HI Friends
this is Roopa Doing my PGDBA at Sies College of Management studies. Actually i need some help in the Topic in PCMM.
I wanted to do a project on it and have no clue as to how to start it, so pls help me out with it.
Thanks
Bye
Roopa
From India, Mumbai
this is Roopa Doing my PGDBA at Sies College of Management studies. Actually i need some help in the Topic in PCMM.
I wanted to do a project on it and have no clue as to how to start it, so pls help me out with it.
Thanks
Bye
Roopa
From India, Mumbai
i found this article by Ms. Rashmi Bhaskar , Manager - HR of Wipro Infotech on net , hope it ll give u some clue.
n best of luck
manish
...................................
The PCMM framework is perhaps the first initiative to bring about an institutionalised, standards-based approach to building the HR framework for an organisation. Rashmi Bhaskar , elaborates how it takes an organisation through progressive steps in the development of workforce practices
The rise of the knowledge economy has resulted in enhanced focus on attracting and retaining of skilled manpower. With knowledge being crucial to the continuous and uninterrupted functioning of knowledge-driven companies, a structured framework to build organisational HR processes has become vital. This is in stark contrast to the past few decades when HR evolution moved in fits and starts. While functions like marketing or finance have witnessed the emergence of standards and processes, the evolution of the HR function has been slow.
The corporate world has debated much over financial systems or marketing practices. We have witnessed the emergence of standard accounting formats, technology-driven inventory management systems and tried and tested response management systems for marketing. However, HR has been driven by more informal, word of mouth and industry benchmarking-based practices. Hence, in the world of HR, one would often hear of slightly vague concepts like compensation that meets the “best in the industry” or work environment that matches that of the competition.
Building and measuring people processes
The winds of change swept across the HR landscape with the growth of the knowledge economy and the emergence of the People Capability Maturity Model (PCMM) in 1995. The PCMM framework put forth by the Software Engineering Institute (of the Carnegie Melon University) is perhaps the first initiative to bring about an institutionalised, standards-based approach to building the HR framework for an organisation. The essence of this model lies in the words “Capability” and “Maturity”. Capability stands for the level of knowledge, skills and process abilities available to perform an organisation’s business activities. PCMM seeks to build capabilities through structured processes. Maturity indicates an evolutionary improvement path that moves from ad hoc, inconsistent workforce practices towards a state of continuous improvement. PCMM helps an organisation to progressively move towards this state.
In the knowledge economy, organisations are constantly striving to become an employer of choice—as they strive to attract, nurture and retain talent. PCMM offers a roadmap for systematically achieving this goal. It helps build people processes through logical steps that match business goals. There are capability levels and processes that match every HR practice—from manpower planning through recruitment, induction, performance evaluation, compensation structuring, competency building, competency management and so on.
PCMM tops this up with measurement systems—an assessment model that involves comparing against a standard. Thus PCMM offers a build and measure model that helps an organisation to benchmark against the global best practices in the area of people processes and assess where it stands. PCMM covers an amazing 495 practices across 22 process areas (version 2.0)—ensuring that the requirements of various types of organisations are represented.
Scaling the PCMM ladder
As mentioned earlier, PCMM takes an organisation through progressive steps in the development of workforce practices. An organisation’s progress is measured through the scaling of various levels—from 1 through 5. Most organisations with minimal HR systems are likely to be at Level 1—where there are some HR practices, which have evolved, but they tend to be inconsistent. The progress to more consistent, repeated and replicated practices marks the move to Level 2—where the seeds of people management take root, and the organisation installs the foundation stones required for a robust people process framework. Level 3 brings with it the concept of competency management with defined workforce practices. Competency plays a crucial role—in recruitment, compensation planning, training and various other aspects of workforce management. Level 4 marks the emergence of an organisation into the capability management framework with measurement and empowerment leading the way, and also integrating the people processes with business processes and measuring co-relations between the two.
