Este enfoque permite conocer los procesos de negocio de las compañías, identificar los criterios clave de selección de herramientas de gestión, analizar la oferta existente en el mercado y seleccionar aquella solución que se adapta a las soluciones de la compañía.
Paso 1- Análisis de la situación actual
Objetivo: conocer los procesos de negocio clave de las compañías, la interrelación entre ellos, y los Sistemas e infraestructuras existentes.
Actividades - Identificación de procesos y reglas de negocio actuales - Identificación de la arquitectura tecnológica actual
Resultados Plan de proyecto, Modelo de procesos / reglas de negocio, Descripción de funciones y Esquema de infraestructura tecnológica
Paso 2 - Análisis de requisitos
Objetivo: conocer las necesidades de los usuarios con respecto al modelo de procesos de negocio que tiene la compañía, y las expectativas respecto del nuevo sistema.
Actividades - Relevamiento de requisitos - Selección de las mejores prácticas sectoriales - Identificación de los procesos necesarios para las mejores prácticas
Resultados - Modelo de procesos mejorado y Requisitos de usuario (de negocio y técnico)
Paso 3 – Identificación de alternativas
Objetivo: identificar los ratios que servirán para evaluar las diferentes alternativas y seleccionar aquellas que se ajustan las necesidades establecidas.
Actividades - Definición de ratios de evaluación - Identificación de alternativas - Selección de alternativas posibles
Resultados - Ratios de evaluación y Cuadro de alternativas posibles
Paso 4 – Selección de la alternativa
Objetivo: estudiar las alternativas identificadas a partir de los ratios de definición y selección de aquella que mejor se adapte a las necesidades y requerimientos marcados.
Actividades - Análisis de ratios y alternativas - Análisis de requerimientos y alternativas - Análisis coste/beneficio
Resultados Análisis de alternativas, Valoración de alternativas y Selección de mejor alternativa
Paso 5 – Planificación de la implantación
Objetivo: elaborar el plan de implantación de la alternativa seleccionada y de manera detallada
Actividades - Identificación de tareas y sub-tareas a desarrollar - Elaboración del calendario de implantación - Identificación de recursos necesarios
Resultados Plan de proyecto de implantación
05 July 2012
CBP y WD en PCMM v2.0 (7)
COMPETENCY BASED PRACTICES (CBP)
El propósito de Competency Based Practices, perteneciente al Nivel 3, es asegurar que las prácticas de la fuerza de trabajo están basadas en el desarrollo de las competencias de la fuerza de trabajo. Se realiza un ajuste respecto de las actividades de las áreas de proceso del nivel 2, dándoles un enfoque organizacional basado en las competencias de las fuerzas de trabajo.
Goals
1- Workforce practices are focused on increasing the organization’s capability in its workforce competencies.
2- Workforce activities within units encourage and support individuals and workgroups in developing and applying the organization’s workforce competencies.
3- Compensation strategies and recognition and reward practices are designed to encourage development and application of the organization’s workforce competencies.
4- Competency-Based Practices are institutionalized to ensure they are performed as defined organizational processes.
Commitment to Perform
1- Relevant organizational policies promote increased capability in the organization’s workforce competencies.
2- An organizational role(s) is assigned responsibility for coordinating adjustments in workforce practices designed to increase the organization’s capability in its workforce competencies.
Ability to Perform
1- Within each unit, an individual(s) is assigned responsibility and authority for ensuring that workforce practices and activities are designed to motivate individuals and workgroups to develop and apply workforce competencies.
2- A responsible individual(s) coordinates the competency-based practices and activities for each workforce competency.
3- Adequate resources are provided for ensuring that workforce practices and activities are designed to increase the organization’s capability in its workforce competencies.
4- Those responsible for competency-based workforce activities develop the knowledge, skills, and process abilities needed to perform their responsibilities.
5- The practices and procedures for performing competency-based workforce practices are defined and documented.
Practices Performed
1- Recruiting activities are planned and executed to satisfy the organization’s requirements for workforce competencies.
2- Selection processes are enhanced to evaluate each candidate’s potential for contributing to organizational and unit objectives for capability in workforce competencies.
3- Staffing decisions are made, in part, to achieve the competency development objectives of the organization and the career objectives of qualified candidates.
4 Transition activities provide orientation to workforce competencies.
5- Work assignments are designed, in part, to enhance personal and career development objectives.
6- Each unit documents performance objectives for developing workforce competencies.
7- Each individual documents performance objectives for developing additional capability in the organization’s workforce competencies.
8- Ongoing discussions of work performance include feedback on an individual’s development and application of relevant workforce competencies.
