1. Customized for the Seattle Area Software Quality Assurance Group Dave Brandes People Capability Maturity Model Services The Boeing Company July 19, 2001 People Capability Maturity Model ® An Introduction

2. Credits Capability Maturity Models®, People Capability Maturity Model®, and P-CMM® are registered with the U.S. Patent and Trademark Office More information: http://www.sei.cmu.edu/cmm-p/ The People Capability Maturity Model was published in September, 1995.

3. More Credits Approval has been given to include selected materials adapted from: TeraQuest Metrics, Inc. P.O. Box 400490 Austin, Texas 78720-0490 TeraQuest Metrics, Inc. provides training and consulting services in process improvement. More information:http://www.teraquest.com/

4. Objectives  Provide an overview of the Model  Establish the importance of the Model  Address the connection to software quality assurance  Provide sources for information and suggestions for getting started  Address questions

5.  American workers who said they were working to their full potential was shockingly small -- 23 percent.  Nearly half, 44 percent, said they do not put any more effort into their jobs than they have to.  75 percent said they could be more effective on their jobs than they are right now. From a Yankelovich and Ammerwahr Research Report Cited in: Frank K. Sonnenberg, Managing with a Conscience: How to Improve Performance through Integrity, Trust, and Commitment, McGraw-Hill, New York, 1993.

6. Why Adopt People CMM®? 1) Become an ‘Employer of Choice’ 190,000 unfilled IT jobs Cost of turnover 2) Enhance Business Performance 3) Manage Intellectual assets Knowledge capital 4) Measure HR’s contribution to the business Provides common measurement framework Allows benchmarking against best practices Permission to adapt this slide by TeraQuest Metrics, Inc.

7. Structure of The P-CMM® Maturity levels Key Process Areas/Goals Common Features Management Practices Metrics Reviews Roles & Responsibilities Guidelines Procedures Standards Practices Knowledge, Skills, Abilities Commitments Abilities 2. Repeatable 5. Optimizing 4. Managed 3. Defined

8. Individual Organization Unit or team Ad hoc, inconsistent people practices 12345 Maturity Levels Management establishes basic discipline Organizational development Organization establishes core competencies Skill-based teams and measured competencies Individual improves personal process Professional empowerment Permission to adapt this slide by TeraQuest Metrics, Inc. Focus for Changing Practices

9. Process Categories Developing Capabilities Building Teams & Culture Motivating & Managing Performance Shaping the Workforce Coaching; Personal Competency Development Continuous workforce innovation Mentoring Team Building Org. Performance Alignment; Team- based Practices Organizational competency management Competency Development; Knowledge & Skills Analysis Participatory Culture Competency-based Practices; Career Development Workforce Planning Training; Communication Compensation; Performance Mgt; Work Environment Staffing Permission to adapt this slide by TeraQuest Metrics, Inc.

10. Example Key Process Area Key Process Area: Communication Goal 1: A social environment that supports task performance and coordination among individuals and groups is established and maintained. Activity 1: The people-related policies and practices of the organization are communicated to the workforce. Sub-Activity 1: Individuals and units are informed of policies and practices that affect them.

11. Example Key Process Area (Continued) Key Process Area: Communication Commitment 1: Executive management establishes and communicates a set of values for the organization regarding the development and management of its workforce. Ability 1: Within each unit, an individual(s) is assigned responsibility for ensuring that communication-related activities are performed. Measurement 1: Measurements are made and used to determine the status of communication activities. Verification 2: A responsible individual(s) verifies that communication activities are conducted according to the organization’s documented policies.

12. Impact of People and Organization Factors to Software Projects * Adapted from: Barry Boehm, “Safe and Simple Software Cost Analysis,” IEEE Software,September/October, 2000, Pages 14-17. ** Capers Jones, Software Assessments, Benchmarks, and Best Practices, Addison Wesley, 2000, page 222. Between 30 and 40 percent of the software cost drivers for a project correlate to people and organization factors. [Barry Boehm*] “Because bad management is a common reason for project failure, it can be seen that having fewer but better managers may lead to overall improvements in both performance and productivity.” [Jones**]

13. More: Impact of People and Organization Factors to Software Projects 1) Personnel/team capability 2) Personnel continuity 3) Applications experience 4) Language and tools experience 5) Platform experience 6) Use of software tools 7) Precedentedness 8) Team cohesion Adapted from: Barry Boehm, “Safe and Simple Software Cost Analysis,” IEEE Software,September/October, 2000, Pages 14-17.

14. What’s in People CMM for a SQA Engineer? 1) Balance between work and outside life/Performance Management 2) Meaningfulness of work / Performance Management, All 3) Trust between coworkers / Communication, All 4) Relationship with supervisor / Communication, All 5) Compensation / Compensation, Performance Management Source of Attributes: a study by Development Dimensions International of Bridgeville, PA, cited in an article by Rebecca Lloyd, Perceptions of Employee Turnover, KNOWLEDGE MANAGEMENT, November 2000, Page 16.

15. What’s in People CMM for a Manager? 1) More committed employees 2) Improved environment for creativity and innovation 3) Strengthened communities of expertise 4) More adaptable employees 5) Improved management and leadership skills

16. Getting Started Understanding -- training, discussions Acceptance -- business vision and goal alignment Support -- executive management commitment Focus -- self-assessments, formal assessments Renewal -- individual and group growth Managed Change -- Plan, Do, Check, Act; IDEAL Model Manager Individual Development Program Or make accept it for your

17. Process People Technology High Quality Products & Services Three Components of Improvement Focus Leadership