When an organisation scales Level 5, it moves into a state of continuously improving workforce practices. At this optimised phase the management of change becomes an integral part
of the organisation. The move up this ladder is by no means a simple task—it involves creating, changing and putting in place various workforce practices that may or may not have been in existence. It involves significant documentation including the building of a competency dictionary (at Level 3), that describes specific competencies and ways to measure the same. More importantly, the journey entails the institutionalisation of these practices.
What is perhaps most pertinent, and adds strength to the PCMM framework - is the fact that PCMM levels are like a house of cards. You pull one out and the whole house topples down. Hence it is not possible to scale Level 5 without having every card at the lower levels in place. To elucidate further, if workforce practices at lower levels are not in place, an organisation cannot move up to higher levels. If a process stops working at any point in time, the whole framework comes crashing down—the organisation would need to build it all over again. Which goes to prove that PCMM must be built on a rock solid foundation.
PCMM and the future
Typically technology, people and processes shape an organisation. Technology is a rapidly evolving paradigm that moves at its own pace. Processes are monitored and certified by numerous quality systems like ISO, Six Sigma, CMM, Deming and so on. Today with PCMM, we have a system that brings standardisation and injects quality into the third dimension—namely, the people. PCMM brings quality to an organisation’s people processes. It does not leave your manpower development to chance—it ensures that you have the right people at the right place for the right job. From the employee perspective it helps foster employee satisfaction by having systems in place, to recognise and meet the expectations and aspirations of the workforce. From the business perspective it ensures that crucial and skilled manpower resources are available for the job at hand. All in all, this is a win-win for both organisation and employees.
In the new economy where the battle for talent is going to be all pervasive, organisations wanting to win this battle will have to embrace the People CMM framework, since PCMM will be the vehicle for successful talent management in the New Economy.
From India, Madras
1n best of luck
manish
...................................
The PCMM framework is perhaps the first initiative to bring about an institutionalised, standards-based approach to building the HR framework for an organisation. Rashmi Bhaskar , elaborates how it takes an organisation through progressive steps in the development of workforce practices
The rise of the knowledge economy has resulted in enhanced focus on attracting and retaining of skilled manpower. With knowledge being crucial to the continuous and uninterrupted functioning of knowledge-driven companies, a structured framework to build organisational HR processes has become vital. This is in stark contrast to the past few decades when HR evolution moved in fits and starts. While functions like marketing or finance have witnessed the emergence of standards and processes, the evolution of the HR function has been slow.
The corporate world has debated much over financial systems or marketing practices. We have witnessed the emergence of standard accounting formats, technology-driven inventory management systems and tried and tested response management systems for marketing. However, HR has been driven by more informal, word of mouth and industry benchmarking-based practices. Hence, in the world of HR, one would often hear of slightly vague concepts like compensation that meets the “best in the industry” or work environment that matches that of the competition.
Building and measuring people processes
The winds of change swept across the HR landscape with the growth of the knowledge economy and the emergence of the People Capability Maturity Model (PCMM) in 1995. The PCMM framework put forth by the Software Engineering Institute (of the Carnegie Melon University) is perhaps the first initiative to bring about an institutionalised, standards-based approach to building the HR framework for an organisation. The essence of this model lies in the words “Capability” and “Maturity”. Capability stands for the level of knowledge, skills and process abilities available to perform an organisation’s business activities. PCMM seeks to build capabilities through structured processes. Maturity indicates an evolutionary improvement path that moves from ad hoc, inconsistent workforce practices towards a state of continuous improvement. PCMM helps an organisation to progressively move towards this state.
In the knowledge economy, organisations are constantly striving to become an employer of choice—as they strive to attract, nurture and retain talent. PCMM offers a roadmap for systematically achieving this goal. It helps build people processes through logical steps that match business goals. There are capability levels and processes that match every HR practice—from manpower planning through recruitment, induction, performance evaluation, compensation structuring, competency building, competency management and so on.
PCMM tops this up with measurement systems—an assessment model that involves comparing against a standard. Thus PCMM offers a build and measure model that helps an organisation to benchmark against the global best practices in the area of people processes and assess where it stands. PCMM covers an amazing 495 practices across 22 process areas (version 2.0)—ensuring that the requirements of various types of organisations are represented.
