1. Introduction to SEI The Software Engineering Institute (SEI) is a federally funded research and development centre sponsored by the U.S. Department of Defence through the Office of the Under Secretary of Defence for Acquisition, Technology, and Logistics [OUSD (AT&L)] FutureSoft Proprietary

2. About SEI The SEI's core purpose is to help others make measured improvements in their software engineering capabilities. The Software Engineering Institute (SEI) helps organizations and individuals to improve their software engineering management practices. FutureSoft Proprietary

3. SEI areas of work Management Practices Engineering Practice Technology Adoption FutureSoft Proprietary

4. Management Practices Capability Maturity Model (CMM) focuses on what organizations should do, it does not specify how to reach those goals PSP provides specific guidance on how individual engineers can continually improve their performance. TSP provides specific guidance about how PSP-trained engineers can work as effective team members FutureSoft Proprietary

5. Management Practices SEI Models: Capability Maturity Model Integration (CMMISM) SW-CMM® Capability Maturity Model for Software P-CMM People Capability Maturity Model SA-CMM Software Acquisition Capability Maturity Model SE-CMM Systems Engineering Capability Maturity Model IPD-CMM Integrated Product Development Capability Maturity Model FutureSoft Proprietary

6. Software - CMM focused efforts towards higher maturity levels it is a road map for software engineering activities provides means for a continuously improving process is specific to software addresses all areas of the software engineering activity developed mainly by those engaged in software activities FutureSoft Proprietary

7. Training Program (TP) Purpose The purpose of the Training Program key process area is to develop the skills and knowledge of individuals so that they can perform their roles effectively and efficiently Features Develop and maintain training plan for each project and for organization Define standards for training materials Maintain training records Define a waiver process FutureSoft Proprietary

8. PSP (Personal Software Process) Improves performance by bringing discipline Disciplined effort removes waste, error, and inefficiency, freeing financial resources for better uses. Manage the quality of their products Substantial improvement in the estimating and planning ability of engineers while significantly reducing defects FutureSoft Proprietary

9. Team Software Process (TSP) To build self-directed teams that plan and track their work, establish goals, and own their processes and plans. To show managers how to coach and motivate their teams and how to help them sustain peak performance. To accelerate software process improvement by making CMM level 5-type behaviour normal and expected. To provide improvement guidance to high-maturity organizations To facilitate university teaching of industrial-grade team skills. FutureSoft Proprietary

10. Develop Workforce Capability – CMM components Performance Process Capability Workforce Capability Organizational Maturity Key Process Areas PCMM SW-CMM CMMI constitute develops indicates enables predicts FutureSoft Proprietary

11. The need for People CMM Improvement programs have focussed on Process and Technology,but not on People People Practices not accounted for in software CMM Process Technology People High Quality Products & Services FutureSoft Proprietary

12. The need for People CMM The most important ingredient in any successful project is to have “smart” people. Performance ranges of software professionals (20 - 1) Personnel attributes and Human Resource activities provide by far the largest source of opportunity for improving Software Development Productivity Software development is large scale integrate intellectual work FutureSoft Proprietary

13. The need for People CMM The IT industry must change from a mystique of artistically creative individuals to a team based profession that emphasizes continuos learning Increase the quality and reliability of software systems to levels achieved in hardware industries Measuring HR’s contribution to the business provides common measurement framework allows benchmarking against best practices FutureSoft Proprietary

14. Work environment & culture Clarity on Roles & responsibilities Recognition of performance Awareness - compensation strategy Opportunities to realize career aspirations Continuous development on Core competencies Benefits of People CMM …. employee FutureSoft Proprietary

15. Overview of People CMM Conceptualized by the Software Engineering Institute Chief architect Bill Curtis A Maturity frame work for developing Human talent Guide a program of continuos workforce development Integrate workforce development with process improvement Establish a culture of Software Excellence FutureSoft Proprietary

16. Overview of People CMM A conceptual model based on state- of- the- art workforce practices to help organizations Develop workforce required to execute business strategy Characterize maturity of workforce practices Set priorities for improving workforce capability Integrate improvements in process and workforce Become an employer of choice FutureSoft Proprietary

