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The People Capability Maturity Model


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Table of Contents

The Need for an Agile Workforce.People Capability Maturity Model (R) Framework.Structure of This Book.The Content of the People CMM.Audience.Feedback Information.

What Is the People CMM?Why Do We Need a People CMM?What Is the Process Maturity Framework?How Did the Process Maturity Framework Spread?Why Did the People CMM Emerge in the Software Industry?2. Overview of the People CMM.
Organizational Maturity.Maturity Levels in the People CMM.Behavioral Characteristics of Maturity Levels.The Initial Level: Maturity Level 1.The Managed Level: Maturity Level 2.The Defined Level: Maturity Level 3.The Predictable Level: Maturity Level 4.The Optimizing Level: Maturity Level 5.3. People CMM Process Areas.
Process Area.The Process Areas of the People CMM.The Initial Level: Maturity Level 1.The Managed Level: Maturity Level 2.The Defined Level: Maturity Level 3.The Predictable Level: Maturity Level 4.The Optimizing Level: Maturity Level 5.Process Area Threads in the People CMM.Developing Individual Capability.Building Workgroups and Culture.Motivating and Managing Performance.Shaping the Workforce.4. The Architecture of the People CMM.
Structural Components of the People CMM.Maturity Levels.Process Areas.Goals.Practices.Implementation Practices.Institutionalization Practices.Practice Statements.Required, Expected, and Informative Components.5. Interpreting the People CMM.
Applying Professional Judgment.Organizational Factors.Goodness of Workforce Practices.Interpreting the Practices.Commitment to Perform.Ability to Perform.Practices Performed.Measurement and Analysis.Verifying Implementation.Organizational Roles and Structure.Organizational Roles.Organizational Structure.Institutionalization Issues.Maturity Level 2 Procedures versus Maturity Level 3 Defined Practices.Defined, But Not Quantified or Optimized.Maturity Level Concerns.Maturity Level 3 Is Enough!Level Fever.Skipping Maturity Levels.Ignoring Process Areas.Implementing Practices Out of Maturity Level Sequence.6. Using the People CMM.
Uses of the People CMM.The IDEAL Life Cycle Model for Improvement.People CMM as a Guide for Improvement.People CMM as a Basis for Assessments.People CMM-Based Assessment Method.Joint Assessments.Questionnaire-Based Assessments.Gap Analyses.Implementing a People CMM-Based Improvement Program.Planning and Executing an Improvement Project.Implementing Maturity-Based Improvement Programs.7. Experience with the People CMM.
Adoption of the People CMM.Benefits.Case Studies.Boeing Business Resources Support.Novo Nordisk IT A/S.Lockheed Martin Mission Systems.Tata Consulting Services.Conclusion.II. PROCESS AREAS OF THE PEOPLE CAPABILITY MATURITY MODEL. The Managed Level: Maturity Level 2.
Staffing.Communication and Coordination.Work Environment.Performance Management.Training and Development.Compensation.The Defined Level: Maturity Level 3.
Competency Analysis.Workforce Planning.Competency Development.Career Development.Competency-Based Practices.Workgroup Development.Participatory Culture.The Predictable Level: Maturity Level 4.
Competency Integration.Empowered Workgroups.Competency-Based Assets.Quantitative Performance Management.Organizational Capability Management.Mentoring.The Optimizing Level: Maturity Level 5.
Continuous Capability Improvement.Organizational Performance Alignment.Continuous Workforce Innovation.III. APPENDICES. A. References.
B. Acronyms
C. Glossary of Terms.
D. Practice-To-Goal Mappings for People CMM Process Areas.
Index. 0201604450T11262001

Promotional Information

Software organizations face extraordinary challenges in attracting, motivating, organizing, developing, and retaining quality technical professionals. This book introduces the SEI's People Capability Maturity Model (P-CMM), a comprehensive, five-level framework for improving workforce practices which draws upon today's best human resources and organizational development processes. The P-CMM's creators show how to characterize the maturity of any organization's workforce practices, guide a program of continuous workforce development, set priorities for immediate action, integrate workforce development with process improvement, and establish a culture of software engineering excellence. Coverage includes: communication, staffing, performance management, training, compensation, knowledge and skills analysis, workforce planning, competency development, career development, mentoring and coaching, team building, organizational competency management, organizational performance alignment, and continuous workforce innovation.

About the Author

Bill Curtis is cofounder and chief scientist of TeraQuest Metrics, Inc., and the principal architect and author of the People CMM. While at the Software Engineering Institute (SEI) at Carnegie Mellon University, Dr. Curtis led the program that published the Capability Maturity Model for Software, v1.1. His doctorate is in industrial/organizational psychology and statistics. Dr. William E. Hefley is a clinical associate professor at the Joseph M. Katz Graduate School of Business and the College of Business Administration at the University of Pittsburgh. He is the managing principal consultant with Pinnacle Global Management, LLC, a global consulting firm. He is also associated with ITSqc, LLC, whose mission is to evolve capability models and certification methods for organizations involved in sourcing relationships. He is currently working in the areas of IT-enabled sourcing from the perspectives of both service providers (the eSCM-SP) and their clients, and he led the effort to develop the eSCM for Client Organizations (eSCM-CL). Dr. Hefley teaches IT, service science, service innovation, and sourcing management courses, and is a frequent lecturer on service innovation and global software delivery. He also supervises graduate studies and projects related to sourcing relationships, software process management, human capital management, and knowledge management. He was previously on the faculty at Carnegie Mellon University and was a senior member of the technical staff at the SEI, where he led the team that developed the People CMM. Dr. Hefley received his Ph.D. in organization science and information technology from Carnegie Mellon University. He also received an M.S. in engineering and public policy from Carnegie Mellon University and an M.S.S.M from the University of Southern California. He also received a B.S. in computer science and political science, and a B.A. (with distinction) in psychology. He is currently on the editorial boards of several journals and is series editor for the Springer book series on Service Science: Research and Innovations in the Service Economy. Sally A. Miller, coauthor of the People CMM, is a member of the technical staff at the SEI, and a veteran human resources professional. She manages the People CMM Lead Assessor Track of the SEI's Lead Appraiser Program.

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