Hi, I am working as an HR executive at a startup IT company. Recently, I came to know the term People Capability Maturity Model (PCMM), and I tried to understand the process but I can't. Can you help me clarify what PCMM is, how to implement it, and whether it is necessary for startup companies? If it is, how can it be implemented for startups?
From India, Chennai
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From India, Chennai
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1. People Capability Maturity Model (PCMM)
Any quality model/standard's objective is to bring our ad hoc process to a well-defined and consistently managed state across organizations. This helps in achieving predictable outcomes, reducing rework time, improving product quality, and optimizing costs. PCMM is more focused on people management, providing a framework to help organizations effectively address critical people issues, define best practices, and implement them.
2. How to implement PCMM?
There are two options:
i. If you have already implemented other standards/models, you can read the model and implement it yourself: http://www.sei.cmu.edu/reports/09tr003.pdf
ii. Hire a consultant who can assist in defining and implementing processes tailored to your organization's needs. In either case, if certification is planned, a Lead Appraiser is required.
3. Is this necessary for startup companies?
Any organization seeking to streamline its people management processes can consider adopting this model. It is neither necessary nor unnecessary; the decision rests with the management. There are no prerequisites regarding the organization's size in relation to the PCMM model.
4. How to implement for a startup?
Please refer to the answer in Q2 above.
Hope this helps.
Regards, Kumar
From India
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8Any quality model/standard's objective is to bring our ad hoc process to a well-defined and consistently managed state across organizations. This helps in achieving predictable outcomes, reducing rework time, improving product quality, and optimizing costs. PCMM is more focused on people management, providing a framework to help organizations effectively address critical people issues, define best practices, and implement them.
2. How to implement PCMM?
There are two options:
i. If you have already implemented other standards/models, you can read the model and implement it yourself: http://www.sei.cmu.edu/reports/09tr003.pdf
ii. Hire a consultant who can assist in defining and implementing processes tailored to your organization's needs. In either case, if certification is planned, a Lead Appraiser is required.
3. Is this necessary for startup companies?
Any organization seeking to streamline its people management processes can consider adopting this model. It is neither necessary nor unnecessary; the decision rests with the management. There are no prerequisites regarding the organization's size in relation to the PCMM model.
4. How to implement for a startup?
Please refer to the answer in Q2 above.
Hope this helps.
Regards, Kumar
From India
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Menakabala: PCMM refers to the capability of people in your organization to deliver projects to clients. PCMM is not mandatory for a start-up, but good to have as you grow. The PCMM steps are:
1) Level 1 indicates you are conducting a discovery and realize the 'chaos' that exists (frequently due to a lack of standard operating procedures) and putting processes into place.
2) Level 2 denotes that the organization is investing in making people aware of processes/procedures to be followed (usually by training).
3) Level 3 is measuring the training outcome, retraining if needed.
4) Level 4 is measuring the impact on the business practices.
5) Level 5 is putting in place change management practices. Certifications are acquired from agencies - a search on Google will help.
From India, Mumbai
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1) Level 1 indicates you are conducting a discovery and realize the 'chaos' that exists (frequently due to a lack of standard operating procedures) and putting processes into place.
2) Level 2 denotes that the organization is investing in making people aware of processes/procedures to be followed (usually by training).
3) Level 3 is measuring the training outcome, retraining if needed.
4) Level 4 is measuring the impact on the business practices.
5) Level 5 is putting in place change management practices. Certifications are acquired from agencies - a search on Google will help.
From India, Mumbai
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Hello,
To learn more about the topic, please visit: https://www.citehr.com/65280-people-...odel-pcmm.html. If the link does not work, simply copy the URL and paste it into your browser.
Thank you
From India, Thiruvananthapuram
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To learn more about the topic, please visit: https://www.citehr.com/65280-people-...odel-pcmm.html. If the link does not work, simply copy the URL and paste it into your browser.
Thank you
From India, Thiruvananthapuram
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Sorry, the link did not work.
Please go through P-CMM, which stands for the People Capability Maturity Model, first developed at the Software Engineering Institute (SEI). Details can be found at CMMI | CMMI.
The full best practices model is available on the SEI website and has also been published in the US, India, Japan, and China. The Indian edition is as follows:
Curtis, B., Hefley, W.E., and Miller, S. (2002). The People Capability Maturity Model: Guidelines for Improving the Workforce. (ISBN 81-297-0018-2). Delhi, India: Pearson Education.
In an organization, P-CMM helps achieve its goal of workforce capability at various maturity levels through the application of common practices.
How does the P-CMM approach differ from the general way of performing tasks, activities, or projects?
P-CMM provides a framework and establishes a common language for communication in task execution, performance verification, and measurement for further enhancements to reduce costs and increase profits at individual, team, group, department, company, or organizational levels.
The main objective of PCMM is to address internal workforce problems, improve practices, and facilitate organizational growth.
P-CMM consists of five maturity levels: Initial, Repeatable, Defined, Managed, and Optimized. The Initial level indicates that P-CMM does not exist, or the organization performs tasks randomly.
The Repeatable level involves instilling basic discipline in the workforce to address issues such as staffing, training, communication, and performance management processes. These maturity levels encompass key process areas that evolve in any organization following P-CMM activities.
At the 'Defined' level, KPAs define HR competencies and align the workforce with those competencies.
