CMMI - Organizational Training

Organizational Training

Organizational Training includes training to support the 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.

An organizational training program involves:

Identifying the training needed by the organization
Obtaining and providing training to address those needs
Establishing and maintaining training capability
Establishing and maintaining training records
Assessing training effectiveness

The identification of process training needs is primarily based on the skills that are required to perform the organization's set of standard processes. These skills and knowledge may be:

Technical skills pertain to the ability to use the equipment, tools, materials, data, and processes required by a project or process.
Organizational skills pertain to behavior within and according to the employee's organization structure, role and responsibilities, and general operating principles and methods.
Contextual skills are the self-management, communication, and interpersonal abilities needed to successfully perform in the organizational and social context of the project and support groups.

Effective training requires assessment of needs, planning, instructional design, and appropriate training media (e.g., workbooks, computer software), as well as a repository of training process data. As an organizational process, the main components of training include a managed training-development program, documented plans, personnel with appropriate mastery of specific disciplines and other areas of knowledge, and mechanisms for measuring the effectiveness of the training program.

Certain skills may be effectively and efficiently imparted through vehicles other than in-class training experiences (e.g., informal mentoring). Other skills require more formalized training vehicles, such as in a classroom, by Web-based training, through guided self study, or via a formalized on-the-job training program. The formal or informal training vehicles employed for each situation should be based on an assessment of the need for training and the performance gap to be addressed. The term “training” used throughout this process area is used broadly to include all of these learning options.

Success in training can be measured in terms of the availability of opportunities to acquire the skills and knowledge needed to perform new and ongoing enterprise activities.