEPG Conference 2006 7777 SITARA Process JewelBoxTM Common Themes Implementation objectives behind CMMI and People CMM share common themes Minimize variation in execution outcomes By establishing a ‘stable operating environment’, with an ability to arrest impact of variation Create a learning orientation among practitioners By transferring out experience from project execution back into the organization
  • 8. © SITARA Technologies For Use and Distribution by the SEI in the proceedings of the 18th SEPG Conference 2006 8888 SITARA Process JewelBoxTM Common Themes Leverage From reuse and knowledge sharing Minimize rework – the hidden factory Focus improvement opportunities with a higher return on investment – ‘grow workforce competencies’ Promote organizational development and professional empowerment by making ‘process definition’ the cornerstone to promote a ‘continuous process improvement’ culture
  • 9. © SITARA Technologies For Use and Distribution by the SEI in the proceedings of the 18th SEPG Conference 2006 9999 SITARA Process JewelBoxTM Business Justifications: Project stability and process effectiveness is affected more by people issues and less by not having a defined process People CMM is better able to address key issues concerning Attrition management Knowledge retention Competency development – particularly relevant under volatile conditions of technology change Professional development of Employees
  • 10. © SITARA Technologies For Use and Distribution by the SEI in the proceedings of the 18th SEPG Conference 2006 10101010 SITARA Process JewelBoxTM From postmortems & introspective sessions : project stability is hurt due to ‘people’ issues High churn resulting from no active retention policies Inability to ensure individuals are ‘productively employed’ with a competency focus Lack of recognition of individual competencies leading to a decay of unit level competitiveness Lack of guidance to make informed decisions using experienced individuals in the organization – such as ‘Mentors’ or ‘Coaches’ Employees care enough about ‘professional development’ – seek opportunities where available Business Justifications
  • 11. © SITARA Technologies For Use and Distribution by the SEI in the proceedings of the 18th SEPG Conference 2006 11111111 SITARA Process JewelBoxTM Business Justifications More People Issues: Breakdown of coordination among support functions such as HR & staffing functions and delivery functions resulting from ‘just-in-time’ staffing requirements of projects Lack of an appropriate compensation strategy to attract, retain and grow talent Employees like to work in ‘caring’ or ‘less hostile’ work environments The best of knowledge transfer and resulting documentation is no substitute to the ‘eroded competency’ Competency erosion has a cascading effect
  • 12. © SITARA Technologies For Use and Distribution by the SEI in the proceedings of the 18th SEPG Conference 2006 12121212 SITARA Process JewelBoxTM Business Justifications Lot to gain from commonality between CMMI and People CMM Structure of the two frameworks: goals promote both institutionalization and implementation (Generic) Goals help to improve process capability Intent behind the process areas grow, both, process maturity & workforce capability using complementary practices Similar competencies required for individuals to execute the designs behind these frameworks Predictability of execution: possible only when ‘both’ process capability and workforce capability (competencies) are stable
  • 13. © SITARA Technologies For Use and Distribution by the SEI in the proceedings of the 18th SEPG Conference 2006 13131313 SITARA Process JewelBoxTM How The Shoehorning Works: Explore how CMMI and People CMM Process Areas interweave Explore how to best exploit the synergy due to such interweaving of practices
  • 14. © SITARA Technologies For Use and Distribution by the SEI in the proceedings of the 18th SEPG Conference 2006 14141414 SITARA Process JewelBoxTM How The Shoehorning Works Strong connections inherent in the two models Staffing, Workforce Planning, Empowered Workgroups positively impacts Project Management process areas of CMMI Balance resources and commitments Individuals participate in establishing commitments Work Analysis to improve estimates Selection and transition of individuals into and out of work assignments done in an orderly manner helps to manage project execution Strategic hiring: can enable growing a complete competency or a line of business
  • 15. © SITARA Technologies For Use and Distribution by the SEI in the proceedings of the 18th SEPG Conference 2006 15151515 SITARA Process JewelBoxTM How The Shoehorning Works Strong connections … Communication & Coordination, Participatory Culture, Mentoring, Competency Integration positively impacts IPPD aspects of CMMI and Decision Analysis and Resolution Communication: down & across, up and among stakeholders helps to build participatory culture Establishing formal learning relationships with mentoring promotes team or workgroup development Competency Integration promotes Integrated Teaming and Organizational Environment for Integration (interweaving of competencies)
  • 16. © SITARA Technologies For Use and Distribution by the SEI in the proceedings of the 18th SEPG Conference 2006 16161616 SITARA Process JewelBoxTM How The Shoehorning Works Strong connections … Work Environment positively impacts the ‘ability to perform institutionalization practices’ of the CMMI Physical working conditions and resources are provided to perform individual and team tasks effectively without distractions (GP 2.3) When distractions that degrade performance are minimized, it is possible to improve individual and team’s ‘Ability to Perform’
