People - Capability Maturity Model (People - CMM) : Group 4 Abhishek Kabra (Mba) Shubham Nautiyal (Mba) Shivangi Rai (PHD)

People – Capability Maturity Model
(People – CMM)
Group 4
Abhishek Kabra (MBA)
Shubham Nautiyal (MBA)
Shivangi Rai (PhD)
History Of People – Capability Maturity Model
(People – CMM)
People - CMM is an extension of CMM
CMM is software process quality standard that was developed by Software engineering institute for
manufacturing of software.
The term People - CMM was first Coined in 1995
In 1995 it was used to guide Workforce Improvement Programme in IT industries
PCMM was updated in 2001 where it provided new information regarding its global use .
People- CMM
CMM is a organisation
software development People role in
process to improve
development of
productivity and quality,
reduce costs and time to technology and People - CMM
market and increase organisational process
customer satisfaction.
People - CMM
People- CMM is a practice that provide roadmap

to continuously improve capability of workforce
of Organisation.
Process Based model
Implement workforce practices in different

stages.
Focuses on what activities should be performed

by individuals, in workgroups or units, or
Organizations.
Help to Institutionalize the practices in
Organisation’s culture so they are effective,
repeatable and lasting.
People - CMM Role in Organisation
Helps
Organisation to Alignment of
Characterize Focus on
attract, workforce
maturity of improving
Organize, development
workforce workforce
develop, with Strategic
practices. capability
motivate and business
retain workforce
People - CMM Domains
HRM
Best practices to
recruit, Develop and
retain Quality
workforce
OB TQM
Organisational Continuous
culture & Improvement of
practices, Change Practice & Process
management, through different
Stage stages involved in
improvement. People-CMM
People - CMM Objective
To Improve the capability (Knowledge + Skill + Process Abilities) of

Organization’s workforce.
People- Workforce Process

improves enables predicts Performance
CMM Capability Capability
People - CMM Principles
There is direct relationship of Workforce capability must be
Workforce capability is a
workforce capability and defined in relation to the
competitive issue and a source of
business performance in mature organization’s strategic business
strategic advantage
organisations objectives.
Organization should invest in

Knowledge-intense work shifts Capability can be measured and improving the capability of those
the focus from job elements to improved at multiple levels of the workforce competencies that are
workforce competencies organization critical to its core competency as a
business.
Organization is responsible for

The improvement of workforce
Operational management is providing improvement
capability can be pursued as a
responsible for the capability of opportunities, and individuals are
process composed from proven
the workforce responsible for taking advantage
practices and procedures.
of them
Because technology & organization

forms evolve rapidly, organizations
must continually evolve their
workforce practices & develop new
workforce competencies
People – CMM Pre-requisites
1. Top Management Commitment:
• Should agree to concept
• Need to invest time and resources (financial and people)
2. Process Orientation: inherent desire to change & continuously improve
3. Participatory Culture of an organization
4. External Resources: Committed & Qualified consultants and assessors (Ex: KPMG)
5. Internal Resources: A team leader for every N employees

Structure of People – CMM: Maturity Levels
1. 5 Maturity Levels/Evolutionary Stages
2. At each level, a new set of practices is overlaid on those implemented at earlier levels
• Leads to development of workforce
• Opportunities for individuals to develop their career
• Alignment of individual’s performance with organizational objectives
Maturing from
Initial (Level 1) to Managed (Level 2)
Organization inculcates the discipline of performing the basic practices
Managed (Level 2) to Defined (Level 3)

These practices are tailored to enhance KSA that supports organization’s business
Defined (Level 3) to Predictable (Level 4)

Organization develops competency based high performance workgroups
Predictable (Level 4) to Optimizing (Level 5)

Organization looks continuously for innovative ways to improve workforce capabilities
Maturity Level 1: Initial (Inconsistent Management)
1. Inconsistence performance of workforce
2. No training or guidance of workforce for conducting activities
3. Workforce’s ability to manage is based on prior experience
4. Individuals follow own agenda and feel emotionally & professionally detached
Maturity Level 2: Managed (People Management)