17. Structure of People CMM FutureSoft Proprietary

18. 1Initial 2Repeatable Managers take responsibility for managing and developing their people Compensation Training Performance Management Staffing Communication Work Environment 3Defined Competency-based workforce practices Participatory Culture Competency-Based Practices Career Development Competency Development Workforce Planning Knowledge and Skills Analysis 4Managed Team-based and quantitatively managed workforce practices Organizational Performance Alignment Organizational Competency Management Team-Based Practices Team Building Mentoring 5Optimizing Continuous workforce improvement Continuous Workforce Innovation Coaching Personal Competency Development Level Focus Key Process Areas People CMM – KPA’s FutureSoft Proprietary

19. Structure of People CMM HR Processes Developing Capabilities Building teams and culture Motivating and managing performance Shaping the workforce FutureSoft Proprietary

20. Structure of People CMM FutureSoft Proprietary

21. PCMM Perspectives Common sense application of principles from: total quality management human resources management organizational development Community: extensive input from industry and government ongoing review and evolution Framework for improving workforce practices: organizational assessment improved workforce practices staged improvement program FutureSoft Proprietary

22. Strategic objectives Improve the capability of software organizations by increasing the capability of their workforce Ensure that software development capability is an attribute of the organization rather than a few individuals Align motivation of the individuals with that of the organization. Retain human assets ( people with critical knowledge & skills ) within the organization FutureSoft Proprietary

23. Level 1 - Initial Administrative Workforce practices considered overhead, performed hastily Inconsistency Displacement Ritualism Turnover Little training in managing people Managers expect HR Department to Administer workforce practices Workforce practices applied without analysis of impact Staff not loyal to the organization FutureSoft Proprietary

24. Level 2 - Repeatable Commitment Executives commit organization to workforce development Discipline Repeatable Performance Unit-based Unit managers take responsibility for performing basic practices Managers repeat successful practices regularly Practices enhance individual and unit performance Units know and manage their skill needs FutureSoft Proprietary

25. Key Process Areas - Level 2 Level 2 - Repeatable Work Environment Communication Staffing Performance Management Training Compensation Level 1 - Initial Instill basic discipline into People Practices FutureSoft Proprietary

26. Work Environment An environment that supports the performance of business processes is established and maintained. The resources needed by the workforce to perform their assignment are made available Distractions in the work environment are minimized. FutureSoft Proprietary

27. Communication Grievance redressal Communication Skills Information sharing Social environment that Supports task accomplishment FutureSoft Proprietary

28. Staffing Selection Orientation Institutionalized Process FutureSoft Proprietary

29. Performance Management Performance Measurement Recognize outstanding performance Career development Performance Enhancement FutureSoft Proprietary

30. Training Project Specific Training Training on Critical skills Opportunities to employees FutureSoft Proprietary

31. Compensation Plan compensation strategy and communicate Pay for osition erson erformance Redressal of grievances wrt compensation FutureSoft Proprietary

32. Level 3 - Defined Competencies Core Competencies of the organization are identified Strategic Tailored Participatory Professionalism Workforce planning develops competencies for the existing and future business needs Workforce practices reward competency growth Empowerment and participation in decision making Organizational culture emerges from competence models FutureSoft Proprietary

33. Level 3 - Defined Knowledge and Skills Analysis Workforce Planning Competency Development Career Development Competency-Based Practices Participatory Culture Level 2 - Repeatable Identify core competencies and align people related activities with them Key Process Areas - Level 3 FutureSoft Proprietary

34. Knowledge & Skills Analysis Core Competencies Inventory of Knowledge & Skills FutureSoft Proprietary

35. Competency Development Knowledge & Skills Analysis Core Competencies Individual Organization FutureSoft Proprietary

36. Workforce Planning Strategic workforce plan Recruitment & Competency Development activities Succession planning Track progress FutureSoft Proprietary

37. Career Development Career Opportunities In Org’s Core Competencies Individual career development Motivate to pursue career goals that optimize the value to their knowledge & skills to the organization. FutureSoft Proprietary

38. Competency Based Practices Workforce Planning Recruitment Performance Management Compensation Core Competencies FutureSoft Proprietary

39. Level 4 – Managed Characteristics Managing core competencies Alignment of performance High – performing teams with complementary knowledge and skills Focus on Mentoring Quantitatively managed organizational growth in workforce capabilities and establish competency - based teams FutureSoft Proprietary

40. Key Process Areas - Level 4 Mentoring Team Building Team – Based Practices Organizational Competency Management Organizational Performance Alignment FutureSoft Proprietary

