P-CMMI：集成人力管理过程与开发-Pre-Asses

©ProcessImprovementAsia,2009Version1.00,page1ProcessImprovementAsiaSEPGAsiaPacific2009“P-CMMI”:Integratingworkforceanddevelopmentprocesses“P-CMMI”：集成人力管理过程与开发过程©ProcessImprovementAsia,2009Version1.00,page2ServicemarksandregistrationsCMM,CapabilityMaturityModel,andCapabilityMaturityModelingareregisteredintheU.S.PatentandTrademarkOffice.CMM,CapabilityMaturityModel和CapabilityMaturityModeling已经在美国专利与商标局注册CMMIisaservicemarkofCarnegieMellonUniversity.CMMI是卡耐基梅隆大学的服务标记Thispresentationiscopyright©ProcessImprovementAsia(Shanghai)Ltd.本次演讲内容属于循序咨询（上海）有限公司版权所有“ThistranslationofCarnegieMellonUniversitycopyrightedmaterialisnotanSEI-sanctionedtranslation.”“本次引用的材料版权系卡耐基梅隆大学所有，对其翻译非SEI官方认可的翻译。”“ThisunofficialtranslationofCMMIv1.2ProductSuitematerialswaspreparedbyProcessAdvantageTechnology,Inc.underlicenseandspecialpermissionbytheSoftwareEngineeringInstitute.”“该CMMIv1.2产品套件的翻译由ProcessAdvantageTechnology,Inc准备，经软件工程学院的授权和特殊许可，非官方翻译。”“NeitherCarnegieMellonUniversitynortheSoftwareEngineeringInstitutedirectlyorindirectlyendorsesthisunofficialtranslation.AccuracyandinterpretationofthistranslationaretheresponsibilityofProcessAdvantageTechnology,Inc.TheSEIhasnotparticipatedinthistranslation.”“卡耐基梅隆大学和软件工程学院皆没有直接或间接地认可此次非官方翻译。翻译内容的准确性和解释工作属于ProcessAdvantageTechnology,Inc.的责任。SEI没有参与该翻译。”“CMMIandrelatedmaterialsincludingallslides,exercises,andassignmentsarecopyrightedmaterialsofCarnegieMellonUniversity.”“CMMI及其相关的材料包括幻灯片、练习和作业版权皆为卡耐基梅隆大学所有。”“ThisunofficialtranslationmaybeusedonlyaslongasSEIhasnotreleasedanSEI-sanctionedtranslationinthelanguageoftheunofficialtranslation”“如SEI正式出版该非官方翻译语言的翻译版本，该非官方翻译将停止使用。”©ProcessImprovementAsia,2009Version1.00,page3OrganizationBackground组织背景•GrapeCityShanghaiisheadquarteredinJapan葡萄城（上海）总部位于日本•Mainbusinesses主要业务—EnterpriseinformationmanagementsolutionsfordomesticChinesemarket企业信息管理解决方案，面向中国市场—ProductdevelopmentandmaintenanceforJapaneseeducationmarketanddevelopmentcomponentmarket产品开发与维护，面向日本教育市场和元器件开发市场•ProcessImprovementAsiaprovidesprocessimprovementconsultingservicestoorganizationsinChina.PIAhasbeensupportingGrapeCitysince2006循序咨询上海有限公司（PIA）为中国企业提供过程改进咨询服务。自2006年开始为葡萄城提供改进支持。©ProcessImprovementAsia,2009ProcessImprovementHistory过程改进历史•SW-CMMbasedimprovementsince20052005年开始基于SW-CMM的过程改进•CMMIbasedimprovementsince2006自2006年开始进行基于CMMI的过程改进•PIAinvolvedsince2006PIA从2006年开始参与•Inlate2008,productdevelopmentandmaintenancebusinessdemonstratedCMMIstagedlevel4capability,withmeasurementsshowingsignificantimprovementsonreworkduetochanges,deviationofscheduleandeffort,defectrateafterdelivery,ratiooftestingefforttooveralleffort.2008年底，产品开发和维护业务获得了CMMI阶段式4级过程能力，度量结果展示出其在变更导致的返工，工时进度偏差，交付后缺陷率，测试工时占用率等方面的明显改善。•Since2008,domesticbusinessorganizationstartedimprovementsusingbothP-CMMandCMMI-DevContinuous自2008年，国内业务部门开始基于人力-CMM和CMMI-DEV连续式模型的过程改进Version1.00,page4©ProcessImprovementAsia,2009Version1.00,page5•企业信息门户和工作协同(EIP)•工作流产品(Workflow)•客户关系管理(CRM)•分销渠道管理系统(DMS)•企业文档管理(DCS)•预算和费用报销系统(eAccounting)•销售区域管理(ETMS)TotalSolutionFramework整体解决方案架构©ProcessImprovementAsia,2009Challenges挑战•Knowledgesharingandcapabilitytransferringfromkeytalents知识共享和关键人才的能力传授•Keytalentretention关键人才留用•Inexperiencedteammembersimpactingprojectcostandquality经验不足的团队成员影响项目成本和质量•Trackingandcontrolofeffort,projectscope,costandschedule跟踪和控制工时，项目范围，成本和进度•Alignmentamongorganization,projectandindividualperformanceobjectives组织、项目和个人绩效目标的联合Version1.00,page6©ProcessImprovementAsia,2009FrameworkTargetProfile框架目标对照图CMMI-DevP-CMMProjectPlanning项目计划ProjectMonitoringandControl项目监督与控制SupplierAgreementManagement供应商协议管理RequirementsManagement需求管理RequirementsDevelopment需求开发TechnicalSolution技术解决方案Verification验证Configuration配置管理MeasurementandAnalysis度量与分析Staffing人员配置PerformanceManagement绩效管理TrainingandDevelopment培训与发展Version1.00,page7©ProcessImprovementAsia,2009Startup启动•Trainingprovidedforlinemanagement,HR,EPG,QAandotherstakeholders为一线经理，人力资源，EPG，QA和其他的干系人提供培训•ClassCappraisalofalloftheselectedprocessareastoestablishaprocessimprovementbaselineprofile针对所有所选的过程域进行ClassC评估，建立过程改进基线•Anactionplandefined制定实施计划—Improvementprojects改进项目—EPG&QAstructureEPG&QA的组织架构—Initialdescriptionofprocessarchitecture过程架构的初始描述Version1.00,page8©ProcessImprovementAsia,2009InternalKnowledgeandInfrastructureTransferring内部知识与基础设施转移•SharedtheLevel4processassetsofproductbusinesswiththedomesticbusinessdivision与国内事业部共享基于四级的过程资产•ExtendedtheexistingEPGandQAinfrastructuretosupportnewlyincludeddomesticbusinessdivision扩展现有的EPG和QA团队，以支持刚开始进行改进的国内事业部Version1.00,page9©ProcessImprovementAsia,2009NewRoleforHumanResource人力资源的新角色•Processdefinitionandrefining定义过程，并进一步完善过程定义—JoinedEPGasateammemberforstaffing,traininganddevelopment加入EPG团队，负责人员配置、培训与发展过程域•Participatesinprocesspilotinganddeployment参与过程试运行与部署—QAforstaffing(selection,transferringinandout),performance,individualdevelopmentplansatdivisionlevel作为事业部的QA，主要支持人员配置（选择，转入与转出）、绩效管理、个人发展计划等活动Version1.00,page10©ProcessImprovementAsia,2009ImprovementPriorities改进优先级Version1.00,page11©ProcessImprovementAsia,2009OverallProcessArchitecture整体过程架构Version1.00,page12©ProcessImprove