Team Management under CMMs

Many people may have misunderstandings about cmme:
The process of attaching importance to CMMS is less important to personnel management;
Cmme emphasizes process-based execution, while ignoring the initiative and creativity of personnel;
Processes are dead, documents are dead, but people are active, things are changing, and the execution of CMMs is not flexible;
This article will describe the requirements of CMMs for team management ".
A long time ago, a large software company in China passed the cm² certification (at that time, few companies passed the CMM evaluation in China). The media interviewed their members and they felt that they did not need to write documents before, many documents need to be written now. Until now, "writing documents" is still the biggest experience of many over-level enterprises. If sei knows it, it is definitely depressing!

QA (Quality Assurance) once asked me how to ensure that the data submitted by the project team is correct? Further further, in order to cope with the measurement, the original project team would "fake" together, and QA had no good plans to deal with it. I am wondering how to improve the process of such a team and atmosphere?

Are there any of these questions in your team?

There are some bad practices in the team. No one in the Team knows what the project is for. The Team has no unified code of conduct and work habits. It has been working for two or three years, the skills of team members do not grow much. If you encounter problems, you do not know who should make decisions or how to make decisions. Every time you sum up lessons, you should pay attention to communication, but communication problems continue to emerge.

Forgotten corners in CMMs

In cmmiv1.1, the IT (Integrated teaming) and OEI (organizational environment for Integration) Pa often omit unevaluated Pa. The industry generally believes that the two pa are only applicable to large enterprises and large teams, so the evaluation can save the province.

The it pa lists the requirements for team management, such as building a project vision and building a team. The Oei PA lists the requirements for team management at the organizational level, for example: establish decision-making bodies and formulate code of conduct at the organizational level. Cmmiv1.2, the two PA have been "gone", the two PA content has been integrated into IPM (integrated project management) and OPD, OPD (organization process definition, organizational process definition) the SG2 (specific Goal 2) and SG3 (specific Goal 3) of IPM are marked with "For ippd (integrated product and process development )".

Whether cmmiv1.1 or v1.2, in fact, CMMI has special content that puts forward requirements for team building. If enterprises really want to improve the process, they should study these two pa carefully.

In addition, the following GP (generic practice) of each PA is directly related to team management:

Gp2.4 assign responsibility

Gp2.5 train people

Gp2.7 identify and involve relevant stakeholders

Gp3.2 collect improvement information

The relationships between these requirements and general team management elements in CMMS are shown in table 1.

Team culture and code of conduct

Which correspond to the following in CMMS:

OPD sp2.2 establish rules and guidelines for integrated teams

Sp2.3 balance team and home organization responsibilities

What is corporate culture? Corporate culture is the sum of the values, codes of conduct, habits, work style, and habits of all employees of the company. So what determines a company's corporate culture? There are two aspects: one is the culture advocated by the company, and the other is the culture of every employee.

Enterprise culture may be one of the most popular words used in enterprise management so far. How can enterprise culture be implemented? The culture advocated by the company is always different from the overall level of every employee. How can we direct all employees to the Culture advocated by the company? Enterprises need to plan the enterprise's vision so that all employees can understand it. Enterprises need to formulate rules and guidelines to guide employees' behaviors so as to put the enterprise culture into practice.

CMMS does not specify the enterprise culture, behavior rules, and guidelines to be formulated, but we can imagine that, A good corporate culture should be open, honest, positive, and shared. It is hard to imagine a well-organized and well-maintained corporate culture. How can we promote team building, how can we promote project management. The more advanced the CMMS is, the better the enterprise culture is!

Therefore, if there are some ethos problems in your team, you need to further consider whether the entire company has such a ethos, is there a problem with the Culture advocated by the company? It is necessary to improve corporate culture through recruitment, dismissal, training, planning the company's vision, developing code of conduct, and formulating relevant systems.

Vision of the team

Which correspond to the following in CMMS:

IPM's sp3.1 establish the project's shared vision

The vision of the team is the goal of the team. The project's vision should be considered from several aspects: From the Perspective of customers, what do we want our final system to look like? From the company's development strategy, what do we expect the final system to look like and what value the final system will bring to the wealth database of the Organization? What do we expect from the development needs of the project team, what benefits does it bring to your own development.

The vision is jointly developed by the Team members. It balances various considerations and is the common goal of everyone. All members work for the same vision.

Are your team members exhausted all day without a sense of success? Consider developing a team vision.

