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Friday, May 7, 2010

Organizational Training (OT) Process Area in CMMi

The purpose of Organizational Training (OT) is to develop the skills and knowledge of people so they can perform their roles effectively and efficiently. Organizational Training includes training to support the organization’s strategic business objectives and to meet the tactical training needs that are common across projects and support groups. Specific training needs identified by individual projects and support groups are handled at the project and support group level and are outside the scope of Organizational Training.

Specific Practices by Goal

SG 1 Establish an Organizational Training Capability
- SP 1.1 Establish the Strategic Training Needs.
Strategic training needs address long-term objectives to build a capability by filling significant knowledge gaps, introducing new technologies, or implementing major changes in behavior. Strategic planning typically looks two to five years into the future. Examples of sources of strategic training needs include the following:
. Organization’s standard processes.
. Organization’s strategic business plan.
. Organization’s process improvement plan.
. Enterprise-level initiatives.
. Skill assessments.
. Risk analyses.

- SP 1.2 Determine Which Training Needs Are the Responsibility of the Organization.
In addition to strategic training needs, organizational training addresses training requirements that are common across projects and support groups. Projects and support groups have the primary responsibility for identifying and addressing their specific training needs. The organization’s training staff is only responsible for addressing common cross-project and support group training needs.

- SP 1.3 Establish an Organizational Training Tactical Plan.
The organizational training tactical plan is the plan to deliver the training that is the responsibility of the organization and is necessary for individuals to perform their roles effectively. This plan addresses the near-term execution of training and is adjusted periodically in response to changes (e.g., in needs or resources) and to evaluations of effectiveness.

- SP 1.4 Establish Training Capability.
Establish and maintain training capability to address organizational training needs.
Refer to the Decision Analysis and Resolution process area for how to apply decision-making criteria when selecting training approaches and developing training materials.
Examples of training approaches include the following:
. Classroom training.
. Computer-aided instruction.
. Guided self-study.
. Formal apprenticeship and mentoring programs.
. Facilitated videos.
. Chalk talks.
. Brown-bag lunch seminars.
. Structured on-the-job training.

SG 2 Provide Necessary Training
- SP 2.1 Deliver Training.
Training is intended to impart knowledge and skills to people performing various roles within the organization. Some people already possess the knowledge and skills required to perform well in their designated roles. Training can be waived for these people, but care should be taken that training waivers are not abused.

- SP 2.2 Establish Training Records.
Establish and maintain records of the organizational training. The scope of this practice is for the training performed at the organizational level. Establishment and maintenance of training records for project- or support-group-sponsored training is the responsibility of each individual project or support group.

- SP 2.3 Assess Training Effectiveness.
A process should exist to determine the effectiveness of training (i.e., how well the training is meeting the organization’s needs). Measures may be taken to assess the benefit of the training against both the project’s and organization’s objectives. Particular attention should be paid to the need for various training methods, such as training teams as integral work units. When used, performance objectives should be shared with course participants, and should be unambiguous, observable, and verifiable.

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