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Introduction to SEI
The Software Engineering Institute (SEI) is a
federally funded research and development
centre sponsored by the U.S. Department of
Defence through the Office of the Under Secretary
of Defence for Acquisition, Technology, and
Logistics [OUSD (AT&L)]
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About SEI
The SEI's core purpose is to help others make
measured improvements in their software
engineering capabilities.
The Software Engineering Institute (SEI) helps organizations and individuals to improve their software engineering management practices.
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SEI areas of work
SEI areas of work
Management Practices
Engineering Practice
Technology Adoption
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Management Practices
Capability Maturity Model (CMM) focuses on what
organizations should do, it does not specify how to
reach those goals
PSP provides specific guidance on how individual
engineers can continually improve their performance.
TSP provides specific guidance about how PSP-trained
engineers can work as effective team members
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Management Practices
SEI Models:
Capability Maturity Model Integration (CMMISM)
SW-CMM® Capability Maturity Model for Software
P-CMM People Capability Maturity Model
SA-CMM Software Acquisition Capability Maturity Model
SE-CMM Systems Engineering Capability Maturity Model
IPD-CMM Integrated Product Development Capability
Maturity Model
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Software - CMM
focused efforts towards higher maturity levels
it is a road map for software engineering activities
provides means for a continuously improving process
is specific to software
addresses all areas of the software engineering activity
developed mainly by those engaged in software activities
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Training Program (TP)
Purpose
The purpose of the Training Program key process area is to
develop the skills and knowledge of individuals so that they
can perform their roles effectively and efficiently
Features
Develop and maintain training plan for each project and
for organization
Define standards for training materials
Maintain training records
Define a waiver process
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PSP (Personal Software Process)
Improves performance by bringing discipline
Disciplined effort removes waste, error, and inefficiency, freeing financial resources for better uses.
Manage the quality of their products
Substantial improvement in the estimating and planning ability of engineers while significantly reducing defects
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Team Software Process (TSP)
To build self-directed teams that plan and track their work, establish goals, and own their processes and plans.
To show managers how to coach and motivate their teams and how to help them sustain peak performance.
To accelerate software process improvement by making CMM level 5-type behaviour normal and expected.
To provide improvement guidance to high-maturity organizations
To facilitate university teaching of industrial-grade team skills.
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Develop Workforce Capability – CMM components
Performance
Process Capability
Workforce Capability
Organizational Maturity Key Process Areas
PCMM
SW-CMM
CMMI
constitute
develops indicates
enables
predicts
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The need for People CMM
Improvement programs have focussed on Process and Technology,but not on People
People Practices not accounted for in software CMM
Process Technology
People
High Quality Products &Services
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The need for People CMM
The most important ingredient in any successful project is to have “smart” people.
Performance ranges of software professionals (20 - 1)
Personnel attributes and Human Resource activities provide by far the largest source of opportunity for improving Software Development Productivity
Software development is large scale integrate intellectual work
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The need for People CMM
The IT industry must change from a mystique of artistically creative individuals to a team based profession that emphasizes continuos learning
Increase the quality and reliability of software systems to levels achieved in hardware industries
Measuring HR’s contribution to the business
provides common measurement frameworkallows benchmarking against best practices
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Work environment & culture
Clarity on Roles & responsibilities
Recognition of performance
Awareness - compensation strategy
Opportunities to realize career aspirations
Continuous development on Core competencies
Benefits of People CMM …. employee
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Overview of People CMM
Conceptualized by the Software Engineering Institute
Chief architect Bill Curtis
A Maturity frame work for developing Human talent
Guide a program of continuos workforce development
Integrate workforce development with process
improvement
Establish a culture of Software Excellence
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Overview of People CMM
A conceptual model based on state- of- the- art workforce practices to help organizations
Develop workforce required to execute business strategy
Characterize maturity of workforce practices
Set priorities for improving workforce capability
Integrate improvements in process and workforce
Become an employer of choice
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Structure of People CMM
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11InitialInitial
22RepeatableRepeatable
Managers take responsibility formanaging and developing their people
CompensationTrainingPerformance ManagementStaffingCommunicationWork Environment
33DefinedDefined
Competency-based workforce practices
Participatory CultureCompetency-Based PracticesCareer DevelopmentCompetency DevelopmentWorkforce PlanningKnowledge and Skills Analysis
44ManagedManaged
Team-based and quantitatively managed workforce practices
Organizational Performance AlignmentOrganizational Competency ManagementTeam-Based PracticesTeam BuildingMentoring
55OptimizingOptimizing
Continuous workforceimprovement
Continuous Workforce InnovationCoachingPersonal Competency Development
Level Focus Key Process Areas
People CMM – KPA’s
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Structure of People CMM
HR Processes
Developing Capabilities
Building teams and culture
Motivating and managing
performance
Shaping the workforce
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Structure of People CMM
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PCMM Perspectives
Common sense application of principles from: total quality management human resources management organizational development
Community: extensive input from industry and government ongoing review and evolution
Framework for improving workforce practices: organizational assessment improved workforce practices staged improvement program
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Strategic objectives
Improve the capability of software organizations by increasing the capability of their workforce
Ensure that software development capability is an attribute of the organization rather than a few individuals
Align motivation of the individuals with that of the organization.
