Hi,
We have just thought of going for PCMMI Level 5 Certification. I have been asked to take charge of complete Implementation level.
Please guide me so that I am clear from where I can start. I really don't have any idea about the same. But certainly aspire to take it as a challenge so that i can complete process implementation with out any hassles. Please send me across the any information which can help me in Implementing the PCMMI Level 5.
Thanks for your Help and Support
Rgds
Sanketh
From India, Bangalore
2We have just thought of going for PCMMI Level 5 Certification. I have been asked to take charge of complete Implementation level.
Please guide me so that I am clear from where I can start. I really don't have any idea about the same. But certainly aspire to take it as a challenge so that i can complete process implementation with out any hassles. Please send me across the any information which can help me in Implementing the PCMMI Level 5.
Thanks for your Help and Support
Rgds
Sanketh
From India, Bangalore
Dear Sanketh Bhai,
Congretulations for having such wornderful opportunity to work on people CMM level -5.
Its surprising to see your organization got PCMM level 5 certification without implementation and achieving level 5 of the PCMM perfections.
More over i believe your organization has some dilemma of what exactly PCMM is all about or you are not able to express your position what you are intending to do without knowledge of PCMM level-1, level-2 level-3 level-4 and finally level-5.
Please read material on PCMM then put your question in order to understand what exactly you are looking for help. Then we may be able to comment something.
Regards
Rashid
From Saudi Arabia
Congretulations for having such wornderful opportunity to work on people CMM level -5.
Its surprising to see your organization got PCMM level 5 certification without implementation and achieving level 5 of the PCMM perfections.
More over i believe your organization has some dilemma of what exactly PCMM is all about or you are not able to express your position what you are intending to do without knowledge of PCMM level-1, level-2 level-3 level-4 and finally level-5.
Please read material on PCMM then put your question in order to understand what exactly you are looking for help. Then we may be able to comment something.
Regards
Rashid
From Saudi Arabia
Rashid Bhai, Well i feel i have framed the sentence clearly. Well Sorry for the earlier post. I some how put across different meaning all together. I know now you can help me. rgds Sanketh
From India, Bangalore
From India, Bangalore
Dear Sanketh,
This is my first lesson to you first understand what is it. I will furnish next information after your request and understanding the first lesson.
THE PEOPLE CAPABILITY MATURITY MODEL-Leveraging Human Capabilities to Build High Performance Organization.
People Capability maturity Model was conceptualized at the Software Engineering Institute of Carnegie Mellon University, USA and belongs to the family of Capability maturity Model those have primarily guided the information technology industry. Primary among them is Software-CM. The principal architect of People-CMM is Dr Bill Curtis and its first version was released in 1995 and subsequently in 2001 the latest version was released in India.
Objective:
To continuously improve and optimize our people processes by aligning and benchmarking them to a world class global paradigm, People Capability maturity Model [Curtis 95], developed by the Software Engineering Institute of Carnegie Mellon University, USA.
Conceptual background of SEI-People-CMM:
The primary objective of People-CMM is to improve the capability of the workforce. Workforce capability can be defined as the level of knowledge, skill and process abilities available for performing an organization’s business activities:
· Readiness for performing its critical business activities,
· Likely result from performing these business activities, and
· Potential for benefiting from investments in process improvement or advanced technology.
The People CMM describes an evolutionary improvement path from ad hoc, inconsistently performed workforce practices, to mature infrastructure of practices for continuously elevating workforce capability. It guides organizations in selecting high priority improvement actions based on the current maturity of their workforce practices. The benefit of he People CMM is narrowing the scope of improvement activities to those vital few practices that provide the next foundational layer for developing an organization’s workforce. By concentrating on a focused set of practices and working aggressively to install them, organizations can steadily improve their workforce and make lasting gains in their performance and competitiveness.