  • 17. © SITARA Technologies For Use and Distribution by the SEI in the proceedings of the 18th SEPG Conference 2006 17171717 SITARA Process JewelBoxTM How The Shoehorning Works Strong connections … Training & Development, Competency Development, Competency Analysis, Workgroup Development positively impacts organizational learning embedded in several process areas, most noticeably in ‘Organizational Training’ and ‘Organizational Process Focus’ of the CMMI Consideration for both strategic and tactical needs Focus is on ‘competency’: Emphasis of training in PCMM is on knowledge, skills and process abilities required to perform business functions Impact on workforce practices is also considered
  • 18. © SITARA Technologies For Use and Distribution by the SEI in the proceedings of the 18th SEPG Conference 2006 18181818 SITARA Process JewelBoxTM How The Shoehorning Works Strong connections … Competency Integration positively impacts Integrated Teaming and integration aspects of systems engineering and, software engineering embodied in the CMMI Improve efficiency and agility of interdependent or multidisciplinary work Helps in developing ‘integrated teams’ Develop competency assets which help to further grow the capability of ‘organizational process definitions’
  • 19. © SITARA Technologies For Use and Distribution by the SEI in the proceedings of the 18th SEPG Conference 2006 19191919 SITARA Process JewelBoxTM How The Shoehorning Works Strong connections … Competency Based Assets positively impacts ‘Organizational Process Definition’ of the CMMI Knowledge capture focuses on experience- hiving, to enhance competency and improve performance
  • 20. © SITARA Technologies For Use and Distribution by the SEI in the proceedings of the 18th SEPG Conference 2006 20202020 SITARA Process JewelBoxTM How The Shoehorning Works Strong connections … Competency Based Practices positively impacts Engineering process areas of CMMI Developing workforce competencies positively impacts ‘engineering competencies’ Continuous Capability Improvement, Continuous Workforce Innovation, Organizational Performance Alignment positively impacts ‘Organizational Innovation and Deployment’ of the CMMI Both opportunistic and proactive improvements are pursued together with their alignment
  • 21. © SITARA Technologies For Use and Distribution by the SEI in the proceedings of the 18th SEPG Conference 2006 21212121 SITARA Process JewelBoxTM How The Shoehorning Works Strong connections … Quantitative Performance Management positively impacts Measurement & Analysis and Quantitative Project Management process area of CMMI Organizational Capability Management positively impacts Organizational Process Performance process area of CMMI Performance Management, Compensation, Career Development are the much needed ‘soft factors’ which are not adequately addressed within the CMMI
  • 22. © SITARA Technologies For Use and Distribution by the SEI in the proceedings of the 18th SEPG Conference 2006 22222222 SITARA Process JewelBoxTM CMMI V1.1 People CMM V2.0 Project Planning Project Monitoring and Control Risk Management Integrated Teaming Supplier Agreement Management Staffing Workforce Planning Empowered Workgroups Integrated Teaming Organizational Environment for Integration Decision Analysis and Resolution Communication & Coordination Participatory Culture Mentoring Competency Integration Organizational Training Organizational Process Focus Training & Development Competency Analysis Competency Development Workgroup Development Organizational Process Definition Competency Based Assets Organizational Innovation and Deployment Continuous Capability Improvement Continuous Workforce Innovation Organizational Performance Alignment Tried & Tested Ways – More from Less Leverage from commonality in CMMI & People CMM
  • 23. © SITARA Technologies For Use and Distribution by the SEI in the proceedings of the 18th SEPG Conference 2006 23232323 SITARA Process JewelBoxTM Tried & Tested Ways – More from Less Leverage from commonality in CMMI & People CMM CMMI V1.1 People CMM V2.0 Requirements Management Requirements Development Product Integration Technical Solution Verification Validation Competency Based Practices Measurement and Analysis Quantitative Project Management Quantitative Performance Management Organizational Process Performance Organizational Capability Management Configuration Management Process and Product Quality Assurance Integrated Supplier Management Causal Analysis and Resolution Performance Management Compensation Career Development Ability to Perform - Institutionalization Practice Work Environment
  • 24. © SITARA Technologies For Use and Distribution by the SEI in the proceedings of the 18th SEPG Conference 2006 24242424 SITARA Process JewelBoxTM Reasons Why Shoehorning Works: Sponsorship perspectives for any process improvement initiative are – To ensure that they help to minimize variation in ‘execution’, by bringing in consistency Assure customers of highest quality, predictable result while reassuring ‘internal stakeholders’ Possible only when process stakeholders collaborate with ‘competency stakeholders’ (operational management)
  • 25. © SITARA Technologies For Use and Distribution by the SEI in the proceedings of the 18th SEPG Conference 2006 25252525 SITARA Process JewelBoxTM Reasons Why Shoehorning Works Sponsorship perspectives People CMM practices are organized into process areas which deal with Developing individual capability Building workgroups and culture Motivating and managing performance, and Shaping the workforce People CMM therefore prepares a fertile ground on which to grow process capability with the CMMI practices
