PCMM

Topics: Capability Maturity Model, Management, Strategic management Pages: 12 (3348 words) Published: October 14, 2013


Author:
Mrs. Geetanjali P . B.E(I&PE),MBA(HR&Marketing)
Research Scholar
E-mail address –mba.geetanjali@gmail.com
Co-Author:
Dr Aparna K Rao
Principal
The Oxford College of Business Management

Introduction
Globalization in the business scenario is driving companies towards a new view of quality of the human resource as a necessary tool to compete successfully in worldwide markets. A direct outcome of this new emphasis is the philosophy of quality management in HR i.e PCMM® In essence, as a source of guidelines for improving the capability and readiness of an organization's workforce in the context of today’s competitive and Quality driven competition Making quality improvements was once thought to be the sole responsibility of specialists (quality engineers, product designers, and process engineers). Today, developing quality across the entire firm can be an important function of the human resource management (HRM) department.

HRD professionals have a plethora of practices to choose from and apply in their organization. For examples psychometric testing, robust performance management systems based on key result areas and balanced scorecards, 360 multi-rater feedback system, assessment and development centers, competency mapping and profiling, mentoring, change management frameworks based on diagnosis of HR practices, culture audits etc. All these are performed to ensure organization is able to attract, retain, develop and motivate talent in the organization and in the process as Dave Ulrich has defined” HR function plays the roles of administrative assistant, employee champion, change agent and a strategic business partner. In order to aid the HR function apply these practices a staged manner in the organization and continuously transform the practices being performed in a growing and knowledge based industry such as Information Technology,” the Software Engineering Institute of Carnegie Mellon University has developed the People- Capability Maturity Model. It is a process maturity framework and guides the human resource program of the organization through various progressive levels inculcating a culture of professional excellence and increasing alignment with organization's business objectives, performance and changing needs. This method is a diagnostic tool that supports, enables, and encourages an organization’s commitment to improving its ability to attract, develop, motivate, organize, and retain the talent needed to steadily improve its organizational capability. The method helps an organization gain insight into its workforce capability by identifying strengths and weaknesses of its current practices related to the People CMM. The method focuses on identifying improvements that are most beneficial, given an organization’s business goals and current maturity level. History of PCMM

P-CMM or People CMM is a workforce focused compatibility maturity model developed by the SEI. The institute, funded by the US Department of Defense has to its credit another compatibility maturity model that is targeted at software engineering. People CMM was introduced in 1995 to bring in a focus to workforce process efficiencies and productivity. The main aim of P-CMM is to enhance organization capabilities and effectiveness in human resource activities of software organizations to attract, develop, motivate, organize, and retain the talent needed to continuously improve software development capability. Many organizations know that they should address people/cultural issues as part of their improvement activities but they do not know how to go about it. It was also widely believed (by SEI and other organizations) that the earlier CMM did not pay enough attention to people and their role in increasing organization effectiveness. The software CMM laid down processes in software engineering activities and sidelined workforce activities... To tackle the...


References: 1. Rothman 01 Rothman, J. .Crisis? What Crisis? A Contrarian Perspective.. Cutter IT Journal: The Journal of Information Technology Management 14, 6 (2001):19-25.
2. Prahalad 02 Prahalad, C. K. & Hamel, G. (1990). .The Core Competence of the Corporation.. Harvard Business Review 68, 3 (1990): 79- 91.
3. The P-CMM, 2005: Bill Curtis, W.E. Hefley and SA Miller, 2005
4. www.qaiglobal.com/downloads/HCL_PCMM_case_study.pdf
5. Software engineering institute, www.sei.cmu.edu/visted on september 10,2009
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