Many organizations’ practices have matured over time particularly in the area of software engineering. However, practitioners observed that workers must appreciate their roles and responsibilities in the larger organization. This is where P-CMM comes in. Human resources and workforce managers used to hire workers on the strength of technical knowledge alone; but in order to harness the technical knowledge of workers into tangible products (for example: a piece of software), managers have realized that staff development within the company must be compatible with internal process improvements.
In a nutshell, it means helping workers help top managers steer project processes according to current and target capability levels and project directions, as well as providing a framework for optimizing employee competencies for greater measurable value. For human resources and worker development practitioners, P-CMM serves as a framework for developing employees from mere knowledge workers to knowledge managers.
To do so, it is important to always revisit P-CMM’s five-level capability architecture. Most organizations with little to no established internal processes, aside perhaps from those related to administrative matters, manage employee development in mostly ad-hoc fashion where workers are designated to positions and projects without much consideration for the impact on the long-term vision of the company.
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