Organizing work around competency-based processes and building cohesive teams that deliver results.
The goal of UNIT COHESION is to organize work around competency-based process ORGANIZATIONAL PRECONDITIONS.
In the People CMM, a workgroup is a group of people who work closely together on tasks that depend on each other a lot in order to reach common goals. A person is in charge of a workgroup and may be involved in running its day-to-day operations.
People with responsibilities look at the work in a unit or set of related units to find out how tasks depend on each other. Then, work can be organized around workgroups that make the tasks within the workgroup depend on each other as much as possible and depend on other workgroups as little as possible.
The organization sets up common methods and procedures for workgroups to use when doing common tasks that most groups do, like solving problems or holding meetings. The workgroup combines these processes with those from the workforce skills that are represented in the workgroup to make a process that will be used to plan and carry out business activities. Workgroup members are given the defined roles that need to be done as part of the group's processes.
Members of a workgroup talk to each other to work out dependencies and make sure information flows well. They also work on improving their skills as a group and making the group more effective. When a workgroup depends on other workgroups or organizational entities, it works with them to define interfaces that help them coordinate their activities and SUSTAINABILITY FACTORS.
A responsible person makes sure that the workgroup comes up with written performance goals and that each member of the group has their own goals. People with responsibilities oversee the performance of their workgroups and keep track of how things are going. When a workgroup's business tasks are done, it is broken up in a way that protects its assets, finishes any required tasks for the workforce, and makes sure that each member gets a job that fits their skills. 2.6.1.
Integration Conditions.
2.6.1.1. Sustainability Factors.
SUSTAINABILITY FACTOR 1: The organization sets up and keeps a written policy for doing UNIT COHESION activities.
Typical issues that the policy addresses are:
UNIT COHESION helps the organization reach its business goals and live up to its stated values.
Planned activities for UNIT COHESION are done within units and are part of the strategic workforce plan.
Workgroups are put together to do tasks that depend on each other and are part of the organization's business.
Procedures are set up, written down, and used to guide the activities of the organization's UNIT COHESION.
IMPLEMENTATION TACTICS and activities follow the relevant laws, rules, and organizational policies.
Human resources or other experts are called in to make sure that UNIT COHESION activities follow all laws, rules, and organizational policies.
SUSTAINABILITY FACTOR 2: Activities related to UNIT COHESION are coordinated across the organization by a role or roles in the organization.
SUSTAINABILITY FACTOR 3: The organization's strategic workforce plan and the planned workforce activities within units include UNIT COHESION activities.
2.6.1.2. Organizational Preconditions.
ORGANIZATIONAL PRECONDITION 1: Within each unit, a person or people are given the responsibility and authority to make sure that the unit's members take part in Workgroup Development activities when they should.
ORGANIZATIONAL PRECONDITION 2: There are enough resources for doing activities related to UNIT COHESION.
The organization defines the skills and abilities of its employees.