tag:blogger.com,1999:blog-10426021481558558352024-03-12T17:46:40.108-07:00P-CMMprohrdhttp://www.blogger.com/profile/03772786863650208873noreply@blogger.comBlogger2125tag:blogger.com,1999:blog-1042602148155855835.post-51079520257107717922009-04-02T13:22:00.000-07:002009-04-02T13:24:03.761-07:00Organizational Performance AlignmentPurpose:<br /> The purpose of Organizational Performance Alignment is to enhance<br />the alignment of performance results across individuals, workgroups,<br />and units with organizational performance and business objectives.<br /><br />Description:<br /><br />Goals<br />Goal 1 The alignment of performance among individuals, workgroups, units,<br />and the organization is continuously improved.<br />Goal 2 The impact of workforce practices and activities on aligning<br />individual, workgroup, unit, and organizational performance is<br />continuously improved.<br />Goal 3 Organizational Performance Alignment practices are institutionalized<br />to ensure they are performed as defined organizational processes.<br /> Organizational Performance Alignment builds on the analyses of<br />competency-based processes initiated in the Quantitative Performance<br />Management and Organizational Capability Management process areas.<br />Where those analyses focused narrowly on process performance, analyses<br />of performance alignment expand this focus to evaluate how the various<br />components of performance fit together across workgroups, units, and the<br />entire organization. Practices within this process area knit together a<br />complete picture of performance within the organization and how the<br />integration of its various business activities are affected by workforce<br />practices and activities. These analyses allow management to integrate the<br />entire enterprise and use workforce activities strategically to achieve<br />organizational business objectives.<br />Workgroups improve the alignment of performance among their members.<br />Units improve performance alignment among the individuals and units<br />that compose it. Organizations improve performance alignment among<br />their units with organizational business objectives. The organization<br />evaluates the impact of its workforce practices and activities on<br />performance alignment and manages these impacts quantitatively.prohrdhttp://www.blogger.com/profile/03772786863650208873noreply@blogger.com0tag:blogger.com,1999:blog-1042602148155855835.post-9939816025614467042009-04-02T13:16:00.000-07:002009-04-02T13:21:04.462-07:00Overview of the People CMM<div align="justify"><br />organization adopt best practices in a targeted domain. The CMM for Software targeted software<br />engineering processes, while the People CMM targets workforce management processes.<br />Second, processes in the targeted domain are continuously improved to become more effective<br />and predictable using Total Quality Management concepts pioneered by Deming, Juran, Crosby,<br />and others. Third, the CMM constitutes a unique approach to organizational development that<br />introduces these practices in stages (maturity levels) to create a succession of changes in the<br />organization’s culture.<br />Changing an organization’s culture through staged improvements to its operating processes is a<br />unique approach to organizational development. These cultural changes provide much of the<br />CMM’s power for implementing lasting improvements and distinguish it from other quality and<br />process improvement standards. Although many process standards can transform an<br />organization’s culture, few include a roadmap for implementation. Consequently, organizations<br />often fail to implement the standard effectively because they attempt to implement too much too<br />soon and do not lay the right initial foundation of practices.<br />The culture of an organization is reflected in the shared values and resulting patterns of behavior<br />that characterize interactions among its members. Successful improvement programs guided by<br />the People CMM change the fundamental attributes of its culture—its practices and behaviors.<br />As an organization adopts the practices that satisfy the goals of the People CMM’s process areas,<br />it establishes the shared patterns of behavior that underlie a culture of professionalism dedicated<br />to continuous improvement. Not surprisingly, most organizations report dramatic cultural<br />changes as they progress through the People CMM’s maturity levels.</div>prohrdhttp://www.blogger.com/profile/03772786863650208873noreply@blogger.com0