People-CMM is an organizational change model. It is designed on the premise that
Improvement in workforce practices will not survive unless an organization’s behavior changes, to support them. It provides a roadmap for transforming an organization by steady improving its workforce practice. People-CMM
SEI-People-CMM as shown in figure I has five levels of maturity through which organization’s progress and establishes systems and processes. These five levels have 22 process areas distributed among them. The relationships between these process areas across the five levels are the threads of People-CMM that are Developing Individual Capability, Managing and Motivating performance, Shaping the Workforce, Building Workgroups and Culture. Figure II depicts the entire model. The People-CMM has 86 process goals that are to be achieved and 496 process area practices.
Characteristics of Organizations at Different maturity Levels:
Initial Level: Level I
Organization at the initial level of maturity usually has difficulty retaining talented individuals. Even though many low maturity organizations complain about a talent shortage, the inconsistency of their actions belies whether they actually believe it. Low maturity organizations are poorly equipped to response to talent shortages with anything other than slogans and exhortations. Despite the importance of talent, workforce practices in low maturity organizations are often ad hoc and inconsistent. In some areas, the organization has not trained responsible individuals to perform the practices that exist. The organization may typically provide forms for guiding workforce activities such as performance appraisals or position requisitions. Consequently, managers are left to their own devices in most areas of workforce management.
Managed Level: Level II
The workforce practices implemented at the Managed Level focus on activities at unit level. The first step toward improving the capability of the workforce is to get managers to take workforce activities as high priority responsibilities of their job. They must accept personal responsibility for the performance and development of those who perform the unit’s work. The practices implemented at maturity Level 2 focus a manager’s attention on unit level issues such as staffing, coordinating commitment, providing resources, managing performance, developing skills, and making compensation decisions. Building a solid foundation of workforce practices within each unit provides the bedrock on which more sophisticated workforce practices can be implemented at higher levels of maturity.
One of the benefits organizations experience when they implemented guided by the People-CMM is a reduction in voluntary turnover. At Maturity level 2, the People-CMM addresses on e of the most frequent causes of turnover, poor relations with their boss. When people begin to see a more rational work environment emerge in their unit, their motivation to stay with the organization is enhanced. As their development needs are addressed, they begin to see the organization as a vehicle through which they can achieve their career objectives.
Defined level: Level III
At the defined level, the organizations adapts its workforce practices t its business needs by focusing them on motivation and enabling development in its workforce competencies. Once workforce competencies are defined, training and development practices can be more systematically focused on developing the knowledge, skills and process abilities that compose them. Further, the existing experience in the workforce can be organized to accelerate the development of workforce competencies in those with less skill and experience. Graduate career opportunities are defined around increasing levels of capability in workforce competencies. The graduate career opportunities motivate and guide individual development. The organization’s staffing, performance management, compensation, and other workforce practices are adapted to motivate and support development in workforce competencies.
Predictable Level: Level IV
At the Predictable level, the organization manages and exploits the capability created by its framework of workforce competencies. The organization is now able to manage its capability and performance quantitatively. The organization is able to predict its capability for performing work because it can quantify the capability its workforce and of the competency-base processes they use in performing their assignment.
Optimizing Level: Level V
At the optimizing level, the entire organization is focused on continual improvement. These improvements are made to the capability of individuals and workgroups, to the performance of competency-based process, and to workforce practice and activities. The organization uses the results of the quantitative management activities established at maturity Level 4 to guide improvements at maturity Level 5. Maturity Level5 organizations treat change management as an ordinary business process to be performed in an ordinary business to be process to be performed in an orderly way on a regular basis.
One of the important features of the People-CMM is that it encourages and makes ir compulsory to have a measures and metrication program. These help in providing the status and effectiveness of the people processes in the organization. The measurements quantitatively demonstrate the HR Health of the organization. Verification process like audits and mini assessment support all the measures. It also introduces a culture difference from the management perspective as data collection from employee interview is in a fledgling state and requires high degree of openness from people and management point of view to respect the view of each other.
Regards
Rashid Musa
From Saudi Arabia
This is my first lesson to you first understand what is it. I will furnish next information after your request and understanding the first lesson.
THE PEOPLE CAPABILITY MATURITY MODEL-Leveraging Human Capabilities to Build High Performance Organization.
