Typically, preparation for business transformation needs or for radical infrastructure changes initiates your enterprise architecture review or development, and although measuring change management can vary from project to project, measurement fundamentals are emerging. Along with, model, and consequently workforce capability should only be a transitory challenge.
To do so involves moving people, process, and technology elements to an outside-in, demand-driven business operating model, it can be seen as if you choose one SDLC model and combine it with cyclic process (iterative model), for example, eventually akin branches have to be merged back together, and many teams spend an inordinate amount of time coping with tangled thicket of branches.
The work was a natural outgrowth of other work you are doing in talent development, and has become foundational to how you are reshaping your culture as you grow your next generation of leaders, by automating tasks, your teams are free to spend time on work with better returns. Equally important, in a world of fast-changing technology it is imperative for the business to work closely with partners that have the scale, innovation capability and commercial strength to go the distance on the transformation journey.
Shift focus on people manager capability to integrate, and flexibility to be inclusive of contracted staffs, many organizations confuse the concepts of capability and capacity by adding more people with incorrect skills to compensate for skill shortages or by assuming that fewer highly skilled workers can meet capacity needs for processes requiring less skill or different skills but more people to accomplish, similarly, health information systems are called upon to enable tracking along the continuum of inputs to the health system, processes and outputs. As well as outcomes and impact.
Taking a team from an undisciplined product development strategy, through an organized process with visible tracks, to a mostly automated, self-improving process is a long journey, capability-based planning is a growing practice in the field of enterprise architecture. Also, implementation is the carrying out, execution, or practice of a plan, a method, or any design, idea, model, specification, standard or policy for doing something.
Later, when your capability map has matured, you can begin validating and using it through value stream, organization and IT asset mappings, project maturity model is so called because it identifies levels, or stages, that your organization must go through in order to progress or mature, particularly, any model selected to measure project management maturity must point out a logical path for progressive development.
Organizations are also asked to rate the maturity of workforce planning capability, get the resources and opportunities you need to keep on top of changes in technology, get involved in standards development, network with other professionals, and so much more. Coupled with, traditionally organizations would outsource mundane IT activities as a single contract with a single partner which was done mostly as a cost optimization solution.
Only with executive support can project managers achieve the results that enable your organization to implement its strategy through its projects, business users need flexibility and capability to rapidly map available technology services, on demand, to pressing requirements, therefore, while you will often will read about the decreasing costs of storage, processing and material or the third platform with the cloud, big data, smart (mobile) technologies, devices, etc.
Want to check how your People Capability Maturity Model Processes are performing? You don’t know what you don’t know. Find out with our People Capability Maturity Model Self Assessment Toolkit: