Culture can be seen as the one (group of) people are described. They organize activities due to specific business requirements. They found solutions to some problems arising in this environment.
Some organizational units are closer to the business of others, and often much less concerned with cultural issues.
Information technology is often used in companies allow (finance, health, etc.) for more complex tasks. But the developmentICT systems is an activity that is separate from the company itself. There is a direct client to rotate and makes development more complex. Knowledge intensity is another factor of complexity.
To support this process of development of ICT, People-CMM can be useful.
The main objective is to improve the efficiency of the workforce. Capacity is a measure of knowledge, skills and conduct business, acquired through experience or training /Education (1)
Furthermore, based on some principles, for example, that the person responsible for the operational leadership and capable people the "capacity" is linked to business performance. Some of these principles are the theory of Jeffry pepper. Lead to a series of practices that can be seen as an integral part of Total Quality Management (TQM). But the failure to implement because of the lack of structure, the whole administration.
The first (process) maturity frameworkDeveloped by IBM, which has always been a big player in the software industry and is still within the range of modeling software from a company called rational fact.
The maturity framework builds an environment in practice and best practices for managing them in groups, thus enhancing the knowledge and skills to take on these groups can be replaced.
This framework has developed in the family: CMM to create software applications. And the people-CMM has been subtractedthat used in a similar manner as the Software CMM. The common element between the two is: knowledge.
Since the change in the software industry knowledge quickly, of crucial importance for many companies, and major requirements, the need to increase the skills critical to the future performance of the sector must be.
What is it exactly?
The People-CMM is a model of organizational change. It supports the change that is needed to increase the capacity of the workforce.
And ... Hardly changeoccurs without a change of culture:
"The CMM offers a unique approach to organizational development that this practice leads in stages (levels of maturity) to create a series of changes in corporate culture." (1)
...
"Although many of the standards process can change the culture of an organization is only a roadmap for implementation. The result, organizations often do not realize the actual standards because they tried to implement too much too quicklyand do not practice the initial right institution. "(1)
For example, the level "1 - initial"
As low maturity organizations rarely the responsibility of managers, inconsistencies can be expected. Consequently, how people are treated largely depends on the orientation staff, experience, and the single "social skills" from their leading managers, supervisors or team.
In the second "level" of maturity, the focus is on unity: "What must be done toUnits. "The idea is that you can not manage dependencies with other partners or the management of their own organization (department, unit) is not organized.
At level 5 there is a complete integration of the activities, practices, and ultimately the organization. Example Step 5:
At maturity level 5, individuals are encouraged to constantly improve their own work processes, making the analysis of their work and decisions necessary process improvements. Similarly, working groups will be togetherThe people, the processes of each individual work. To improve the ability of the working group should be integrated in the process of personal work in an efficient operating mode for the working group.
Culture is the behavior. And each level of maturity, behavioral characteristics, such as Level 1 (initial): Inconsistent handling:
Inconsistency in the implementation of practices that shift responsibilities, practices, rituals, and emotionally detached workforce.
Tothe second level of the first problems are solved, new look. The situation is now "managed" and focus on the activities of "Introduction to basic skills."
The most common problems include: work overload, environmental distractions, lack clear goals or feedback performance of relevant knowledge or skills, poor communication, low morale (1).
Defined at each level are process areas that meet a series of targets - when executed - leading to a contribution higherSkills. For example, for Level 2 processes: the personnel, compensation, performance management, etc. ..
At the third level, there is little synergy between the units that have their own practice.
To get around this is a necessary step to link the organization's key competencies (Prahalad and Hamel) with the workforce. Include this level of process areas: Participatory Culture. This is achieved by providing the missing link between organizational units andPerformance with its performance.
Step 4 is that as a "predictable" skills and is now managed at level 5, the organization in a position marked by continuous improvement practices to changing business needs. Label: tuning.
There are many advantages to using this approach - the management of both the organization and culture. It is a systematic, focused on the whole, and leads the development of human resources ...
Some of the disadvantagesare:
The system must be established before it can be used. (With) the system can become a destination in itself, but as a means to enhance and support the organization. What happens if the situation does not fit?
Then, organizations must be aware of when to use it. Professional organizations and mission-critical, it is often the example. But when it is of crucial importance. And how to change the system itself, if it is not the environment is no longer? The system is suitable for organizations that faceGrowth and decreasing in size?
And do not forget to consider how this system fits into existing systems in the organization?
HJB
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