Team decision-making mechanism

Which correspond to the following in CMMS:

OPD's sp2.1 establish empowerment mechanic ISMs

During the project process, many problems may occur at all levels, and decision-making may be required at all levels. A small decision is as small as whether a bug is modified, and a major decision is as big as whether a version is released. Different people may need to make different decisions using different methods. At the organization level, we should define the participants and standards of key decisions at various levels to ensure smooth operation of the entire team.

CMMS does not specify a decision-making mechanism. A good team decision-making mechanism should be a mechanism that fully mobilizes the participation of members, gives full play to everyone's creativity, and enables key figures to play a key role. If the decision-making mechanism is determined by a certain person, other Members will not be involved, and it is hard to imagine how powerful such a team can be.

Team composition and responsibilities

Which correspond to the following in CMMS:

IPM's sp3.2 establish the integrated team structure

Ip3.3 allocate requirements to integrated teams

Sp3.4 establish integrated teams

All Pa

Gp2.4 assign responsibility

Based on the characteristics of the project, we need to plan the corresponding team architecture, assign appropriate personnel to the corresponding roles, and plan the responsibilities of each role. Whether it is the six types of project team architecture with the same roles of MSF or the architecture led by common project managers, it is appropriate to achieve the vision of the team.

Similarly, cmme does not tell us how to plan the team composition and what roles should the team have. When there is a problem with your team, you can consider whether the team's architecture is not well defined, and the responsibilities of the teams are not well divided?

Communication Management

Which correspond to the following in CMMS:

OPD (organization process definition, organizational process definition)

Sp2.2 establish rules and guidelines for integrated teams

IPM (integrated project management, integrated project management)

Sp3.5 ensure collaboration among interfacing teams

All Pa

Gp2.7 identify and involve relevant stakeholders

Communication Management should be systematic. Organizations should define communication rules and guidelines to ensure orderly and effective communication. Our company defines in detail how to conduct internal communication and how to conduct external communication. Without rules and guidelines, it is nonsense to strengthen communication every day.

In addition, we can see that many areas of CMMs have descriptions about how to include relevant persons or groups. CMMS emphasizes inter-group coordination, in CMM, there is a dedicated kPa for inter-group coordination. "Pay attention to coordination" has also become one of the most common nonsense in our team management. Coordination also needs to be institutionalized. The following are the systematic coordination methods:

Develop a plan, consider stakeholder intervention, and ask the stakeholders to review the plan;

Involve stakeholders according to the plan;

When all work products are input by a person, they need to be reviewed by someone;

All major changes to the plan should be reviewed and reported to relevant stakeholders.

Do not just shout slogans and make some practical ways to make communication effective!

Knowledge Management

Which correspond to the following in CMMS:

All Pa

Gp2.5 train people

Gp3.2 collect improvement information

All content of OT (organizational training)

OPD (organization process definition, organizational process definition)

SG1 establish organizational process assets

Ensure that every member of the team has the skills required to complete their jobs. The gp2.5 of all Pa of CMMs is the same as that of MSF readiness management.

Knowledge management needs to be done at the organizational level. According to the development needs of the Organization, arrange system training and "Solidify" the knowledge through the fortune database. All teams can obtain and submit knowledge from this fortune database.

CMMS has high requirements on knowledge management. Such high requirements are of great benefit to team members and organizations. You can think about the following questions from your team: Have you complained that some of the team members are not skilled enough? The project is facing a great deal of progress pressure, but the predecessors did not leave anything for use. They used the same technology to solve different problems for a long time, and their skills did not grow. after the project is completed, Amitabha is finished, I have never thought about anything to summarize.

The software development team is a smart team. If everyone is "Walking Dead" every day, there is no passion for work, and there is no accumulation of knowledge, then simply forget it.

Cmme emphasizes process and human management

When I still knew nothing about MSF, I listened to the three-day MSF course, which gave me great shock and benefits.

When I knew nothing about CMM, I listened to the intro to CMM course for three days and brought me a bunch of question marks, but the content was not absorbed much. Cmme has indeed brought us too many misunderstandings. I think the biggest mistake of SEI may be that we did not clearly describe cmme in a way that everyone can easily understand.

Cmme emphasizes team management and has detailed requirements at the organization, project, and individual levels. It also requires systematic management at all levels.

Cmme attaches great importance to the construction of corporate culture, which is often ignored in our process improvement. Only a good corporate culture can support process improvement. Only by doing a good job of team management can we do a good job of process improvement.

CMMS has a strong role in human recruitment. For example, persons with different responsibilities need to master relevant skills and ensure that relevant personnel have the skills to adapt to the future development of the company through the training mechanism, many work products require different persons to review and check.

Process and people are inseparable. The higher the level of process, the higher the level of people need to execute. I hope that through this article, you will have a better understanding of CMMs from the perspective of team management.