Scaling the PCMM ladder
As mentioned earlier, PCMM takes an organisation through progressive steps in the development of workforce practices. An organisation’s progress is measured through the scaling of various levels—from 1 through 5. Most organisations with minimal HR systems are likely to be at Level 1—where there are some HR practices, which have evolved, but they tend to be inconsistent. The progress to more consistent, repeated and replicated practices marks the move to Level 2—where the seeds of people management take root, and the organisation installs the foundation stones required for a robust people process framework. Level 3 brings with it the concept of competency management with defined workforce practices. Competency plays a crucial role—in recruitment, compensation planning, training and various other aspects of workforce management. Level 4 marks the emergence of an organisation into the capability management framework with measurement and empowerment leading the way, and also integrating the people processes with business processes and measuring co-relations between the two.
When an organisation scales Level 5, it moves into a state of continuously improving workforce practices. At this optimised phase the management of change becomes an integral part
of the organisation. The move up this ladder is by no means a simple task—it involves creating, changing and putting in place various workforce practices that may or may not have been in existence. It involves significant documentation including the building of a competency dictionary (at Level 3), that describes specific competencies and ways to measure the same. More importantly, the journey entails the institutionalisation of these practices.
What is perhaps most pertinent, and adds strength to the PCMM framework - is the fact that PCMM levels are like a house of cards. You pull one out and the whole house topples down. Hence it is not possible to scale Level 5 without having every card at the lower levels in place. To elucidate further, if workforce practices at lower levels are not in place, an organisation cannot move up to higher levels. If a process stops working at any point in time, the whole framework comes crashing down—the organisation would need to build it all over again. Which goes to prove that PCMM must be built on a rock solid foundation.
PCMM and the future
Typically technology, people and processes shape an organisation. Technology is a rapidly evolving paradigm that moves at its own pace. Processes are monitored and certified by numerous quality systems like ISO, Six Sigma, CMM, Deming and so on. Today with PCMM, we have a system that brings standardisation and injects quality into the third dimension—namely, the people. PCMM brings quality to an organisation’s people processes. It does not leave your manpower development to chance—it ensures that you have the right people at the right place for the right job. From the employee perspective it helps foster employee satisfaction by having systems in place, to recognise and meet the expectations and aspirations of the workforce. From the business perspective it ensures that crucial and skilled manpower resources are available for the job at hand. All in all, this is a win-win for both organisation and employees.
In the new economy where the battle for talent is going to be all pervasive, organisations wanting to win this battle will have to embrace the People CMM framework, since PCMM will be the vehicle for successful talent management in the New Economy.
From India, Madras
Dear roopa,
One of my friend forwarding this information which might be useful toyou. just go through it.
The motivation for the P-CMM is to radically improve the ability of software organizations to attract, develop, motivate, organize, and retain the talent needed to steadily improve software development capability.
The strategic objectives pursued in the P-CMM are to:
improve the capability of software organizations by increasing the capability of their staff,
ensure that software development capability is an attribute of the organization rather than of a few individuals,
align the motivation of the staff with those of the organization, and
retain assets (i.e., people with extensive skills and capabilities) within the organization.
The P-CMM includes practices in the areas of:
staffing (includes recruiting, selection and planning)
managing performance
training
compensation
work environment
career development
organizational and individual competence
mentoring and coaching
team and culture development
wish you good luck
swathi
From India, Hyderabad
One of my friend forwarding this information which might be useful toyou. just go through it.
The motivation for the P-CMM is to radically improve the ability of software organizations to attract, develop, motivate, organize, and retain the talent needed to steadily improve software development capability.
The strategic objectives pursued in the P-CMM are to:
improve the capability of software organizations by increasing the capability of their staff,
ensure that software development capability is an attribute of the organization rather than of a few individuals,
align the motivation of the staff with those of the organization, and
retain assets (i.e., people with extensive skills and capabilities) within the organization.
The P-CMM includes practices in the areas of:
staffing (includes recruiting, selection and planning)
managing performance
training
compensation
work environment
career development
organizational and individual competence
mentoring and coaching
team and culture development
wish you good luck
swathi
From India, Hyderabad
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