People CMM, The: A Framework for Human Capital Management, 2nd Edition
- By Bill Curtis, William E. Hefley, Sally A. Miller
- Published Jul 17, 2009 by Addison-Wesley Professional. Part of the SEI Series in Software Engineering series.
- Copyright 2010
- Dimensions: 7-3/4 X 9-1/4
- Pages: 696
- Edition: 2nd
- ISBN-10: 0-321-55390-X
- ISBN-13: 978-0-321-55390-4
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Product Author Bios
Dr. Bill Curtis is the senior vice president and chief scientist at CAST, a leader in providing technology for measuring and evaluating application software quality. He coauthored the Capability Maturity Model (CMM), the People CMM, and the Business Process MM. Until its acquisition by Borland, he was the cofounder of and chief scientist at TeraQuest, a global leader in providing CMM-based services. He is a former director of the Software Process Program in the Software Engineering Institute (SEI) at Carnegie Mellon University. Prior to joining the SEI, Dr. Curtis worked for MCC, ITT’s Programming Technology Center, GE Space Division, and Weyerhaeuser, and also taught statistics at the University of Washington. While a staff psychologist in Weyerhaeuser’s Human Resources Department, he codeveloped the training for their performance appraisal system and conducted organizational effectiveness interventions in several divisions. Dr. Curtis holds a Ph.D. with emphasis in organizational psychology and statistics from Texas Christian University. He has published four books and more than 150 articles, and was recently elected a Fellow of the Institute of Electrical and Electronics Engineers for his contributions to software process improvement and measurement.
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 currently a visiting scientist at the SEI. Previously, she managed the SEI’s People CMM effort, including the completion of the product suite and the transition to SCAMPI with People CMM. Ms.Miller has more than 23 years of service to the SEI as a human resources professional, senior member of the technical staff, and People CMM interface to major organizations. She has led People CMM assessments and consulting engagements across the United States. Before joining the SEI, she worked for Pittsburgh-based Fortune 500 organizations focusing on marketing, training, and development. She is a guest lecturer at Carnegie Mellon University and a graduate of Grove City College with concentrations in business administration and psychology.
Organizations are now competing in two markets, one for their products and services and one for the talent required to produce or perform them. Success in the former is determined by success in the latter. The ability to compete is directly related to the ability to attract, develop, motivate, organize, and retain the talented people needed to accomplish strategic business objectives.
The People CMM, as documented in this authoritative book, is a framework for human capital management. Broadly adopted by small and large organizations worldwide, it provides proven tools for addressing strategic workforce and critical people issues. It helps organizations:
- Establish workforce practices aligned with current and future business objectives
- Characterize the maturity of workforce practices
- Guide a program of continuous workforce development
- Integrate workforce development with continual process improvement
People CMM®, Second Edition, documents Version 2 of the People CMM and
- Describes practices for each maturity level, with guidance on how to interpret and apply them
- Explains capabilities for workforce development at each maturity level
- Shows how to apply the framework as a workforce assessment standard and a guide in planning and implementing improvement
- Presents case studies to illustrate how the People CMM has lead organizations to effective, repeatable, and lasting success in workforce development
The book is aimed at people responsible for developing and implementing human capital strategies and plans in their organizations, managing or developing the workforce, implementing advanced workforce practices, nurturing teams, and transforming organizational culture. It is especially useful for businesses undergoing critical organizational changes.
Please visit the author's site at www.sei.cmu.edu/cmm-p/version2/.
46 of 46 people found the following review helpful
People was the missing part of the SEI's models, no longer,
This review is from: The People Capability Maturity Model®: Guidelines for Improving the Workforce (Hardcover)The software development is an activity that involves both social and engineering aspects, addressing the problem with this in mind, in an holistic way will deliver much better results that doing it partially. The People CMM address the human side of software development and completes the engineering side that at the three levels, Organization, Team, and Individual are covered by SW-CMM, TSP and PSP.
The book is divided in three parts, the first one gives the reader a clear understanding not just of the model but the principles that define it. Also very valuable are the briefs of the case studies and specially the first chapter "The Process Maturity Framework" is very helpful to understand the basics of all the CMM's.
The second Part describes the practices that are part the People CMM in a very detailed way, these practices are not any thing new , the real value of the model is defining a framework in which these practices really will deliver sustainable results,... Read more
9 of 10 people found the following review helpful
Hope this finally catches on,
This review is from: The People Capability Maturity Model®: Guidelines for Improving the Workforce (Hardcover)In the seven years since the 1995 release of the P-CMM, version 1 I've not encountered any sincere effort by any US client to implement the process. My personal theory is that the P-CMM was little known outside of the software engineering community, especially the DoD-related community, when it should have received wider dissemination to human resources and higher-level management. This book from a mainstream publisher should change that. With respect to the model itself, the previous reviewer has done a remarkable job of describing the model and how this book supports it. I have a few additional notes to add:
(1) This book is about version 2, which corrects some flaws in the first version which had team building at level 4. In the version, 2, described in this book team building has been placed at level 3.
