Critical issues can easily be recognized through the implementation of PCMM; it is the foundation of best practices. Organizations use PCMM for cost reduction, waste and employee’s turnover reduction. Boeing Company’s turnover was 7% in 1998, and it came down by 5% in 1999 due to the implementation of PCMM (Curtis, Hefley, & Miller, 2003).
Since 1991, Boeing Company was using the SW-CMM framework for the improvement of software processes and more than eleven thousand people were trained with SW-CMM. Boeing company always attempt to increase its activities, and the business goal of Boeing Company is to improve the quality and reduce cost and for this purpose Boeing conducted the first joint evaluation for PCMM in 1996. The company started the usage of PCMM in 1997 as a framework for the improvement of practices related to workforce, after twelve joint assessments PCMM level 2 was achieved by four organizations (Curtis, Hefley, & Miller, 2003).
Boeing improved its software processes, retained skill workers, attracted newly trained workers and attained its business goals. The level of extremely satisfied employees got the increase. The industry benchmark for employees’ turnover was 16% in 1998, and Boeing’s turnover was 10 to 12 percent. Boeing increased it employees’ satisfaction up to 15%; Boeing reduced its defects related post-release, variation in schedules reduced by 38% and efforts variations that occur in labor work got reduce by 35% (Curtis, Hefley, & Miller, 2003).
After having the analysis of PCMM, it has been clear that this model should be used as an improvement strategy for all organizational activities. According to human resource department PCMM should not be used only for HRM, rather the utilization of this program should be for the improvement of operational management’s capabilities (Curtis, Hefley, & Miller, 2003). Meaningful early meetings should be fixed with sponsors.