9- Each individual’s performance is assessed, in part, against the objectives of their personal development plan.
10- The compensation strategy is established and maintained, in part, to increase the organization’s capability in its workforce competencies.
11- Compensation practices are defined to support capability objectives
within each workforce competency.
12- Adjustments to compensation are partly determined by each individual’s development and application of relevant workforce competencies.
13- Recognition and rewards for developing or applying workforce competencies are provided, when appropriate, at the individual, workgroup, or unit levels.
14- As the definition or requirements of its workforce competencies change, the organization re-evaluates its workforce policies and practices and adjusts them, as needed.
Measurement and Analysis
1- Measurements are made and used to determine the status and performance of workforce practices to increase capability in the organization’s workforce competencies.
2- Measurements are made and used to determine how effectively competency-based workforce practices are increasing capability in the organization’s workforce competencies.
Verifying Implementation
1- A responsible individual(s) verifies that competency-based workforce practices are conducted according to the organization’s documented policies, practices, procedures, and, where appropriate, plans; and addresses noncompliance.
2- Executive management periodically reviews the activities implementing competency-based workforce practices, their status and results, and resolves issues.
WORKGROUP DEVELOPMENT (WD)
El propósito de Workgroup Development , perteneciente al Nivel 3, es organizar el trabajo según las habilidades del proceso basado en la competencia. Un grupo de trabajo es un grupo de gente que trabajan juntos y que son interdependiente para lograr los objetivos que comparten. El trabajo y los grupos de trabajos son diseñados para maximizar la interdependencia de tareas dentro del grupo de trabajo y para minimizar las dependencias entre los grupos de trabajo.
Goals
1- Workgroups are established to optimize the performance of interdependent work.
2- Workgroups tailor defined processes and roles for use in planning and performing their work.
3- Workgroup staffing activities focus on the assignment, development, and future deployment of the organization’s workforce competencies.
4- Workgroup performance is managed against documented objectives for committed work.
5- Workgroup Development practices are institutionalized to ensure they are performed as defined organizational processes.
Commitment to Perform
1- The organization establishes and maintains a documented policy for conducting Workgroup Development activities.
2- An organizational role(s) is assigned responsibility for coordinating Workgroup Development activities across the organization.
3- Workgroup Development activities are incorporated into the organization’s strategic workforce plan and the planned workforce activities within units.
Ability to Perform
1- Within each unit, an individual(s) is assigned responsibility and authority for ensuring that members of the unit participate in Workgroup Development activities, as appropriate.
2- Adequate resources are provided for performing Workgroup Development activities.
3- Responsible individual(s) to whom the members of a workgroup are accountable develop the knowledge, skills, and process abilities needed to manage workgroups.
4- Workgroup members receive appropriate guidance or training in workgroup skills.
5- The practices and procedures for performing Workgroup Development are defined and documented.
Practices Performed
1- The committed work within a unit is analyzed to identify its process dependencies.
2- Committed work is structured to optimize the coordination and performance of interdependent work within workgroups.
3- Each workgroup is formed to perform a defined set of business activities and to accomplish defined objectives.
4- Methods and procedures for performing common workgroup functions are defined and maintained for use by workgroups.
5- The competencies required to perform a workgroup’s business activities are identified.
6- Staffing processes are performed to ensure that workgroups are staffed with individuals whose competencies match those needed to perform the workgroup’s business activities.
7- Workgroups tailor competency-based processes for performing their business activities.
8- Roles for performing the workgroup’s operating processes are defined and allocated to individuals.
9- Workgroup activities and commitments are planned.
10- Workgroup members establish mechanisms for communicating information and coordinating dependencies among roles.
11- Skills needed to perform jointly as a workgroup using the workgroup’s operating processes are developed.
12- Workgroups that share dependencies define interfaces through which their activities and commitments are coordinated.
13- A responsible individual(s) tracks and manages workgroup performance.
14- Workgroups are disbanded through an orderly performance of workforce activities.
15- When workgroups disband, their assets are captured for redeployment.
Measurement and Analysis
1- Measurements are made and used to determine the status and performance of Workgroup Development activities across the organization.
2- Measures of workgroup development are collected and aggregated at the organizational level.
3- Measurements are made and used to determine the effectiveness of Workgroup Development activities.
Verifying Implementation
1- A responsible individual(s) verifies that Workgroup Development activities are conducted according to the organization’s documented policies, practices, procedures, and, where appropriate, plans; and addresses noncompliance.
2- Executive management periodically reviews the Workgroup Development activities, status, and results; and resolves issues.
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