Retain human assets ( people with critical knowledge & skills ) within the organization
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Level 1 - Initial
AdministrativeWorkforce practices considered overhead, performed hastily
Inconsistency
Displacement
Ritualism
Turnover
Little training in managing people
Managers expect HR Department to Administer workforce practices
Workforce practices applied withoutanalysis of impact
Staff not loyal to the organization
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Level 2 - Repeatable
Commitment Executives commit organization to workforce development
Discipline
Repeatable
Performance
Unit-based
Unit managers take responsibility for performing basic practices
Managers repeat successful practicesregularly
Practices enhance individual and unit performance
Units know and manage their skill needs
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Key Process Areas - Level 2
Level 2 - RepeatableWork Environment
CommunicationStaffing
Performance ManagementTraining
Compensation
Level 1 - Initial
Instill basic discipline into People Practices
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Work Environment
An environment that supports the performance of business processes is established and maintained.
The resources needed by the workforce to perform their assignment are made available
Distractions in the work environment are minimized.
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Communication
Grievance redressal Communication Skills
Information sharingSocial environment that Supports task accomplishment
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Staffing
Selection
Orientation
Institutionalized Process
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Performance Management
Performance Measurement
Recognize outstanding performance
Career development
Performance Enhancement
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Training
Project Specific Training
Training on Critical skills
Opportunities to employees
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Compensation
Plan compensation strategy and communicate
Pay for osition erson erformance
Redressal of grievances wrt compensation
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Level 3 - Defined
Competencies Core Competencies of the organization are identified
Strategic
Tailored
Participatory
Professionalism
Workforce planning develops competencies for the existing and future business needs
Workforce practices reward competency growth
Empowerment and participation in decision making
Organizational culture emerges fromcompetence models
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Level 3 - Defined
Knowledge and Skills AnalysisWorkforce Planning
Competency DevelopmentCareer Development
Competency-Based PracticesParticipatory Culture
Level 2 - Repeatable Identify core competencies and align people
related activities with them
Key Process Areas - Level 3
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Knowledge & Skills Analysis
Core Competencies
Inventory of Knowledge & Skills
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Competency Development
Knowledge &Skills Analysis
Core Competencies
Indi
vidu
al
Org
aniz
atio
n
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Workforce Planning
Strategic workforce plan
Recruitment & Competency Development activities
Succession planning
Track progress
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Career Development
Career Opportunities In Org’s Core Competencies
Individual career development
Motivate to pursue career goals that optimize the value to
their knowledge & skills to the organization.
