05 The Optimizing Level - Maturity Level 5.pdf

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1、PeopleCapability Maturity ModelThe Optimizing Level Maturity Level 5Process Areas at the Optimizing Level focus on continually improving theorganizations capability and workforce practices.Individuals continuallyimprove the personal work processes they use in performing competency-based processes.Wo

2、rkgroups continuously improve their operatingprocesses through improved integration of the personal work processes oftheir members.The organization evaluates and improves the alignment ofperformance among its individuals,workgroups,and units both with eachother and with the organizations business ob

3、jectives.The organizationcontinually evaluates opportunities for improving its workforce practicesthrough incremental adjustments or by adopting innovative workforcepractices and technologies.The process areas at Maturity Level 5 include:Process areas Continuous Capability Improvement551Organization

4、al Performance Alignment583Continuous Workforce Innovation603550Continuous CapabilityImprovementA process area at Maturity Level 5:OptimizingPeople Capability Maturity Model Version 2Copyright 2001 by Carnegie Mellon University551PurposeThe purpose of Continuous Capability Improvement is to provide

5、afoundation for individuals and workgroups to continuously improvetheir capability for performing competency-based processes.DescriptionContinuous Capability Improvement involves enterprise-wide support forindividuals and workgroups as they focus on improving their capability inthe performance of co

6、mpetency-based processes.The organizationestablishes a voluntary framework for continuously improving personalwork processes and workgroup operating processes.Within eachcompetency community,actions are taken to continually improve thecapability and performance of competency-based processes.Individu

7、als focus on the capability of their personal methods forperforming competency-based processes.Individuals analyze thecapability of their personal work processes,identify opportunities forimprovement,and establish measurable improvement objectives.Individuals engage in learning activities to continu

8、ously improve thecapability and performance of their personal work processes.Workgroups focus on improving the capability and performance of theiroperating processes by continuously improving the integration of thepersonal work processes performed by workgroup members.Workgroupsanalyze the capabilit

9、y of their operating processes to identify opportunitiesfor improvement.Workgroups set measurable objectives for improvementand continuously improve their capability and performance.Theorganization adjusts the application of workforce practices to supportcontinuous competency improvement.Continuous

10、Capability ImprovementLevel 5:Optimizing552 People Capability Maturity Model Version 2Within competency communities,recommendations from improvementsin personal work processes or workgroup operating processes are reviewedto determine if they should be incorporated into defined competency-basedproces

11、ses.Capability objectives are established for competency-basedprocesses based on the organizations business objectives.Improvementobjectives are established for competency-based processes whosecapability is insufficient to achieve these capability objectives.Withinsome competency communities,respons

12、ible individuals identifyopportunities for improving competency-based processes and evaluatepotential improvements.Improvements that demonstrate their value areincorporated into competency-based processes and made available for use.The organizations workforce practices are adjusted to support contin

13、ualimprovement at all levels of the organization.GoalsGoal 1The organization establishes and maintains mechanisms forsupporting continuous improvement of its competency-basedprocesses.Goal 2Individuals continuously improve the capability of their personalwork processes.Goal 3Workgroups continuously

14、improve the capability of theirworkgroups operating processes.Goal 4The capabilities of competency-based processes are continuouslyimproved.Goal 5Continuous Capability Improvement practices are institutionalized toensure they are performed as defined organizational processes.Level 5:OptimizingContin

15、uous Capability ImprovementPeople Capability Maturity Model Version 2553Commitment to PerformCommitment 1The organization establishes and maintains a documented policy forcontinuously improving individual and workgroup capability.Issues typically addressed in the policy include:1.Continuous Capabili

16、ty Improvement activities serve the business objectivesand stated values of the organization.2.Individuals and workgroups are encouraged to continuously improve theircapability.3.Individuals and workgroups set measurable objectives for improving theircapability.4.Support is provided for assisting in

17、dividuals and workgroups in continuouslyimproving their capability.5.All individuals and workgroups are able to voluntarily participate incontinuously improving their capability.6.The organization proactively investigates improvements to competency-based processes and deploys those that prove most p

18、romising.7.Continuous Capability Improvement practices and activities comply withrelevant laws,regulations,and organizational policies.Continuous Capability ImprovementLevel 5:Optimizing554 People Capability Maturity Model Version 2Commitment 2An organizational role(s)is assigned responsibility for

19、coordinatingContinuous Capability Improvement activities across theorganization.Examples of individuals who might coordinate Continuous CapabilityImprovement activities across the organization include the following:Operational managers and executives Knowledge officers or managers Quality,efficiency

20、,or performance experts Human resources or other appropriate professionals Training or development groups Competency ownership groups Measurement or process improvement groupsAbility to PerformAbility 1Within each unit,an individual(s)is assigned responsibility andauthority for ensuring that members

21、 of the unit participate inContinuous Capability Improvement activities,as appropriate.Level 5:OptimizingContinuous Capability ImprovementPeople Capability Maturity Model Version 2555Ability 2Within selected workforce competencies,responsible individual(s)coordinate activities to improve its compete

22、ncy-based processes.Refer to Ability 1 in the Competency Analysis process area and Ability 2in the Competency-Based Assets process area for information regardingthose who are involved in maintaining and improving competency-basedprocesses and competency-based assets.Examples of individuals who might

23、 coordinate Continuous CapabilityImprovement activities within a workforce competency include thefollowing:Competency ownership group,or an organizational competency definition or competency management group,for the workforce competency Knowledge officers or managers Human resources or other appropr

24、iate professionals Training or development groups Committee of representatives from ownership teams for each workforce competency Measurement or process improvement groupsAbility 3Adequate resources are provided for continuously improvingindividual and workgroup capabilities.1.Experienced individual

25、s who have expertise in capability improvement areavailable for coaching individuals and workgroups.Examples of individuals with appropriate expertise include the following:Subject matter experts Process improvement professionals Measurement experts Mentors CoachesContinuous Capability ImprovementLe

26、vel 5:Optimizing556 People Capability Maturity Model Version 22.Resources for supporting Continuous Capability Improvement activities aremade available.Examples of resources to support Continuous Capability Improvementactivities include the following:Data collection tools Statistical analysis packag

27、es Tools to support representation and analyses of workflow and processes Databases and other repositories Intranet and other means of electronic access Knowledge management tools Reporting and communication tools3.The organizations strategic workforce plan allocates a recommendedamount of time for

28、individuals to participate in continuous capabilityimprovement activities.4.Each units workforce planning allocates a portion of each individuals timefor participation in continuous capability improvement activities.Ability 4Mentoring support is offered to improve the capability andperformance of in

29、dividuals and workgroups.In the context of Continuous Capability Improvement,mentoring isproviding primarily in the form of detailed coaching in the knowledge,skills,and process abilities involved in the personal and workgroupprocesses undergoing improvement.Although some authors distinguishbetween

30、mentoring and coaching,the People CMM treats coaching as aspecial form of mentoring that focuses on detailed expertise in theknowledge,skills,or process abilities of one or more workforcecompetencies.The use of mentors in Continuous Capability Improvementimplies using an experienced individual(s)wit

31、h expert capability in thecompetency-based processes on which these personal and workgroupprocesses are based.Refer to the Mentoring process area for informationregarding selecting and preparing mentors and for information regardingestablishing and maintaining a mentoring relationship.Level 5:Optimi

32、zingContinuous Capability ImprovementPeople Capability Maturity Model Version 25571.Improvement opportunities are evaluated to determine whether they justifythe investment in mentoring.Mentors providing detailed coaching are made available in situationswhere performance improvements are expected to

33、contribute moststrongly to achieving unit or organizational performance objectives.Examples of factors to be considered in evaluating the benefits ofproviding a mentor include the following:The impact of the processes being coached on meeting unit or organizational performance objectives The margina

34、l improvement in work performance to be achieved through coaching The number of individuals and workgroups affected The rate at which capability can be increased The opportunity to transfer unique knowledge,skill,or process abilities The ability to increase unit and organizational capability or perf

35、ormance2.Opportunities to provide detailed coaching are prioritized based on factorssuch as the following:value to unit or organizational performance objectives,the number of people available qualified to provide detailed coaching,the balance between performing work and coaching,andthe value of rais

36、ing staff capability in targeted areas.3.Mentoring relationships are established in those situations where theenhancement in performance will justify the investment in coaching support.Refer to Practices 4,5,6,and 7 of the Mentoring process area forinformation regarding selecting and assigning mento

37、rs and establishingand maintaining a mentoring relationship.Continuous Capability ImprovementLevel 5:Optimizing558 People Capability Maturity Model Version 2Ability 5Individuals and workgroups develop the knowledge,skills,andprocess abilities needed to perform their responsibilities in applyingtechn

38、iques for continuously improving their capabilities.Examples of learning opportunities to support Continuous CapabilityImprovement include the following:Measurement and analysis of personal work processes and performance Measurement and analysis of workgroup processes and performance Process enginee

39、ring techniques Advanced knowledge,skills,or process abilities underlying relevant competencies Statistical analysis Change managementAbility 6The practices and procedures for performing ContinuousCompetency Improvement are defined and documented.1.Practices and procedures are defined and documented

40、 at the organizationalor unit levels,as appropriate.2.Guidelines for tailoring the practices and procedures for use in differentcircumstances are documented and made available,as necessary.3.The individual(s)assigned responsibility for coordinating ContinuousCompetency Improvement activities across

41、the organization ensures thatdefined practices and procedures are:maintained under version control,disseminated through appropriate media,interpreted appropriately for different situations,andupdated through orderly methods.4.Experiences,lessons learned,measurement results,and improvementinformation

42、 derived from planning and performing Continuous CapabilityImprovement practices are captured to support the future use andimprovement of the organizations practices.Level 5:OptimizingContinuous Capability ImprovementPeople Capability Maturity Model Version 2559Practices PerformedPractice 1Individua

43、ls and workgroups are empowered to continuously improvetheir capability for performing competency-based processes.1.Support for continuous capability improvement is communicated throughoutthe organization.2.Practices and activities for supporting continuous capability improvementare included in the

44、organizations strategic workforce plan.3.Units include support for continuous capability improvement in planningtheir workforce activities.4.Participation in continuous capability improvement is voluntary.5.Where appropriate,activities for continuous capability improvement aresupported in the person

45、al development plans of those participating inimprovement activities.Practice 2Individuals characterize the capability and performance of theirpersonal work processes.1.Competency-based processes provide a framework for describing personalwork processes.Competency-based processes are typically defin

46、ed at a level ofabstraction higher than the elementary tasks performed by individualswhen participating in these processes.In many cases,competency-basedprocesses are defined only to the level of the interactions among peoplerequired to accomplish a business activity.Individuals may differsubstantia

47、lly in how they perform the elementary tasks that constitute acomponent of a competency-based process.For instance,salespeoplemay use different techniques in closing a sale or designers may performtheir activities in different orders based on their preferred designphilosophy,experience,or area of gr

48、eatest knowledge.Continuous Capability ImprovementLevel 5:Optimizing560 People Capability Maturity Model Version 2Personal work processes refer to how single individuals perform theelementary tasks constituting the competency-based processes involvedin their work.The purpose of this practice is for

49、individuals to characterize thesepersonal work processes at a more detailed level than provided in thedefinitions of the competency-based processes included in theorganizations set of standard processes.Refer to the CompetencyAnalysis,Workgroup Development,and Competency Integration processareas for

50、 information regarding defining competency-based andworkgroup processes.2.Individuals analyze their work activities and describe how they uniquelyperform the competency-based processes involved.Examples of process descriptions include the following:Textual listings of work activities Flowcharts or o