PENGEMBANGAN KOMPETENSI APARATUR SIPIL NEGARA DENGAN PENDEKATAN PEOPLE CAPABILITY MATURITY MODEL

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

Requisites and Provocations for Admissions in B Schools

In Stanford University's Graduate School of Business, the most selective B-school in the U.S., 94 of every 100 applicants will be turned down. Harvard Business School will rebuff 9 out of every 10 applicants. Although increasingly becoming the “Mecca of the young,” global professional, let's just say that business school is not everyone's cup of tea. Admission committees are meeting huge challenges to make hard and often painful choices for jittery candidates. MBA/PGDM admissions are more art than science. It is a methodology that gives more weight to the ability of an institute to add value, rather than merely perpetuate the brand myth. More importantly, B-schools are incorporating processes and systems that have become the norm in various industries. For example, Alliance Business School, Bangalore, has embarked on an ambitious plan to implement PCMM (people capability maturity model), used in the software industry. Under this, all processes—from admissions to career mapping to interfacing with stakeholders—have been identified and key metrics have been developed and implemented.

Aim-P: Um arcabouço de apoio a implantação de práticas de melhorias de pessoas em organizações de software

As organizações estão participando de um novo paradigma econômico que estabelece novas necessidades. Esse novo paradigma vem pressionando as organizações em direção à modernização na forma de gerir pessoas. Nesse contexto foi proposto o P-CMM (People Capability Maturity Model), um modelo capaz de guiar as organizações em direção à gestão e ao desenvolvimento de pessoas. Este artigo apresenta o arcabouço Aim-P que visa apoiar a implantação do P-CMM de maneira gradual e incremental em micro, pequenas e médias organizações de software; fornecendo mecanismos e diretrizes para isso. Para observar o uso do arcabouço proposto está sendo conduzido um estudo de caso em uma organização real.

Application of People Capability Maturity Model in I.T Industry

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.

Using People-CMM for Diminishing Resistance to ITIL

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.