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Competency Based Practices
Workforce Planning Recruitment
Performance Management Compensation
Core Competencies
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Level 4 – Managed
Characteristics
Managing core competencies
Alignment of performance
High – performing teams with complementary knowledge and skills
Focus on Mentoring
Quantitatively managed organizational growth in workforce capabilities and establish competency - based teams
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Key Process Areas - Level 4
Mentoring
Team Building
Team – Based Practices
Organizational Competency Management
Organizational Performance Alignment
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Mentoring
Defined objectives
Selection & Training
Institutionalization of mentoring
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Team Building
Formation of teams
Team Skills
Team assignments
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Team Based Practices
Tailor workforce practices to support team performance
Define & measure performance
Compensation & rewards for team performance
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Organizational Competency Management
Define goals for capability in core competencies
Quantify and manage achievement of goals
Measure improvement in Knowledge & skills - core competencies
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Organizational Performance Alignment
Define measurable targets for goal alignment
Quantify and manage progress alignment
Quantitatively determine capability of workforce towards goal alignment
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Level 5 – The Optimizing Level
Characteristics
Improving individual competencies
Culture of Innovation
Transition to coaching
Continuously improve methods for developing personal and organizational competence
Continuously improve methods for developing personal and organizational competence
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Key Process Areas - Level 5
Personal Competency Development
Continuous Workforce Innovation
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Personal Competency Development
Employees know their competencies
Organization wide participation in enhancing Knowledge & Skills on core competencies
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Continuous Workforce Improvement
Evaluate innovative workforce practices & technology
Continuous improvement
Organization wide participation
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Quality Orientation
ISO 9001:2000
SEI CMM Level5
FS QMS
Balanced Score card approach
PSP
TSP
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Career Options
.
Personal Development plan
Multiple Career Options
Niche technology
Onsite assignments
Domain of interest
Accelerated Promotions
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Strategic HR initiatives
Position Evaluation
Employee Satisfaction Survey
Professional Events management
Benchmarking HR practices
Aligned organization - OD intervention
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Management
Employee
Employee HandbookQuarterly Staff MeetingsIntranetFuture TimesIssue Tracking SystemTop Management Review meetingsBulletin BoardsE-mail packagesEmployee Satisfaction SurveyExit Interviews
Advertisement CampaignsHoardingWeb AdvertisingPostersSponsoring campus events at reputed engineering / management institutes
Outside CompanyAddress your Grievance
Issue Tracking System
Service Request
Communication
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Annual Business Plan
Competency Development Plan Knowledge and Skills Database
Recruitment Training
Annual Strategic Workforce Plan Personal Development Plan
Competency Development Plan
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Compensation Strategy Compensation Committee
•Compensation Trends and Practices •Benchmarking
Salary Administration and compliance of statutory provisions by Finance Manager
HR Manager
Employee Feedback on Compensation
Compensation Plan
Compensation Guidelines
Compensation Revision
Perf Evaluation Promotion Reccos
Compensation
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Employee
Grievance
On-line Grievance Redressal System
Respective HR team member Responds within 4 hrs.
Close within 48 hours (or)
Escalate to the addresser’s supervisor and he is responsible for closing the grievance within a week.
If the grievance is not resolved after the escalation, it is taken up by the Head – HR at the Divisional Heads Meeting.
Grievance Redressal
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Performance Appraisal Guidelines
Individuals Performance Objectives
Divisions Performance ObjectivesAnnual Business Plan
Progress against documented Performance Objectives
Personal Development Plan
Individual career objectives
Performance Improvement Plan
Competency Development Plan
Career Development opportunities available to the individual
PADR
Compensation Revision
Promotions
Performance Management
Performance Management
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Annual Business Plan
Rolling Quarterly Recruitment Plan
Recruitment Coordinator recruits based on Rolling Quarterly Recruitment Plan
Succession Plan by Head HR
Annual Strategic Workforce Plan
Staffing requirement for support functions on annual basis through EWP
system by HR Manager
Division Heads in consultation with Marketing Head project requirements on monthly basis
Recruitment as per Staffing Manual
Orientation Skill Set Updating
Release of manpower on completion of project or under any other circumstances.
Knowledge & Skills Analysis
Allocation
Recruitment
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Work Environment
EWPAnnual Business Plan Laws and regulations.
Resources at Organization Level
Project Specific Resources
Employee Hand Book Code of conductWorking hours and holidaysOther benefits & facilities
Employee Grievance
Issue Tracking System
Admin Dept.
Routine Type – Attended within 6 hours.
Needs Investment – Purchase procedure followed
Work Environment
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