1. Focus on activities at unit level
2. Each unit provides the base on which more sophisticated workforce practices can be
implemented
3. Repeatable methods = consistency across organizations
Maturity Level 3: Defined (Competency Management)
1. Adapting workforce practices and developing competencies to accomplish its business
activities
2. Organization try to gain competitive advantage
3. Participatory environment = common organization culture
Maturity Level 4: Predictable (Capability Management)

1. Organization manages & exploits the capability developed in Level 3
2. Prediction of capability by quantifying capability of workforce for different assignments
3. Integration of different workforce competencies
Maturity Level 5: Optimizing (Change Management)

1. Organization continuously focuses on:
• Improving individual competencies
• Finding innovative ways to improve workforce motivation and capabilities
Key Process Areas of People - CMM
1. The Initial level – Maturity Level 1
• No process areas in the initial level of maturity
• Organizations that do not achieve the goals of each of the Maturity Level 2 process
areas are performing as Maturity Level 1 organizations.
2. The Managed level – Maturity level 2
Relationship among the Maturity Level 2

process areas
Source-CMU/SEI-2001-MM-01
3. The Defined Level – Maturity Level 3 4. The Predictable Level – Maturity Level 4
Relationship among the Maturity Level 3 process areas Relationship among the Maturity Level 4 process areas
5. The Optimizing Level – Maturity Level 5
Relationship among the Maturity Level 5 process areas

Process Area Threads in People - CMM
• There are four areas of concern that are addressed by process areas
linked across maturity levels in the People CMM:
• Developing individual capability
• Building workgroups and culture
• Motivating and managing performance
• Shaping the workforce
• These links cause workforce practices established at a maturity level to be

transformed by one or more process areas at higher maturity levels
• The conceptual structure of the People CMM is a matrix that crosses the
primary areas of concern in managing the workforce with the
organizational transformations associated with the maturity levels.
Process Area Threads in People - CMM
Relevance of People - CMM
• Enables comparison of a company’s workforce with global standards.
• Gives clear direction to integrate the people processes like recruitment training,
compensation, promotions etc.
• Provides measurement that links the people processes to retention, teamwork,
and higher performance.
• Tells where the organization has reached and where it is headed
People - CMM Level Companies
• Wipro became the first PCMM Level 5 company in year 2001
• TCS became first company in the world with PCMM Level 4 in 2001
• TCS also attained the distinction of being the World's first company to have all
centers assessed as operating at Level 5 of PCMM in 2010.
• Other companies
• NIIT Technologies – PCMM Level 5
• Honeywell (HTSL) – PCMM Level 5
• Rastriya Chemicals and Fertilizers – PCMM Level 2 ( First PSU)
• Tech Mahindra – PCMM Level 5
Source – Dataquest
People - CMM Audit Service Providers
People - CMM Audit Service Providers
Thank you!

People - Capability Maturity Model (People - CMM) : Group 4 Abhishek Kabra (Mba) Shubham Nautiyal (Mba) Shivangi Rai (PHD)

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People – Capability Maturity Model

People - CMM is an extension of CMM

The term People - CMM was first Coined in 1995

In 1995 it was used to guide Workforce Improvement Programme in IT industries

People- CMM is a practice that provide roadmap

Process Based model

Implement workforce practices in different

Focuses on what activities should be performed

To Improve the capability (Knowledge + Skill + Process Abilities) of

People- Workforce Process

Organization should invest in

Organization is responsible for

Because technology & organization

2. Process Orientation: inherent desire to change & continuously improve

3. Participatory Culture of an organization

5. Internal Resources: A team leader for every N employees

Managed (Level 2) to Defined (Level 3)

Defined (Level 3) to Predictable (Level 4)

Predictable (Level 4) to Optimizing (Level 5)

Maturity Level 2: Managed (People Management)

Maturity Level 4: Predictable (Capability Management)

Maturity Level 5: Optimizing (Change Management)

2. The Managed level – Maturity level 2

Relationship among the Maturity Level 2

Relationship among the Maturity Level 5 process areas

• These links cause workforce practices established at a maturity level to be

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