Creating Organizational Capabilities to Improve the Quality of Management AND the Management of Quality with the People CMM~R

摘要

In today's globalized business playground and knowledge-based economy, organizations of all kinds have to cope and successfully deal with a continuous flow of change and innovation in order to stay competitive. In this context, while quality of products and services continue to be among the most demanded expectations, customers and various stakeholders (society, employees, etc.) are increasingly making decisions based on evaluating organizations' capabilities well beyond the 'raw' quality of their activities. This is where an organization's intangible assets and human capital can play a significant role in improving the way quality is managed, especially by creating a management capability that can transform organizational culture. Organizations that address these challenges with a systemic/holistic approach are better equipped for aligning their management, quality assurance, human resources and continuous improvement activities with current and future business expectations and needs. In this paper we share world class best practices, including an overview of the People CMM~R, as well as lessons-learned and experiences for creating human capital and transforming organizational culture in a quest for superior business performance through innovation and quality. Some foundational concepts and principles of knowledge management, organizational culture and maturity are explored by including due-references and mentions to their originators, such as Peter Drucker - known as one of the fathers of modern management - for his pioneer research and publications to recognize the importance of knowledge and its productivity as a competitive critical factor for organizations; as well as quality management influences and principles from Crosby, Deming and other colleagues. Critical factors and considerations are presented about the organizational context that must exist in order to have superior quality and professionalism as distinctive attributes of the organization. And it is precisely in this context, where Carnegie Mellon - SEI's People Capability Maturity Model (People CMM~R) provides a great body of knowledge both as framework for human capital management and as a sound roadmap for the development and continuous improvement of the quality of management! People CMM~R is presented as a model for implementing 'best in class' workforce management practices that continuously improve the capability of an organization's workforce. The main process areas of People CMM~R addressing current global workforce challenges such as talent management, sustained innovation, global standards and professional communities are discussed considering their impacts in the current global quality arena. Some practices that deal and can debunk established myths and 'syndromes' of Quality Management are presented. In exploring how superior quality management go hand-by-hand with organizational effectiveness and workforce competencies, we will discuss some experience-based reflections of the "reason d'etre" of the People CMM maturity levels and process areas organizations. We will therefore explore issues around the synergies and needs for certain Communication and Coordination, Training and Development, as well as Performance Management "foundational" activities found in People CMM's Maturity Level 2 "Managed" for establishing a management culture. To provide insights on how People CMM (and other SEI CMMI models) facilitates organizational change management we will discuss the institutionalization goals and practices of the model, including the role and importance of measurement and analysis. We explore how other professional disciplines (ex. Marketing, Software engineering, etc.) can incorporate quality and professionalism as part of their know-how with People CMM level 3 Defined, process areas such as Competency Analysis and Competency Development. To conclude a few final considerations and observations will be put forward including some of the reasons why int