People Capability maturity Model was conceptualized at the Software Engineering Institute of Carnegie Mellon University, USA and belongs to the family of Capability maturity Model those have primarily guided the information technology industry. Primary among them is Software-CM. The principal architect of People-CMM is Dr Bill Curtis and its first version was released in 1995 and subsequently in 2001 the latest version was released in India.
Objective:
To continuously improve and optimize our people processes by aligning and benchmarking them to a world class global paradigm, People Capability maturity Model [Curtis 95], developed by the Software Engineering Institute of Carnegie Mellon University, USA.
Conceptual background of SEI-People-CMM:
The primary objective of People-CMM is to improve the capability of the workforce. Workforce capability can be defined as the level of knowledge, skill and process abilities available for performing an organization’s business activities:
· Readiness for performing its critical business activities,
· Likely result from performing these business activities, and
· Potential for benefiting from investments in process improvement or advanced technology.
The People CMM describes an evolutionary improvement path from ad hoc, inconsistently performed workforce practices, to mature infrastructure of practices for continuously elevating workforce capability. It guides organizations in selecting high priority improvement actions based on the current maturity of their workforce practices. The benefit of he People CMM is narrowing the scope of improvement activities to those vital few practices that provide the next foundational layer for developing an organization’s workforce. By concentrating on a focused set of practices and working aggressively to install them, organizations can steadily improve their workforce and make lasting gains in their performance and competitiveness.
People-CMM is an organizational change model. It is designed on the premise that
Improvement in workforce practices will not survive unless an organization’s behavior changes, to support them. It provides a roadmap for transforming an organization by steady improving its workforce practice. People-CMM
- Characterizes the maturity of the people practices,
- Provides process orientation to people program,
- Improves the capability of organizations by increasing the capability of the workforce.
- Helps an organization to become and ”Employer of Choice”
SEI-People-CMM as shown in figure I has five levels of maturity through which organization’s progress and establishes systems and processes. These five levels have 22 process areas distributed among them. The relationships between these process areas across the five levels are the threads of People-CMM that are Developing Individual Capability, Managing and Motivating performance, Shaping the Workforce, Building Workgroups and Culture. Figure II depicts the entire model. The People-CMM has 86 process goals that are to be achieved and 496 process area practices.
Characteristics of Organizations at Different maturity Levels:
Initial Level: Level I
Organization at the initial level of maturity usually has difficulty retaining talented individuals. Even though many low maturity organizations complain about a talent shortage, the inconsistency of their actions belies whether they actually believe it. Low maturity organizations are poorly equipped to response to talent shortages with anything other than slogans and exhortations. Despite the importance of talent, workforce practices in low maturity organizations are often ad hoc and inconsistent. In some areas, the organization has not trained responsible individuals to perform the practices that exist. The organization may typically provide forms for guiding workforce activities such as performance appraisals or position requisitions. Consequently, managers are left to their own devices in most areas of workforce management.
Managed Level: Level II
The workforce practices implemented at the Managed Level focus on activities at unit level. The first step toward improving the capability of the workforce is to get managers to take workforce activities as high priority responsibilities of their job. They must accept personal responsibility for the performance and development of those who perform the unit’s work. The practices implemented at maturity Level 2 focus a manager’s attention on unit level issues such as staffing, coordinating commitment, providing resources, managing performance, developing skills, and making compensation decisions. Building a solid foundation of workforce practices within each unit provides the bedrock on which more sophisticated workforce practices can be implemented at higher levels of maturity.
One of the benefits organizations experience when they implemented guided by the People-CMM is a reduction in voluntary turnover. At Maturity level 2, the People-CMM addresses on e of the most frequent causes of turnover, poor relations with their boss. When people begin to see a more rational work environment emerge in their unit, their motivation to stay with the organization is enhanced. As their development needs are addressed, they begin to see the organization as a vehicle through which they can achieve their career objectives.
