Using People-CMM for Diminishing Resistance to ITIL

2012 ◽  
pp. 83-98
Author(s):  
Nelson Gama ◽  
Raúl Nunes da Silva ◽  
Miguel Mira da Silva
Keyword(s):  
Business Performance ◽  
Service Management ◽  
Research Work ◽  
Maturity Model ◽  
Organizational Resistance ◽  
Capability Maturity ◽  
The People ◽  
Organizational Maturity ◽  
People Capability Maturity Model ◽  
It Departments

Information Technology (IT) now plays a fundamental role in most organizations. This increased responsibility and consequent impact in business performance leads to a higher demand and tighter control on IT Departments. To respond to these requirements, IT Departments have been implementing Service Management frameworks, with ITIL currently being the most popular. However, many ITIL projects fail, and the most commonly documented cause is organizational resistance. The main goal of this research work is to test the hypothesis that using best practices described in the People Capability Maturity Model (People-CMM) framework for improving organizational maturity has impact on achieving a greater ITIL maturity as well. This hypothesis was evaluated in three real-world case studies, and based on the results; the conclusion reached was that the hypothesis cannot be rejected. However, more research is needed to prove a cause-effect relation between People-CMM and ITIL.

Using People-CMM for Diminishing Resistance to ITIL

2011 ◽  
Vol 2 (3) ◽  
pp. 29-43 ◽  
Author(s):  
Nelson Gama ◽  
Raúl Nunes da Silva ◽  
Miguel Mira da Silva
Keyword(s):  
Business Performance ◽  
Service Management ◽  
Research Work ◽  
Maturity Model ◽  
Organizational Resistance ◽  
Capability Maturity ◽  
The People ◽  
Organizational Maturity ◽  
People Capability Maturity Model ◽  
It Departments

Information Technology (IT) now plays a fundamental role in most organizations. This increased responsibility and consequent impact in business performance leads to a higher demand and tighter control on IT Departments. To respond to these requirements, IT Departments have been implementing Service Management frameworks, with ITIL currently being the most popular. However, many ITIL projects fail, and the most commonly documented cause is organizational resistance. The main goal of this research work is to test the hypothesis that using best practices described in the People Capability Maturity Model (People-CMM) framework for improving organizational maturity has impact on achieving a greater ITIL maturity as well. This hypothesis was evaluated in three real-world case studies, and based on the results; the conclusion reached was that the hypothesis cannot be rejected. However, more research is needed to prove a cause-effect relation between People-CMM and ITIL.

The People Capability Maturity Model

2008 ◽  
Vol 20 (1) ◽  
pp. 97-123 ◽  
Author(s):  
Mark R. Wademan ◽  
Charles M. Spuches ◽  
Philip L Doughty
Keyword(s):  
Capability Maturity Model ◽  
Maturity Model ◽  
Capability Maturity ◽  
The People ◽  
People Capability Maturity Model

Personnel Performance Management in IT eSourcing Environments

2011 ◽  
pp. 1615-1632
Author(s):  
Adrián Hernández-López ◽  
Ricardo Colomo-Palacios ◽  
Ángel García-Crespo ◽  
Fernando Paniagua Martín ◽  
Pedro Soto Acosta
Keyword(s):  
Human Capital ◽  
Performance Management ◽  
Maturity Model ◽  
Specific Level ◽  
New Model ◽  
Capability Maturity ◽  
The People ◽  
People Capability Maturity Model ◽  
And Control ◽  
Measurement And Control

Performance management is one of the vital areas within any organization since it permits the supervision, measurement and control of the activities of employees. In outsourcing environments, this kind of activities are even more crucial, since the distance between supplier and client increases the difficulties in carrying out the process. This circumstance requires an improved and more specific level of the management of performance of the new organizational activities brought about by the client-supplier paradigm. This paper proposes a model of improvement of performance management of the activities of clients and suppliers, governed by the eSCM (eSourcing Capability Model) through the use of the management of performance of human capital defined in the People-CMM (People Capability Maturity Model). The overall objective of the work is to develop the new model that manages, in the most efficient way possible, one of the most important assets of the organizations: human capital.

Personnel Performance Management in IT eSourcing Environments

2011 ◽  
pp. 202-219
Author(s):  
Adrián Hernández-López ◽  
Ricardo Colomo-Palacios ◽  
Ángel García-Crespo ◽  
Fernando Paniagua Martín ◽  
Pedro Soto Acosta
Keyword(s):  
Human Capital ◽  
Performance Management ◽  
Maturity Model ◽  
Specific Level ◽  
New Model ◽  
Capability Maturity ◽  
The People ◽  
People Capability Maturity Model ◽  
And Control ◽  
Measurement And Control

Performance management is one of the vital areas within any organization since it permits the supervision, measurement and control of the activities of employees. In outsourcing environments, this kind of activities are even more crucial, since the distance between supplier and client increases the difficulties in carrying out the process. This circumstance requires an improved and more specific level of the management of performance of the new organizational activities brought about by the client-supplier paradigm. This paper proposes a model of improvement of performance management of the activities of clients and suppliers, governed by the eSCM (eSourcing Capability Model) through the use of the management of performance of human capital defined in the People-CMM (People Capability Maturity Model). The overall objective of the work is to develop the new model that manages, in the most efficient way possible, one of the most important assets of the organizations: human capital.

Application of People Capability Maturity Model in I.T Industry

2014 ◽  
Vol 4 (1) ◽  
Author(s):  
Padma Tripathi
Keyword(s):  
Workforce Development ◽  
Maturity Model ◽  
It Industry ◽  
Microsoft Excel ◽  
Google Docs ◽  
Capability Maturity ◽  
Important Benefit ◽  
Managerial Positions ◽  
People Capability Maturity Model ◽  
Level 2

The present study was conducted to examine the implementation of PCMM in the Indian IT Industry by analyzing the perceptions of managers regarding the reasons for PCMM implementation, people related issues and benefits of PCMM. The objectives of the study were to gain a conceptual understanding of PCMM, to examine the methods and application of PCMM in IT industry and to gain an overview of the dissemination of PCMM on organizational field by focusing on the implementation of PCMM in organizations, and its impact on the effectiveness of people management and the overall business. Based on the findings of literature review a questionnaire was developed using Google Docs. Subjects of this study were managers belonging to middle and higher managerial positions of various IT companies with PCMM certification ranging from Level 2 to Level 5. The data collected was then analyzed using statistical tools like SPSS and Microsoft Excel. The survey brought out that the reasons for PCMM certification do not vary significantly across IT companies. The Level of PCMM to which an employee’s organization belonged had a significant impact on his/her perception of factors leading to success of IT projects. Reducing turnover was rated as the most prevalent issue followed by overcoming low morale and burnout, and identifying competencies. Integrating workforce development with process improvement was ranked as the most important benefit of PCMM implementation.

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