  • 26. © SITARA Technologies For Use and Distribution by the SEI in the proceedings of the 18th SEPG Conference 2006 26262626 SITARA Process JewelBoxTM Reasons Why Shoehorning Works Sponsorship perspectives Organizations adopt the CMMI To bring in consistency in execution across projects, with a process focus, by defining a ‘process architecture’ Whereas, People CMM is better able To establish consistency in execution, by recognizing impact of both process and the workforce capabilities on execution outcomes, by defining a ‘competency architecture’
  • 27. © SITARA Technologies For Use and Distribution by the SEI in the proceedings of the 18th SEPG Conference 2006 27272727 SITARA Process JewelBoxTM Reasons Why Shoehorning Works Sponsorship perspectives Implementation objectives behind CMMI – To establish a process framework which is used by practitioners To continuously evolve the state of practice and reinforce confidence while delivering on expectations, by consciously minimizing impact of variation … Through process definition
  • 28. © SITARA Technologies For Use and Distribution by the SEI in the proceedings of the 18th SEPG Conference 2006 28282828 SITARA Process JewelBoxTM Reasons Why Shoehorning Works Sponsorship perspectives Implementation objectives behind People CMM– To establish a competency framework To nurture a competency orientation among practitioners by evolving and growing their knowledge, skills and process abilities, by consciously improving organizational memory through learning and competency development … Through process definition
  • 29. © SITARA Technologies For Use and Distribution by the SEI in the proceedings of the 18th SEPG Conference 2006 29292929 SITARA Process JewelBoxTM Reasons Why Shoehorning Works Sponsorship perspectives Common processes for both CMMI and People CMM can be Deployed using the same organizational infrastructure (such as OSSP on an Intranet) Improved within a common process improvement program Improvements effected on practices on one framework positively impacts the other More bang for the buck
  • 30. © SITARA Technologies For Use and Distribution by the SEI in the proceedings of the 18th SEPG Conference 2006 30303030 SITARA Process JewelBoxTM Reported Benefits: Process improvement itself can become an organizational competency – done in both, good times and in bad times Structure of the CMMI promotes effecting holistic improvements with People CMM practices, to ensure that process improvements have a competency focus
  • 31. © SITARA Technologies For Use and Distribution by the SEI in the proceedings of the 18th SEPG Conference 2006 31313131 SITARA Process JewelBoxTM Reported Benefits from Shoehorning CMMI addresses the requirements of projects from an execution stand-point by identifying practices in the 4 major categories of engineering, project management, process management and support People CMM addresses the more holistic organizational requirements of ensuring execution outcomes are repeatable and permanent, by growing a competency organization – with competency communities
  • 32. © SITARA Technologies For Use and Distribution by the SEI in the proceedings of the 18th SEPG Conference 2006 32323232 SITARA Process JewelBoxTM Reported Benefits from Shoehorning CMMI initiatives tend to be oriented towards the practitioners of engineering methods; whereas the People CMM is more inclusive of other support groups and functions as well, such as human resources, administration, facilities, network and support and finance. People CMM adoption has a much higher probability of bonding all of the organizational constituencies into an integrated team
  • 33. © SITARA Technologies For Use and Distribution by the SEI in the proceedings of the 18th SEPG Conference 2006 33333333 SITARA Process JewelBoxTM Reported Benefits from Shoehorning Strong People CMM practices help to ensure much better execution of projects and facilitates the adoption of CMMI practices Individuals feel more secure when the strategic intent is known in terms of ‘career development’ Common process deployment vehicle, such as a corporate intranet, leads to improvements to both ‘process’ and ‘competency’ improvement Process improvements without ‘competency’ focus is impossible; impacts process maturity And, there are strong connections inherent in the two models … CMMI and People CMM
  • 34. © SITARA Technologies For Use and Distribution by the SEI in the proceedings of the 18th SEPG Conference 2006 34343434 SITARA Process JewelBoxTM Conclusion Even among the high process maturity work cultures, postmortems and introspective sessions of projects reveal that stability is hurt due to ‘people issues’ that strongly affects stability Organizations which shoehorn People CMM with CMMI practices have a much better way to control the impact resulting from people issues on the stability and for sustaining gains made while establishing organizational process maturity It is only when competent people use a capable process can you assure predictable performance
  • 35. © SITARA Technologies For Use and Distribution by the SEI in the proceedings of the 18th SEPG Conference 2006 35353535 SITARA Process JewelBoxTM DISCUSSIONS, Q&A Raghav S. Nandyal Chief Executive Officer SITARA Technologies Pvt. Ltd. #54, Sri Hari Krupa 6th Main Road Malleswaram Bangalore KA 560 003 Telephone: +(91-80) 2334-3222 Mobile: + 984-523-3222 Email: raghav_nandyal@SITARATECH.com URL: http://www.SITARATECH.com Thank You!

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