Summary

Plan for knowledge and skills needed to perform the work.

Description

Refer to the Organizational Training (OT) (CMMI-SVC) process area for more information about developing skills and knowledge of people so they can perform their roles effectively and efficiently.


Knowledge delivery to work groups involves training staff and acquiring knowledge from outside sources.

Staffing requirements are dependent on the knowledge and skills available to support the execution of the work.

Planning for training addresses the knowledge and skills required by work group members and support staff to perform their tasks. Knowledge and skill needs can be derived from identified risks.

 

For example, if the work group is providing a service whose successful delivery requires detailed familiarity with a piece of complicated equipment, planning for training ensures that staff assigned to the work have the appropriate expertise with such equipment or provides training for the work group team in those areas.


Training can also include orientation in the work group's processes and the domain knowledge required to execute work tasks. The work group can also identify and plan for the knowledge and skills needed by its suppliers. Planning includes ensuring that costs and funding sources to pay for training are available and lead times are sufficient to obtain funding and training.

For long-duration and continuous-operation services, the knowledge and skills needed will evolve as the following occur:
  • Staff members rotate in and out of the work group (or from one service type to another)
  • The technology used in the service system or an individual service changes
  • The processes and technology used in the development or customer environments change


 

For example, a staff change creates the need to determine the knowledge and skills needed by new work group members. New knowledge and skills are needed during different phases of the service lifecycle (or as new services or service levels are added). Planning for needed knowledge and skills should address these sources of change.


Refer to the Service System Transition (SST) (CMMI-SVC) process area for more information about preparing for service system transition and preparing stakeholders for changes.


Example Work Products



  1. Inventory of skill needs
  2. Staffing and new hire plans
  3. Databases (e.g., skills, training)
  4. Training plans


Subpractices



1. Identify the knowledge and skills needed to perform the work.

2. Assess the knowledge and skills available.

3. Select mechanisms for providing needed knowledge and skills.

 

Example mechanisms include the following:
  • In-house training (both organizational and work group)
  • External training
  • Staffing and new hires
  • External skill acquisition


The choice of in-house training or outsourced training for needed knowledge and skills is determined by the availability of training expertise, the work schedule, and business objectives.



4. Incorporate selected mechanisms into the work plan.