(2) Another change from version 1 to version 2 is the alignment of the P-CMM to the CMMI, especially with respect to integrated product and process development... Read more
1 of 1 people found the following review helpful
This review is from: The People Capability Maturity Model®: Guidelines for Improving the Workforce (Hardcover)I was first exposed to PCMM while serving on a Human Capital planning committee for a small federal agency. While the ideas and strategies are intriguing, they bump up against then flounder in organizations where senior leadership is weak, subject to change (election cycles, in our case), or offer PCMM as a "flavor of the month." Absent rock solid commitment and active long term engagement by senior leadership, this should not be undertaken. To achieve the noble and highly desirable outcomes of PCMM takes fearlessness and commitment; things sorely lacking in most organizations. In the end, trying and failing miserably did us more harm than good. This is not a half-hearted endeavor nor one most organization can realistically attain. Small, lean, youthful organizations may be the better suited to this approach.
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Online Sample Chapter
Table of Contents
Part One: The People Capability Maturity Model Overview: Background, Concepts, Structure, and Usage 1
Chapter 1: The Process Maturity Framework 3
1.1 Organizational Maturity 4
1.2 What Is the People CMM? 5
1.3 Factors Driving the Demand for the People CMM 7
1.4 What Is the Process Maturity Framework? 11
1.5 Why Did the People CMM Emerge in the Software Industry? 14
1.6 How Is the People CMM Being Applied? 16
Chapter 2: Increasing Organizational Capability through the People CMM 19
2.1 Maturity Levels in the People CMM 19
2.2 Behavioral Characteristics of Maturity Levels 20
Chapter 3: People CMM Process Areas 31
3.1 Process Area 31
3.2 The Process Areas of the People CMM 31
Chapter 4: The Architecture of the People CMM 43
4.1 Structural Components of the People CMM 43
4.2 Maturity Levels 44
4.3 Process Areas 45
4.4 Goals 46
4.5 Practices 47
4.6 Required, Expected, and Informative Components 53
Chapter 5: Relationships among Process Areas 55
5.1 A System of Related Practices 55
5.2 Process Area Threads in the People CMM 56
Chapter 6: Interpreting the People CMM 61
6.1 Interpreting the Practices 61
6.2 Organizational Roles and Structure 66
6.3 Implementation Issues 69
6.4 Institutionalization Issues 70
6.5 Maturity Level Concerns 74
6.6 Applying Professional Judgment 79
Chapter 7: Using the People CMM 83
7.1 Uses of the People CMM 83
7.2 Approaches Taken in Applying the People CMM 86
7.3 The IDEAL Life Cycle Model for Improvement 87
7.4 The People CMM as a Guide for Improving Workforce Practices 89
7.5 The People CMM as a Basis for Understanding Organizational Workforce Capability 92
7.6 Implementing a People CMM-Based Improvement Program 97
Chapter 8: Using Scampi with People CMM 103
8.1 SCAMPI with People CMM Appraisal Method 103
8.2 SCAMPI with People CMM–Class A Appraisals 106
8.3 SCAMPI with People CMM–Class B Appraisals 110
8.4 SCAMPI with People CMM–Class C Appraisals 111
8.5 Multimodel Appraisals 112
Chapter 9: Experience with the People CMM 113
9.1 Adoption of the People CMM 113
9.2 Benefits of People CMM Adoption 114
9.3 Benefits Vary by Maturity Level Achieved 117
Chapter 10: Case Studies in Applying the People CMM 121
10.1 Overview of the Case Studies 121
10.2 Boeing 121
10.3 Pfizer Worldwide Technology 124
10.4 Intel Information Technology 132
10.5 Ericsson 136
10.6 Accenture 137
10.7 Club Mahindra 141
10.8 HCLT BPO 143
10.9 Tata Consultancy Services 149
10.10 Conclusion 153
Part Two: Process Areas of the People Capability Maturity Model 155
The Managed Level: Maturity Level 2 157
Communication and Coordination 183
Work Environment 197
Performance Management 210
Training and Development 231
The Defined Level: Maturity Level 3 259
Competency Analysis 261
Workforce Planning 278
Competency Development 296
Career Development 309
Competency-Based Practices 323
Workgroup Development 339
Participatory Culture 363
The Predictable Level: Maturity Level 4 379
Competency Integration 381
Empowered Workgroups 395
Competency-Based Assets 413
Quantitative Performance Management 431
Organizational Capability Management 449
The Optimizing Level: Maturity Level 5 493
Continuous Capability Improvement 495
Organizational Performance Alignment 522
Continuous Workforce Innovation 538
Part Three: Appendices 557
Appendix A: References 559
Appendix B: Acronyms 571
Appendix C: Glossary of Terms 575
Appendix D: Practice-to-Goal Mappings for People CMM Process Areas 591
Book Authors 645
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