Tài liệu Chapter 2_Project management process improvement docx

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Overview of the Project Management

Maturity Model

2.1 The Software Engineering Institute Capability Maturity Model®

Beginning as early as 1986 the Software Engineering Institute (SEI), which is

affiliated with Carnegie Mellon University, began developing a process maturity

framework for software development [1]. With financial support from the

Department of Defense this early effort resulted in the publication of the Capa￾bility Maturity Model® (CMM®

) [2] in 1991.

This is a lengthy foundation chapter in which the detailed description of

the five-level maturity model is presented and applied to each of the 39

processes that define the project management body of knowledge (PMBOK).

These descriptions provide the content for the survey that will be used to meas￾ure process and practice maturity. Maturity assessment will be the basis for a

continuous improvement program for project management processes.

2.1.1 Purpose

The purpose of the CMM® is to provide organizations with a guide for estab￾lishing process improvement programs for software development. The guide can

be used both as a foundation for establishing tools and as input to creating a

maturity questionnaire for process improvement.

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2.1.2 Structure

The CMM® defines five levels of maturity: initial, repeatable, defined, managed,

and optimizing, which are briefly described below.

2.1.2.1 Initial

The process is ad hoc. There may be a few defined processes. Some software

engineers bring tools and templates they may have learned elsewhere but other￾wise successful software development is largely dependent upon heroic efforts.

2.1.2.2 Repeatable

Processes are established and put in place for use across software development

projects. Process use is recommended but not required. For some large or critical

mission projects the use of these standard processes is often required.

2.1.2.3 Defined

Processes are standardized and documented. There is a standard software devel￾opment process that all projects must use. Training and support are available

through a PSO.

2.1.2.4 Managed

Project progress against plan is monitored, reported, and controlled. Decisions

regarding software development projects are made with reference to organiza￾tional considerations. Project management decisions are integrated into other

business processes.

2.1.2.5 Optimizing

Project performance is fed back into the process itself to enable a continuous

quality improvement program. Best practices and lessons learned are input to

the improvement program.

2.1.3 Application

It turns out that the CMM® is quite robust and has application beyond software

engineering, for which it was originally developed. There are two areas of appli￾cation that it has spawned. They are the People Capability Maturity Model®

(P-CMM) and the Project Management Maturity Model (PMMM). They are

described below.

2.1.3.1 People Capability Maturity Model®

The P-CMM® is a five-level model patterned after the five levels of the CMM®

.

Except for level 1, each level is comprised of a number of process areas as listed

in Table 2.1 and described below.

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Staffing (2)

Level 2 staffing activities include the assignment of qualified individuals to tasks

based on the degree to which their skills align with the requirements of the task

to which they are being assigned. Obviously then there must be a formal selec￾tion process in place to assure a fair and equitable evaluation and assignment of

each individual. In addition to the initial assignment decision, the selection

process should also include procedures for moving people to new positions

within the same or different assignments.

Communication and Coordination (2)

The focus of this level 2 process is open and timely communications across

organizational units. This includes coordination of activities across units that are

dependent upon one another for the effective and efficient completion of these

activities.

Overview of the Project Management Maturity Model 21

Table 2.1

Levels of the People Capability Maturity Model®

Level 1 Initial No processes defined at this level

Level 2 Managed Staffing

Communication and coordination

Work environment

Performance management

Training and development

Compensation

Level 3 Defined Competency analysis

Workforce planning

Competency development

Career development

Competency-based practices

Workgroup development

Participatory culture

Level 4 Predictable Competency integration

Empowered workgroups

Competency-based assets

Quantitative performance management

Organizational capability management

Mentoring

Level 5 Optimizing Continuous capability improvement

Organizational performance alignment

Continuous workforce innovation

Work Environment (2)

This process includes both the provision of both the resources needed to com￾plete assigned tasks as well as the environment in which those tasks are under￾taken. The monitoring and provision of this environment is a management

responsibility.

Performance Management (2)

The focus of this level 2 process is the establishment of ways to measure

performance of the individual and the processes they use to do their work. The

ultimate management goal is the improvement of both forms of performance.

Training and Development (2)

This process involves providing the training needed to close any gaps that exist

between the skills possessed by the team members and the skills required of the

team members in order to meet their assigned responsibilities.

Compensation (2)

Compensation requires an organization-level strategy to assure fair and equita￾ble compensation for an individual’s contribution and value to the organiza￾tion. Having such a strategy in place gives some impetus to skill development

and better alignment of the individual to the needs of the team.

Competency Analysis (3)

This level 3 process identifies the knowledge, skills, and abilities needed to meet

expectations for the organization’s business activities. The process includes a

provision for measuring, storing, and maintaining the individual’s knowledge,

skills, and abilities so that the organization’s capabilities in each competency

area can be accurately assessed.

Workforce Planning (3)

Based on the above competency analysis and the demand for workforce skills to

meet the organization’s current and future needs, a plan is developed to meet

those needs. The plan assures that the required workforce skill profile will be

available when needed.

Competency Development (3)

Competency development flows from the previous two processes. Competency

analysis identifies the current skill and competency profile of the workforce.

Workforce planning defines the current and future skill and competency needs

of the workforce. Competency development is the planning of the training and

development needs and the execution of that plan.

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Career Development (3)

This process focuses on the development of individual plans to facilitate the

definition and achievement of career goals for each individual. The process

includes a monitoring capability as well. The plan identifies the career progres￾sion that will lead to the career goal and a method of updating that plan.

Competency-Based Practices (3)

This is an integrative process. It coordinates the output of the previous processes

at the managed level to assure that workforce activities support the attainment of

organizational goals.

Workgroup Development (3)

In the context of this book this process applies to team formation and deploy￾ment. Teams are formed based on the collective skills and competencies needed

to successfully meet the client’s requirements.

Participatory Culture (3)

This process forges the members into a high-performance team. Such team

activities as decision making and problem solving result from the creation of this

participatory culture.

Competency Integration (4)

This level 4 process integrates the processes that were defined at level 3. It recog￾nizes and establishes the interdependencies that exist between skills and compe￾tencies as evidenced within the work activities that utilize these competencies

and skills.

Empowered Workgroups (4)

This process involves delegating responsibility and authority of the workgroup

to carry out the tasks in their work activity. The workgroup becomes an entity

that management interfaces with through training and other management inter￾face activities. Empowered workgroups have total responsibility for the success

of their work activities. This includes recruiting, selection, performance moni￾toring and management, training, development, and compensation.

Competency-Based Assets (4)

This process focuses on sharing best practices among work groups. It encom￾passes not only the collection and storing of best practices but also mechanisms

for sharing those best practices. Best practices include templates, tools, and other

artifacts that are developed during the course of work activities that will have

value to other work groups.

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