The strategic objectives of the P-CMM are to • Improve the capability of organizations by increasing the capability of their workforce • Ensure that software development capability is an attribute of the organization rather than of a few individuals • Align the motivation of individuals with that of the organization • Retain human assets (i.e., people with critical knowledge and skills) within the organization The P-CMM includes practices in such areas as • Work environment • Communication • Staffing • Managing performance • Training • Compensation • Competency development • Career development • Team building • Culture development

1. Submitted By
Pratibha Trivedi

2. Why People-CMM ???
• With the help of the
Capability Maturity
Model for Software,
many organizations have
made improvements in
their software processes
and practices. These
improvements have
resulted in improved
productivity, quality, and
time to market.

3. Why PCMM
• Compete with lower priced talent in
other countries
• Satisfy the exponential explosion in
the amount and complexity of
software required by most current
and future products
• Increase the quality and reliability of
software systems to levels achieved
by hardware, especially in life- and
business-critical applications

4. Improving process capability benefits
High
Maturity
Capability
Organization-wide
Outcomes
Technology
Deployment
Improved
Enterprise
Risk
Management
Leaner Ops
Culture based on
trust and facts
Speed
Improved
Compliance
Agility
Improved
margin
This set of complex interactions is measurable!

5. The Five Capability Levels
Level 1
Initial
Inconsistent
management
Level 2
Managed
Work unit
management
Level 3
Defined
Business line
management
Level 4
Predictable
Capability
management
Level 5
Innovating
Change
management
Capability Maturity
Model:
A Framework for
Measuring
Organizational
Capability

6. Maturity Level Focus Process Areas
5. Optimizing Continuously improve and align personal
work group and organizational capability
Continuously Workforce Innovation
Organizational Performance Alignment
Continuous Capability Improvement
4. Predictable Empower and integrate workforce
competencies and manage performance
quantitatively
Mentoring
Organizational Capability Management
Quantitative Performance Management
Competency Based Assets
Empowered Workgroups
Competency Integration
3. Defined Develop workforce competencies and
workgroups, and align with business
strategy and objectives
Participatory Culture
Workgroup Development
Competency-Based Practices
Career Development
Competency Development
Workforce Planning
Competency Analysis
2. Managed Managers take responsibility for
managing and developing their people
• Compensation
Training and Development
Performance Management
Work Environment
Communication Coordination
Staffing
1. Initial

7. How the MM’s Works-General
Level 5
Innovating
Implement continual
proactive improvements to
achieve business targets
Capable processes
Perpetual innovation
Change management
Level 4
Predictable
Manage process and results
quantitatively and exploit
benefits of standardization
Predictable results
Reuse/knowledge mgt.
Reduced variation
Level 3
Standardized
Develop standard
processes, measures, and
training for product & service
offerings
Productivity growth
Effective automation
Economies of scale
Level 2
Managed
Build disciplined work unit
management to stabilize work
and control commitments
Reduced rework
Repeatable practices
Satisfied schedules
Level 1
Initial
Motivate people to overcome
problems and just “get the
job done”
Mistakes, bottlenecks
Ad hoc methods
Hero worship

8. 8
How the MM’s Work-Measurement
Level 5
Innovating
Implement continual
proactive improvements to
achieve business targets
Deep/unique process
insight supported by
numbers/analytics
Level 4
Predictable
Manage process and results
quantitatively and exploit
benefits of standardization
Manage by the
numbers/analytics
Level 3
Standardized
Develop standard
processes, measures, and
training for product & service
offerings
Process and data
standards
Aggregation possible
Level 2
Managed
Build disciplined work unit
management to stabilize work
and control commitments
Work group/project
quality
Aggregation
difficult/costly
Level 1
Initial
Motivate people to overcome
problems and just “get the
job done”
Ad hoc methods
No data standards
No aggregation

9. • Data collection of
this project is
done in a
Manufacturing
company .
• Detail of company
and research will
be presented
subsequently

10. ASHAPURA GARMENTS

11. Profile of Ashapura Garments Limited
• Ashapura Garments was founded in year 1970 by Mr. Sandeep Vedant;
Today Winstone jeans has its presence across in India and over 10
countries with four more brands that echo new ensemble in fashion for
men and women. Mr. Sandeep Vedant have left no stone unturned to
make Winstone Jeans largest selling brand in the country.
• Vision
 To set benchmarks in the world of denims in terms of quality, technology, trust and
name.
 To associate the name of Ashapura Garments with business partners who aspire for long
term business relation
 And have a definite dream of scaling new heights in the world of high quality fashion

13. System Beyond The Limit
Latest Technology used by Ashapura Garment Ltd

16. Research Design
Sample Design
Data Collection Tool

17. Maturity Levels Process Categories
Themes
1:Developing
Capabilities
2:Building Teams
and Culture
3:Motivating and
managing
performance
4:Shaping the
workforce
5:Optimizing
Coaching
Personal Competency
Development
Continuous Workforce Innovation
4:Managed Mentoring Team Building
Organizational
Performance Alignment
Team-Based Practices
Organizational
Competency
Management
3:Defined
Competency Development
Knowledge and Skills
Analysis
Participatory Culture
Competency-Based
Practices
Career Development
Workforce Planning
2:Repeatable
Training
Communication
Communication
Compensation
Performance Management
Work Environment
Staffing
1:Initial

18. Interview Approach
Ms. Rajani Shetty, Vice president, Ashapura
Garmenst Ltd.
“Implementation of level 5 has already started which we will be
able to as soon we start operating in Mundra SEZ (New
Production Unit), where we have totally integrated system,
helping in customization of production”.

19. Findings
• Characterize the maturity of their
workforce practices
• Guide a program of continuous
workforce development
• Set priorities for immediate actions
• Integrate workforce development
with process improvement

20. •It is a discipline that let empowered
individual speak up and heard.
•Organization experiencing difficulties
with change management and
organization transformation must
attempt the People CMM before
attempting any other model.
•Unlike SW-CMM is only those individual
who work for software development
process in the change initiative, or the
International Organization for
Standardization (ISO) that includes on
those organization which are
responsible for establishment of a
Quality Management System (QMS).
•organizational workforce – starting
from janitor up to the CEO.
•Organizations which deal with terminal jobs
for their businesses cannot and will not be
able to find People CMM useful.
•These are organization which lives by
percept: “this is the way it has been done
number of years in past and this is the same
way it is going to be done now and in future.
•PCMM also has little applicability to
organizations that are either complacent by
virtue of being too unmanageable or have a
hard time dealing with empowering
individuals

21. Books:
Competing on Analytics-HBS Press
Hard Facts, Dangerous Half-Truths and Total Nonsense-HBS Press
Your Gut is Still Not Smarter Than Your Head-Wiley
CFO Insights: Delivering High Performance-Wiley
Business Journals and Reports:
Harvard Business Review, “Managing Human Sigma” and 2005; “Toward a Theory
of High Performance, 2005
PWC CEO Complexity Study, 2006
PWC and UK Institute of Internal Auditors, 2007
Accenture Outlook, 2003-2007
Bain, Annual “Management Tools Survey”, 2007
IBM CEO Expanding the Innovation Horizon, 2006
Business Week 2007 Advertising citing “The New Risk Environment”, Conference
Board Study on Enterprise Risk Management, 2007
Experts: Dr. Bill Curtis (Process) and Dr. Robert Charette (Enterprise Risk Management)
Bio’s available on www.capabilitymeasurement.com