41. Mentoring Defined objectives Selection & Training Institutionalization of mentoring FutureSoft Proprietary

42. Team Building Formation of teams Team Skills Team assignments FutureSoft Proprietary

43. Team Based Practices Tailor workforce practices to support team performance Define & measure performance Compensation & rewards for team performance FutureSoft Proprietary

44. Organizational Competency Management Define goals for capability in core competencies Quantify and manage achievement of goals Measure improvement in Knowledge & skills - core competencies FutureSoft Proprietary

45. Organizational Performance Alignment Define measurable targets for goal alignment Quantify and manage progress alignment Quantitatively determine capability of workforce towards goal alignment FutureSoft Proprietary

46. Level 5 – The Optimizing Level Characteristics Improving individual competencies Culture of Innovation Transition to coaching Continuously improve methods for developing personal and organizational competence Continuously improve methods for developing personal and organizational competence FutureSoft Proprietary

47. Key Process Areas - Level 5 Personal Competency Development Continuous Workforce Innovation FutureSoft Proprietary

48. Personal Competency Development Employees know their competencies Organization wide participation in enhancing Knowledge & Skills on core competencies FutureSoft Proprietary

49. Continuous Workforce Improvement Evaluate innovative workforce practices & technology Continuous improvement Organization wide participation FutureSoft Proprietary

50. Quality Orientation ISO 9001:2000 SEI CMM Level5 FS QMS Balanced Score card approach PSP TSP FutureSoft Proprietary

51. Career Options. Personal Development plan Multiple Career Options Niche technology Onsite assignments Domain of interest Accelerated Promotions FutureSoft Proprietary

52. Strategic HR initiatives Position Evaluation Employee Satisfaction Survey Professional Events management Benchmarking HR practices Aligned organization - OD intervention FutureSoft Proprietary

53. Management Employee  Employee Handbook  Quarterly Staff Meetings  Intranet  Future Times  Issue Tracking System  Top Management Review meetings  Bulletin Boards  E-mail packages  Employee Satisfaction Survey  Exit Interviews  Advertisement Campaigns  Hoarding  Web Advertising  Posters  Sponsoring campus events at reputed engineering / management institutes Outside Company Address your Grievance Issue Tracking System Service Request Communication FutureSoft Proprietary

54. Annual Business Plan Competency Development Plan Knowledge and Skills Database RecruitmentTraining Annual Strategic Workforce PlanPersonal Development Plan Competency Development Plan FutureSoft Proprietary

55. Compensation Strategy Compensation Committee Compensation Trends and Practices Benchmarking Salary Administration and compliance of statutory provisions by Finance Manager HR Manager Employee Feedback on Compensation Compensation Plan Compensation Guidelines Compensation Revision Perf EvaluationPromotion Reccos Compensation FutureSoft Proprietary

56. Employee Grievance On-line Grievance Redressal System Respective HR team memberResponds within 4 hrs. Close within 48 hours (or) Escalate to the addresser’s supervisor and he is responsible for closing the grievance within a week. If the grievance is not resolved after the escalation, it is taken up by the Head – HR at the Divisional Heads Meeting. Grievance Redressal FutureSoft Proprietary

57. Performance Appraisal Guidelines Individuals Performance Objectives Divisions Performance Objectives Annual Business Plan Progress against documented Performance Objectives Personal Development Plan Individual career objectives Performance Improvement Plan Competency Development Plan Career Development opportunities available to the individual PADR Compensation Revision Promotions Performance Management FutureSoft Proprietary

58. Annual Business Plan Rolling Quarterly Recruitment Plan Recruitment Coordinator recruits based on Rolling Quarterly Recruitment Plan Succession Plan by Head HR Annual Strategic Workforce Plan Staffing requirement for support functions on annual basis through EWP system by HR Manager Division Heads in consultation with Marketing Head project requirements on monthly basis Recruitment as per Staffing Manual OrientationSkill Set Updating Release of manpower on completion of project or under any other circumstances. Knowledge & Skills Analysis Allocation Recruitment FutureSoft Proprietary

59. Work Environment EWPAnnual Business PlanLaws and regulations. Resources at Organization Level Project Specific Resources Employee Hand Book  Code of conduct  Working hours and holidays  Other benefits & facilities Employee Grievance Issue Tracking System Admin Dept. Routine Type – Attended within 6 hours. Needs Investment – Purchase procedure followed Work Environment FutureSoft Proprietary