Defined level: Level III
At the defined level, the organizations adapts its workforce practices t its business needs by focusing them on motivation and enabling development in its workforce competencies. Once workforce competencies are defined, training and development practices can be more systematically focused on developing the knowledge, skills and process abilities that compose them. Further, the existing experience in the workforce can be organized to accelerate the development of workforce competencies in those with less skill and experience. Graduate career opportunities are defined around increasing levels of capability in workforce competencies. The graduate career opportunities motivate and guide individual development. The organization’s staffing, performance management, compensation, and other workforce practices are adapted to motivate and support development in workforce competencies.
Predictable Level: Level IV
At the Predictable level, the organization manages and exploits the capability created by its framework of workforce competencies. The organization is now able to manage its capability and performance quantitatively. The organization is able to predict its capability for performing work because it can quantify the capability its workforce and of the competency-base processes they use in performing their assignment.
Optimizing Level: Level V
At the optimizing level, the entire organization is focused on continual improvement. These improvements are made to the capability of individuals and workgroups, to the performance of competency-based process, and to workforce practice and activities. The organization uses the results of the quantitative management activities established at maturity Level 4 to guide improvements at maturity Level 5. Maturity Level5 organizations treat change management as an ordinary business process to be performed in an ordinary business to be process to be performed in an orderly way on a regular basis.
One of the important features of the People-CMM is that it encourages and makes ir compulsory to have a measures and metrication program. These help in providing the status and effectiveness of the people processes in the organization. The measurements quantitatively demonstrate the HR Health of the organization. Verification process like audits and mini assessment support all the measures. It also introduces a culture difference from the management perspective as data collection from employee interview is in a fledgling state and requires high degree of openness from people and management point of view to respect the view of each other.
Regards
Rashid Musa
From Saudi Arabia
Dear Sanketh,
This is my first lesson to you first understand what is it. I will furnish next information after your request and understanding the first lesson.
THE PEOPLE CAPABILITY MATURITY MODEL-Leveraging Human Capabilities to Build High Performance Organization.
People Capability maturity Model was conceptualized at the Software Engineering Institute of Carnegie Mellon University, USA and belongs to the family of Capability maturity Model those have primarily guided the information technology industry. Primary among them is Software-CM. The principal architect of People-CMM is Dr Bill Curtis and its first version was released in 1995 and subsequently in 2001 the latest version was released in India.
Objective:
To continuously improve and optimize our people processes by aligning and benchmarking them to a world class global paradigm, People Capability maturity Model [Curtis 95], developed by the Software Engineering Institute of Carnegie Mellon University, USA.
Conceptual background of SEI-People-CMM:
The primary objective of People-CMM is to improve the capability of the workforce. Workforce capability can be defined as the level of knowledge, skill and process abilities available for performing an organization’s business activities:
· Readiness for performing its critical business activities,
· Likely result from performing these business activities, and
· Potential for benefiting from investments in process improvement or advanced technology.
The People CMM describes an evolutionary improvement path from ad hoc, inconsistently performed workforce practices, to mature infrastructure of practices for continuously elevating workforce capability. It guides organizations in selecting high priority improvement actions based on the current maturity of their workforce practices. The benefit of he People CMM is narrowing the scope of improvement activities to those vital few practices that provide the next foundational layer for developing an organization’s workforce. By concentrating on a focused set of practices and working aggressively to install them, organizations can steadily improve their workforce and make lasting gains in their performance and competitiveness.
People-CMM is an organizational change model. It is designed on the premise that
Improvement in workforce practices will not survive unless an organization’s behavior changes, to support them. It provides a roadmap for transforming an organization by steady improving its workforce practice. People-CMM
SEI-People-CMM as shown in figure I has five levels of maturity through which organization’s progress and establishes systems and processes. These five levels have 22 process areas distributed among them. The relationships between these process areas across the five levels are the threads of People-CMM that are Developing Individual Capability, Managing and Motivating performance, Shaping the Workforce, Building Workgroups and Culture. Figure II depicts the entire model. The People-CMM has 86 process goals that are to be achieved and 496 process area practices.