Each maturity level defines specific KPAs to institutionalize in the corporate culture to enhance product quality, services, workforce talent, and financial results.
Defined maturity levels encompass Knowledge and Skills analysis, Workforce planning, Competency Development, Career Development, competency-based practices, and a participatory culture.
After establishing repeatable KPA practices, the organization moves to the Defined level, focusing on core competencies by analyzing business processes and aligning them with core competencies. This alignment ensures that organizational and individual competencies are defined and aligned, leading to a competitive workforce advantage.
Moving on to the Managed level, organizations focus on team-based practices and performance measurement to align with different organizational levels. Key KPAs include mentoring, team building, team-based practices, Organization competency management, and Organizational performance alignment, all of which are interdependent.
P-CMM emphasizes that by carefully and systematically applying processes and practices, organizations can enhance soft and hard skills, enabling them to progress to higher maturity levels efficiently.
The Optimizing level KPAs focus on Personal Competency Development, Coaching, and Continuous Workforce innovation, aiming for continuous improvement in personal competencies and workforce practices.
P-CMM's evolutionary maturity levels develop organizational talent through key practices in these process areas, where each key practice is a policy, procedure, or activity that implements the process or KPA.
Courtesy: Cite Hr - Information provided by our fellow members.
From India, Thiruvananthapuram
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Please go through P-CMM, which stands for the People Capability Maturity Model, first developed at the Software Engineering Institute (SEI). Details can be found at CMMI | CMMI.
The full best practices model is available on the SEI website and has also been published in the US, India, Japan, and China. The Indian edition is as follows:
Curtis, B., Hefley, W.E., and Miller, S. (2002). The People Capability Maturity Model: Guidelines for Improving the Workforce. (ISBN 81-297-0018-2). Delhi, India: Pearson Education.
In an organization, P-CMM helps achieve its goal of workforce capability at various maturity levels through the application of common practices.
How does the P-CMM approach differ from the general way of performing tasks, activities, or projects?
P-CMM provides a framework and establishes a common language for communication in task execution, performance verification, and measurement for further enhancements to reduce costs and increase profits at individual, team, group, department, company, or organizational levels.
The main objective of PCMM is to address internal workforce problems, improve practices, and facilitate organizational growth.
P-CMM consists of five maturity levels: Initial, Repeatable, Defined, Managed, and Optimized. The Initial level indicates that P-CMM does not exist, or the organization performs tasks randomly.
The Repeatable level involves instilling basic discipline in the workforce to address issues such as staffing, training, communication, and performance management processes. These maturity levels encompass key process areas that evolve in any organization following P-CMM activities.
At the 'Defined' level, KPAs define HR competencies and align the workforce with those competencies.
Each maturity level defines specific KPAs to institutionalize in the corporate culture to enhance product quality, services, workforce talent, and financial results.
Defined maturity levels encompass Knowledge and Skills analysis, Workforce planning, Competency Development, Career Development, competency-based practices, and a participatory culture.
After establishing repeatable KPA practices, the organization moves to the Defined level, focusing on core competencies by analyzing business processes and aligning them with core competencies. This alignment ensures that organizational and individual competencies are defined and aligned, leading to a competitive workforce advantage.
Moving on to the Managed level, organizations focus on team-based practices and performance measurement to align with different organizational levels. Key KPAs include mentoring, team building, team-based practices, Organization competency management, and Organizational performance alignment, all of which are interdependent.
P-CMM emphasizes that by carefully and systematically applying processes and practices, organizations can enhance soft and hard skills, enabling them to progress to higher maturity levels efficiently.
The Optimizing level KPAs focus on Personal Competency Development, Coaching, and Continuous Workforce innovation, aiming for continuous improvement in personal competencies and workforce practices.
P-CMM's evolutionary maturity levels develop organizational talent through key practices in these process areas, where each key practice is a policy, procedure, or activity that implements the process or KPA.
Courtesy: Cite Hr - Information provided by our fellow members.
From India, Thiruvananthapuram
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Hello Menakabala,
The earlier members have given very concise and clear replies to your queries. However, let me elaborate on your last query, "Is this necessary for startup companies?"
PCMM is not mandatory nor necessary for even established IT companies. However, such certifications help enable clients as well as prospective employees of the companies to have some sort of a benchmark before they make their engagement decisions with this company.
The nearest analogy to your field would be the difference between a person with MSCE, MCP, or similar certifications in MS technologies and someone without any such certification. Except that in the case of PCMM, the cost-benefit aspects would be of primary consideration (the whole certification process would surely not be very cheap, counting all inputs that go into it).
Hope you get the point.
Regards,
TS
From India, Hyderabad
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The earlier members have given very concise and clear replies to your queries. However, let me elaborate on your last query, "Is this necessary for startup companies?"
PCMM is not mandatory nor necessary for even established IT companies. However, such certifications help enable clients as well as prospective employees of the companies to have some sort of a benchmark before they make their engagement decisions with this company.
The nearest analogy to your field would be the difference between a person with MSCE, MCP, or similar certifications in MS technologies and someone without any such certification. Except that in the case of PCMM, the cost-benefit aspects would be of primary consideration (the whole certification process would surely not be very cheap, counting all inputs that go into it).
Hope you get the point.
Regards,
TS
From India, Hyderabad
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Managing tomorow's people.pdf
People make the difference….ppt