scholarly journals PENGEMBANGAN KOMPETENSI APARATUR SIPIL NEGARA DENGAN PENDEKATAN PEOPLE CAPABILITY MATURITY MODEL

2021 ◽  
Vol 19 (1) ◽  
pp. 25-33
Author(s):  
Rosa Reska Riskiana ◽  
Jati Hiliamsyah Husen ◽  
Ejo Imandeka
Keyword(s):  
Process Improvement ◽  
Training And Development ◽  
Capability Maturity Model ◽  
Maturity Model ◽  
Competency Development ◽  
Capability Maturity ◽  
Competency Based ◽  
Appraisal Method ◽  
People Capability Maturity Model ◽  
Engineering Institute

Penelitian ini bertujuan untuk melakukan appraisal terhadap praktik pengembangan kompetensi di Kemenkumham RI saat ini dan memberikan rekomendasi perbaikannya berdasarkan pendekatan People Capability Maturity Model (P-CMM). Satu-satunya metode appraisal P-CMM yang diakui oleh Software Engineering Institute (SEI) adalah Standard CMMI Appraisal Method for Process Improvement (SCAMPI) with People CMM. Appraisal dilakukan pada 3 Process Area P-CMM yang dipilih berdasarkan kesesuaiannya dengan ruang lingkup penelitian, yaitu Training and Development, Competency Analysis, dan Competency Development. Dari hasil appraisal yang dilakukan pada 3 Process Area tersebut, terdapat total 17 praktik yang belum diimplementasikan dengan baik. Untuk memperbaiki ketiga Process Area tersebut, beberapa aktivitas direkomendasikan untuk diimplementasikan, yaitu mengidentifikasi pelatihan dan keahlian kritikal yang dibutuhkan untuk sebuah kompetensi, mengevaluasi alternatif pelatihan, mengadakan diskusi formal terkait pengembangan dengan setiap ASN secara periodik, memberikan kesempatan pengembangan berdasarkan hasil diskusi tersebut, melakukan pengukuran terhadap aktivitas pelatihan dan pengembangan, membuat dan mengevaluasi 3 dokumen penting (Workforce Competency, Competency-based process dan Competency information) secara periodik, membentuk unit baru khusus untuk mengelola kompetensi ASN, mengevaluasi aktivitas analisis kompetensi, dan mengaudit data definisi pengembangan kompetensi secara periodik untuk menyesuaikan dengan kebijakan organisasi. Kata Kunci: Competency Analysis, Competency Development, People Capability Maturity Model, Standard CMMI Appraisal Method for Process Improvement with People CMM, Training and Development

Benefits of CMM and CMMI-Based Software Process Improvement

2014 ◽  
pp. 1385-1400 ◽  
Author(s):  
Maged Abdullah ◽  
Rodina Ahmad ◽  
Lee Sai Peck ◽  
Zarinah Mohd Kasirun ◽  
Fahad Alshammari
Keyword(s):  
Process Improvement ◽  
Software Process ◽  
Software Process Improvement ◽  
Capability Maturity Model ◽  
Maturity Model ◽  
Software Products ◽  
Capability Maturity ◽  
Development Organizations ◽  
Prior Literature ◽  
Maintenance Activities

Software Process Improvement (SPI) has become the survival key of numerous software development organizations who want to deliver their products cheaper, faster, and better. A software process ultimately describes the way that organizations develop their software products and supporting services; meanwhile, SPI on the other hand, is the act of changing the software process and maintenance activities. This chapter purposefully describes the benefits of software process improvement. The Capability Maturity Model (CMM) and the Capability Maturity Model Integration (CMMI) are briefly surveyed and extensively discussed. Prior literature on the benefits and impacts of CMM and CMMI-based software process improvement is also highlighted.

Requirements Engineering Process Improvement and Related Models

2011 ◽  
pp. 18-33
Author(s):  
Badariah Solemon ◽  
Shamsul Sahibuddin ◽  
Abdul Azim Abd Ghani
Keyword(s):  
Requirements Engineering ◽  
Process Improvement ◽  
Process Model ◽  
Good Practice ◽  
Capability Maturity Model ◽  
Maturity Model ◽  
Engineering Process ◽  
Principal Characteristics ◽  
Capability Maturity ◽  
Requirements Engineering Process

Requirements Engineering (RE) is a key discipline in software development, and several standards and models are available to help assess and improve RE processes. However, different standards and models can also help achieve different improvement goals. Thus, organizations are challenged to select these standards and models to best suit their specific context and available resources. This chapter presents a review of selected RE-specific and generic process improvement models that are available in the public domain. The review aims to provide preliminary information that might be needed by organizations in selecting these models. The chapter begins with analyses of how RE maturity is addressed in the Capability Maturity Model Integration (CMMI) for Development. Then, it describes the principal characteristics of, and the assessment and improvement framework applied in four RE-specific process assessment and improvement models: the Requirements Engineering Good Practice Guide (REGPG), the Requirements Engineering Process Maturity(REPM), the Requirements Capability Maturity Model (R-CMM), and the Market-Driven Requirements Engineering Process Model (MDREPM). This chapter also examines the utility and lesson learned of these models.

Organizational Cognition in the Industrial Case Study

2010 ◽  
pp. 122-132
Author(s):  
Farley Simon Nobre ◽  
Andrew M. Tobias ◽  
David S. Walker
Keyword(s):  
Process Improvement ◽  
Capability Maturity Model ◽  
Maturity Model ◽  
Process Maturity ◽  
Industrial Case Study ◽  
Organizational Cognition ◽  
Capability Maturity ◽  
Organization Process ◽  
And Performance

This chapter is concerned with the implementation of The Capability Maturity Model in the organization of study. In this application, we define measures of organization process improvement and we propose correlations between them and organizational cognition. Among these measures are included organization process maturity, capability, and performance. Therefore, we define correlations between organizational cognition and organization process maturity, and also between organizational cognition and organization process capability and performance. From such correlations, we also define an association between organizational cognition and organizational learning. Hence, we outline new directions to the development of approaches to assess, to evaluate and to measure the degree of organizational cognition from appraisal methods of The Capability Maturity Model and of other organization process improvement models. Moreover, Chapter IX is complemented by Appendix I which summarizes concepts and characteristics about the five maturity levels of The Capability Maturity Model.

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