Capability Maturity Model: High Performance Teams

1. Capability Maturity Model:High Performance Teams Team1: Matt GanisJonathan HillChina PankeyHenry WongAnne Mannette-Wright

2. Introduction In his book “Creating High Performance Development Teams” Frank Ginac defines a high performing organization as one that meets or exceeds all of the objectives for a software development project. It is NOT sufficient to meet or exceed some of the objectives. To be a high performer, one must view a software development project as a contest that must be won

3. Studies • Developing Superior Project Teams: A Study of the Characteristics of High Performance in Project Teams: • relates the findings of a NASA study done by NASA’s Academy of Program and Project Leadership (APPL) to explore relationships between team development and project performance. • Factors affecting successful implementation of high performance teams • Faced with reduced profit margins and ever-increasing demands from customers Lynx needed to develop a high performing organization to deliver product quicker and in smaller batches.

4. Attributes of a High Performance Team • Team Focus • Members of the team have the ability to see beyond “nice to haves” and real project requirements. They focus on what constitutes project success • Communication • All team members are committed to open and honest communication • Empowerment • Team members believe they can influence any part of the project

5. Attributes of a High Performance Team • Competence • All team members have the needed knowledge and skill to perform the technical task. They also posses a willingness/motivation to perform and the ability to leverage their personal competency into the project • Interdependence • Members rely on the technical competence of other team members. They understand how their work affects the work product of others on the team • Cohesion • Team members are intensely loyal to the team as well as their team members. There is a strong sense of community that is pervasive in their lives, both inside and outside of the workplace.

6. Attributes of a High Performance Team • Commitment • Refusal to fail. Team members put the project first – making personal sacrifices for the team’s success • Diversity • Teams are diverse in their composition (gender, culture, age, etc). The members represent a broad range of experience and competency. • Structure • There are clear lines of job responsibility on the team, but the work within the project is “owned” by the team. Members have the freedom (and comfort) to work with any other team member to solve problems • Recognition • There is a large degree of recognition in the team for the member’s success. Team members recognize the achievement of other members.

7. Our CMM for HPT • We provide a framework that represents the key components that guide an organization in the cultivation of an environment that is conducive to supporting a high performance team. • We define an evolutionary path that improves the organizations overall process that starts out in an ad hoc state, transforms into an immature process, and then finally becomes a well-defined, disciplined, and mature process.

8. CMM-HPT model

9. CMM Level 1

11. Staffing Performance Mgt •Performance problems are addressed •Performance objectives are documented and reviewed on a regular basis •Performance processes are documented and institutionalized •Organization assesses staffing needs based on commitments made and current workloads •Recruit candidates for open positions •Individuals are transitioned into assignments •Staffing processes are documented and institutionalized CMM Level 2: Repeatable - Goals

12. Communication/Coordination Training/Development •Individuals receive the required level of training to perform their job. •A development plan is put in place for each employee. •Training and development processes are documented and institutionalized •Information is shared across the organization •Employees coordinate activities to get their work done. •Communication and Coordination processes are documented and institutionalized CMM Level 2: Repeatable - Goals

13. Compensation •Individuals are provided with compensation that matches their skills and responsibilities in the organization. •Changes to compensation are made based on defined strategies. •Compensation processes are documented and institutionalized CMM Level 2: Repeatable - Goals

15. Interpersonal Skills Problem Solving and Planning •Individuals receive training in problem solving methods, project management and basic quality control techniques. •Individuals are given opportunities to practice and develop their problem solving and project management skills • •Individuals receive training in dealing with conflict, communications skills and effective decision making • •Individuals are placed in work assignments that enable them to practice and further develop their interpersonal skills. CMM Level 3: Defined - Goals

16. Competency Development •training in technical areas that pertain to development (coding, testing, quality assurance, data base administration and project management. •opportunity to develop technical and project management skills. •Compensation and reward strategies to encourage development of core competencies. CMM Level 3: Defined - Goals

18. Mentoring Quantitative Performance Management •Measurable objectives are established that can be used to measure team performance. •Performance of teams is measured against defined objectives. •Mentoring programs are established to mentor teams. •Mentors provide guidance and support to teams. CMM Level 4: Controlled - Goals

19. Competency Integration Participatory Culture •Information is freely disseminated throughout the team. •Participatory decision making is established and practiced by teams. •Use of the Myers-Briggs Type Indicator (MBTI) to develop an understanding of team member’s personality differences and further establish trust and openness. •Processes such as postmortems and retrospectives are developed to capture knowledge and experience gained from team development efforts. •Dissemination practices are developed to ensure that the information gained many different development groups is disseminated and shared amongst the teams. CMM Level 4: Controlled - Goals

20. Reward (team based) Empowered Work Environment •Empowered teams are responsible for designing and executing their own work processes. •Required physical environment and resources are made available to the team to support their work processes. •Reward and recognitions programs are developed and communicated that recognize teams and their achievements. •Reward and recognitions programs are executed that recognize teams and their achievements. These programs include adjustment to compensation based on defined reward and recognition criteria. CMM Level 4: Controlled - Goals

22. Future considerations • Levels and KPA’s • What does it take to reach level 4 and level 5? Are they merely theoretical constructs that serve as unattainable goals to aim for, or are they reachable peaks where high functioning software development teams can succeed consistently? • Evolution • Where is the CMM/CMMI methodology in comparison to other, like software assessment methods (i.e. Bootstrap, SPICE)?

23. Future Research (cont) • Staff turnover • Can an effective CMM model lead to less staff turnover and less knowledge drain from the team? • Cost-Benefit Models • Is CMM an effective tool for modeling development costs and personnel costs such as training and development?

24. Thank you…..

26. Performance Management •Performance problems are addressed •Performance objectives are documented and reviewed on a regular basis •Performance processes are documented and institutionalized

27. Communications and Coordination •Information is shared across the organization •Employees coordinate activities to get their work done •Communication and Coordination processes are documented and institutionalized