Characteristics of Organizations at Different maturity Levels:
Initial Level: Level I
Organization at the initial level of maturity usually has difficulty retaining talented individuals. Even though many low maturity organizations complain about a talent shortage, the inconsistency of their actions belies whether they actually believe it. Low maturity organizations are poorly equipped to response to talent shortages with anything other than slogans and exhortations. Despite the importance of talent, workforce practices in low maturity organizations are often ad hoc and inconsistent. In some areas, the organization has not trained responsible individuals to perform the practices that exist. The organization may typically provide forms for guiding workforce activities such as performance appraisals or position requisitions. Consequently, managers are left to their own devices in most areas of workforce management.
Managed Level: Level II
The workforce practices implemented at the Managed Level focus on activities at unit level. The first step toward improving the capability of the workforce is to get managers to take workforce activities as high priority responsibilities of their job. They must accept personal responsibility for the performance and development of those who perform the unit’s work. The practices implemented at maturity Level 2 focus a manager’s attention on unit level issues such as staffing, coordinating commitment, providing resources, managing performance, developing skills, and making compensation decisions. Building a solid foundation of workforce practices within each unit provides the bedrock on which more sophisticated workforce practices can be implemented at higher levels of maturity.
One of the benefits organizations experience when they implemented guided by the People-CMM is a reduction in voluntary turnover. At Maturity level 2, the People-CMM addresses on e of the most frequent causes of turnover, poor relations with their boss. When people begin to see a more rational work environment emerge in their unit, their motivation to stay with the organization is enhanced. As their development needs are addressed, they begin to see the organization as a vehicle through which they can achieve their career objectives.
Defined level: Level III
At the defined level, the organizations adapts its workforce practices t its business needs by focusing them on motivation and enabling development in its workforce competencies. Once workforce competencies are defined, training and development practices can be more systematically focused on developing the knowledge, skills and process abilities that compose them. Further, the existing experience in the workforce can be organized to accelerate the development of workforce competencies in those with less skill and experience. Graduate career opportunities are defined around increasing levels of capability in workforce competencies. The graduate career opportunities motivate and guide individual development. The organization’s staffing, performance management, compensation, and other workforce practices are adapted to motivate and support development in workforce competencies.
Predictable Level: Level IV
At the Predictable level, the organization manages and exploits the capability created by its framework of workforce competencies. The organization is now able to manage its capability and performance quantitatively. The organization is able to predict its capability for performing work because it can quantify the capability its workforce and of the competency-base processes they use in performing their assignment.
Optimizing Level: Level V
At the optimizing level, the entire organization is focused on continual improvement. These improvements are made to the capability of individuals and workgroups, to the performance of competency-based process, and to workforce practice and activities. The organization uses the results of the quantitative management activities established at maturity Level 4 to guide improvements at maturity Level 5. Maturity Level5 organizations treat change management as an ordinary business process to be performed in an ordinary business to be process to be performed in an orderly way on a regular basis.
One of the important features of the People-CMM is that it encourages and makes ir compulsory to have a measures and metrication program. These help in providing the status and effectiveness of the people processes in the organization. The measurements quantitatively demonstrate the HR Health of the organization. Verification process like audits and mini assessment support all the measures. It also introduces a culture difference from the management perspective as data collection from employee interview is in a fledgling state and requires high degree of openness from people and management point of view to respect the view of each other.
Regards
Rashid Musa
From Saudi Arabia
This is my first lesson to you first understand what is it. I will furnish next information after your request and understanding the first lesson.
THE PEOPLE CAPABILITY MATURITY MODEL-Leveraging Human Capabilities to Build High Performance Organization.
People Capability maturity Model was conceptualized at the Software Engineering Institute of Carnegie Mellon University, USA and belongs to the family of Capability maturity Model those have primarily guided the information technology industry. Primary among them is Software-CM. The principal architect of People-CMM is Dr Bill Curtis and its first version was released in 1995 and subsequently in 2001 the latest version was released in India.
