When evaluating your Capacity Management Maturity, it’s useful to consider both the CMM/CMMI scale and Maslow and the concepts Maslow brings to his Hierarchy of Needs.
• CMM – can’t be proactive until all “reactive components” are in place, etc.
• Maslow – can’t look to fulfill higher level needs until the lower level ones are completely satisfied
• Combine the two: Design the process one level at a time and complete a GAP Analysis to determine how you can “complete” each level – and then move to the next one
When trying to move from one level to the next – it’s important to make sure that you’ve completely satisfied the requirements of that level before moving on.For example – you would like to move to the Defined level, which makes the Capacity Management process more proactive. But how can you do that if you don’t satisfy everything in the lower level – having data available for all of the components that you’re working with, for example.
When starting from scratch, it’s easy to determine the items that you feel you need to create a mature process. Most organizations, however, have parts of a Capacity Management process already in place, and deciding to ignore those parts and start from scratch likely will cause your progress to slow, if not halt entirely.Organizations are people
It’s unwise to try to ignore the needs of the people you work with when trying to implement or improve your CM process:
• Consider the effect on others and how others can affect your efforts
• Find people who will support your efforts – how can you help fulfil their needs?
ConclusionIt’s useful to evaluate processes and people using various models and/or hierarchies:
• There are similarities between process maturity models and Maslow’s hierarchy of needs
• Processes ultimately are implemented (and helped/hindered by people), so it’s important to consider others’ needs and wants
• A mature Capacity Management process consists of solid processes but also an organization that supports and sees the value in the process
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