Objective:
To continuously improve and optimize our people processes by aligning and benchmarking them to a world class global paradigm, People Capability maturity Model [Curtis 95], developed by the Software Engineering Institute of Carnegie Mellon University, USA.
Conceptual background of SEI-People-CMM:
The primary objective of People-CMM is to improve the capability of the workforce. Workforce capability can be defined as the level of knowledge, skill and process abilities available for performing an organization’s business activities:
· Readiness for performing its critical business activities,
· Likely result from performing these business activities, and
· Potential for benefiting from investments in process improvement or advanced technology.
The People CMM describes an evolutionary improvement path from ad hoc, inconsistently performed workforce practices, to mature infrastructure of practices for continuously elevating workforce capability. It guides organizations in selecting high priority improvement actions based on the current maturity of their workforce practices. The benefit of he People CMM is narrowing the scope of improvement activities to those vital few practices that provide the next foundational layer for developing an organization’s workforce. By concentrating on a focused set of practices and working aggressively to install them, organizations can steadily improve their workforce and make lasting gains in their performance and competitiveness.
People-CMM is an organizational change model. It is designed on the premise that
Improvement in workforce practices will not survive unless an organization’s behavior changes, to support them. It provides a roadmap for transforming an organization by steady improving its workforce practice. People-CMM
- Characterizes the maturity of the people practices,
- Provides process orientation to people program,
- Improves the capability of organizations by increasing the capability of the workforce.
- Helps an organization to become and ”Employer of Choice”
SEI-People-CMM as shown in figure I has five levels of maturity through which organization’s progress and establishes systems and processes. These five levels have 22 process areas distributed among them. The relationships between these process areas across the five levels are the threads of People-CMM that are Developing Individual Capability, Managing and Motivating performance, Shaping the Workforce, Building Workgroups and Culture. Figure II depicts the entire model. The People-CMM has 86 process goals that are to be achieved and 496 process area practices.
Characteristics of Organizations at Different maturity Levels:
Initial Level: Level I
Organization at the initial level of maturity usually has difficulty retaining talented individuals. Even though many low maturity organizations complain about a talent shortage, the inconsistency of their actions belies whether they actually believe it. Low maturity organizations are poorly equipped to response to talent shortages with anything other than slogans and exhortations. Despite the importance of talent, workforce practices in low maturity organizations are often ad hoc and inconsistent. In some areas, the organization has not trained responsible individuals to perform the practices that exist. The organization may typically provide forms for guiding workforce activities such as performance appraisals or position requisitions. Consequently, managers are left to their own devices in most areas of workforce management.
Managed Level: Level II
The workforce practices implemented at the Managed Level focus on activities at unit level. The first step toward improving the capability of the workforce is to get managers to take workforce activities as high priority responsibilities of their job. They must accept personal responsibility for the performance and development of those who perform the unit’s work. The practices implemented at maturity Level 2 focus a manager’s attention on unit level issues such as staffing, coordinating commitment, providing resources, managing performance, developing skills, and making compensation decisions. Building a solid foundation of workforce practices within each unit provides the bedrock on which more sophisticated workforce practices can be implemented at higher levels of maturity.
One of the benefits organizations experience when they implemented guided by the People-CMM is a reduction in voluntary turnover. At Maturity level 2, the People-CMM addresses on e of the most frequent causes of turnover, poor relations with their boss. When people begin to see a more rational work environment emerge in their unit, their motivation to stay with the organization is enhanced. As their development needs are addressed, they begin to see the organization as a vehicle through which they can achieve their career objectives.
Defined level: Level III
At the defined level, the organizations adapts its workforce practices t its business needs by focusing them on motivation and enabling development in its workforce competencies. Once workforce competencies are defined, training and development practices can be more systematically focused on developing the knowledge, skills and process abilities that compose them. Further, the existing experience in the workforce can be organized to accelerate the development of workforce competencies in those with less skill and experience. Graduate career opportunities are defined around increasing levels of capability in workforce competencies. The graduate career opportunities motivate and guide individual development. The organization’s staffing, performance management, compensation, and other workforce practices are adapted to motivate and support development in workforce competencies.
Predictable Level: Level IV
At the Predictable level, the organization manages and exploits the capability created by its framework of workforce competencies. The organization is now able to manage its capability and performance quantitatively. The organization is able to predict its capability for performing work because it can quantify the capability its workforce and of the competency-base processes they use in performing their assignment.
Optimizing Level: Level V
At the optimizing level, the entire organization is focused on continual improvement. These improvements are made to the capability of individuals and workgroups, to the performance of competency-based process, and to workforce practice and activities. The organization uses the results of the quantitative management activities established at maturity Level 4 to guide improvements at maturity Level 5. Maturity Level5 organizations treat change management as an ordinary business process to be performed in an ordinary business to be process to be performed in an orderly way on a regular basis.
One of the important features of the People-CMM is that it encourages and makes ir compulsory to have a measures and metrication program. These help in providing the status and effectiveness of the people processes in the organization. The measurements quantitatively demonstrate the HR Health of the organization. Verification process like audits and mini assessment support all the measures. It also introduces a culture difference from the management perspective as data collection from employee interview is in a fledgling state and requires high degree of openness from people and management point of view to respect the view of each other.
Regards
Rashid Musa
From Saudi Arabia
Dear Sanketh,
While the info given by friends, above, is true, please be rest assured this is not something unachievable. Companies have to prepared for this. Also, please know that it is a top down approach and requires support from one and all. More than anything else, the real challenge comes in practical implementation. You should identify good practices and implement them, initial resistance notwithstanding. Also, please note that you cannot be assessed directly for level 5 of PCMM. Earliest you can be assessed will be at L-3.
By the way, we have been assessed by SEI at L-3 of PCMM two months back. I had the good fortune of heading the whole initiative.
Hopefully, will be at L-5 towards the later part of 2009.
Regards
Prem Goswami
From India, Delhi
While the info given by friends, above, is true, please be rest assured this is not something unachievable. Companies have to prepared for this. Also, please know that it is a top down approach and requires support from one and all. More than anything else, the real challenge comes in practical implementation. You should identify good practices and implement them, initial resistance notwithstanding. Also, please note that you cannot be assessed directly for level 5 of PCMM. Earliest you can be assessed will be at L-3.
By the way, we have been assessed by SEI at L-3 of PCMM two months back. I had the good fortune of heading the whole initiative.
Hopefully, will be at L-5 towards the later part of 2009.
Regards
Prem Goswami
From India, Delhi
Thanks Mr. Rushid for the imp. info., Now pl.us on following points,
What is the process to startwith & who are authorised agencies to monitor & certify the levels? Any documentation require like ISO certification? Are any certifide auditors has to monitor process periodically? Are the certification time bound & require renewal?Whether it is applicable to any specified industries like IT or any manufacuring/ service industries? Any other salient features of pcmm?
From India, Mumbai
What is the process to startwith & who are authorised agencies to monitor & certify the levels? Any documentation require like ISO certification? Are any certifide auditors has to monitor process periodically? Are the certification time bound & require renewal?Whether it is applicable to any specified industries like IT or any manufacuring/ service industries? Any other salient features of pcmm?
From India, Mumbai
Rushid Bhai,
Thanks a Lot for the Information. I am having 7 yrs exp in HR in different industries like IT/ITES/Media/Insurance etc. I am very keen on learning PCMMI and working with a company who prepares/follows this.
Please guide me how can be the best in PCMMI.
Thanks and Regards'
Tapan
Indore
From India, Hyderabad
Thanks a Lot for the Information. I am having 7 yrs exp in HR in different industries like IT/ITES/Media/Insurance etc. I am very keen on learning PCMMI and working with a company who prepares/follows this.
Please guide me how can be the best in PCMMI.
Thanks and Regards'
Tapan
Indore
From India, Hyderabad
Community Support and Knowledge-base on business, career and organisational prospects and issues - Register and Log In to CiteHR and post your query, download formats and be part of a fostered community of professionals.
Level 5 Leadership.pdf
Stress Level Calculator.xls