The People Capability Maturity Model
Subtitle: guidelines for improving the workforce
By: Bill Curtis, William E. Hefley, Sally A. Miller.
Contributors: Hefley, William E.; Miller, Sally A.
Series: SEI series.; SEI series in software engineering
Publisher: Addison-Wesley
Published: 2002
Place of publication: Boston
Language: eng
Number of pages: 587
Subjects: Personnel management -- Computer programs.
Notes: Includes bibliographical references (p. 495-501) and index.
Table of contents: title: Machine generated contents note: PART ONE - THE PEOPLE CAPABILITY MATURITY MODEL:; title: BACKGROUND, CONCEPTS, STRUCTURE, AND USAGE; title: 1 THE PROCESS MATURITY FRAMEWORK; title: 1.1 What Is the People CMM?; title: 1.2 Why Do We Need a People CMM?; title: 1.3 What Is the Process Maturity Framework?; title: 1.4 How Did the Process Maturity Framework Spread?; title: 1.5 Why Did the People CMM Emerge in the Software Industry?; title: 2 OVERVIEW OF THE PEOPLE CMM; title: 2.1 Organizational Maturity; title: 2.2 Maturity Levels in the People CMM; title: 2.3 Behavioral Characteristics of Maturity Levels; title: 2.3.1 The Initial Level: Maturity Level 1; title: 2.3.2 The Managed Level: Maturity Level 2; title: 2.3.3 The Defined Level: Maturity Level 3; title: 2.3.4 The Predictable Level: Maturity Level 4; title: 2.3.5 The Optimizing Level: Maturity Level 5; title: 3 PEOPLE CMM PROCESS AREAS; title: 3.1 Process Area; title: 3.2 The Process Areas of the People CMM; title: 3.2.1 The Initial Level: Maturity Level 1; title: 3.2.2 The Managed Level: Maturity Level 2; title: 3.2.3 The Defined Level: Maturity Level 3; title: 3.2.4 The Predictable Level: Maturity Level 4; title: 3.2.5 The Optimizing Level: Maturity Level 5; title: 3.3 Process Area Threads in the People CMM; title: 3.3.1 Developing Individual Capability; title: 3.3.2 Building Workgroups and Culture; title: 3.3.3 Motivating and Managing Performance; title: 3.3.4 Shaping the Workforce; title: 4 THE ARCHITECTURE OF THE PEOPLE CMM; title: 4.1 Structural Components of the People CMM; title: 4.2 Maturity Levels; title: 4.3 Process Areas; title: 4.4 Goals; title: 4.5 Practices; title: 4.5.1 Implementation Practices; title: 4.5.2 Institutionalization Practices; title: 4.5.3 Practice Statements; title: 4.6 Required, Expected, and Informative Components; title: 5 INTERPRETING THE PEOPLE CMM; title: 5.1 Applying Professional Judgment; title: 5.1.1 Organizational Factors; title: 5.1.2 Goodness of Workforce Practices; title: 5.2 Interpreting the Practices; title: 5.2.1 Commitment to Perform; title: 5.2.2 Ability to Perform; title: 5.2.3 Practices Performed; title: 5.2.4 Measurement and Analysis; title: 5.2.5 Verifying Implementation; title: 5.3 Organizational Roles and Structure; title: 5.3.1 Organizational Roles; title: 5.3.2 Organizational Structure; title: 5.4 Institutionalization Issues; title: 5.4.1 Maturity Level 2 Procedures versus Maturity; title: Level 3 Defined Practices; title: 5.4.2 Defined, But Not Quantified or Optimized; title: 5.5 Maturity Level Concerns; title: 5.5.1 Maturity Level 3 Is Enough!; title: 5.5.2 Level Fever; title: 5.5.3 Skipping Maturity Levels; title: 5.5.4 Ignoring Process Areas; title: 5.5.5 Implementing Practices Out of Maturity; title: Level Sequence; title: 6 USING THE PEOPLE CMM; title: 6.1 Uses of the People CMM; title: 6.2 The IDEAL Life Cycle Model for Improvement; title: 6.3 People CMM as a Guide for Improvement; title: 6.4 People CMM as a Basis for Assessments; title: 6.4.1 People CMM-Based Assessment Method; title: 6.4.2 Joint Assessments; title: 6.4.3 Questionnaire-Based Assessments; title: 6.4.4 Gap Analyses; title: 6.5 Implementing a People CMM-Based Improvement Program; title: 6.5.1 Planning and Executing an Improvement Project; title: 6.5.2 Implementing Maturity-Based Improvement Programs; title: 7 EXPERIENCE WITH THE PEOPLE CMM; title: 7.1 Adoption of the People CMM; title: 7.2 Benefits; title: 7.3 Case Studies; title: 7.3.1 Boeing Business Resources Support; title: 7.3.2 Novo Nordisk IT A/S; title: 7.3.3 Lockheed Martin Mission Systems; title: 7.3.4 Tata Consulting Services; title: 7.4 Conclusion; title: PART TWO - PROCESS AREAS OF THE PEOPLE CAPABILITY; title: MATURITY MODEL; title: THE MANAGED LEVEL: MATURITY LEVEL 2; title: Staffing; title: Communication and Coordination; title: Work Environment; title: Performance Management; title: Training and Development; title: Compensation; title: THE DEFINED LEVEL: MATURITY LEVEL 3; title: Competency Analysis; title: Workforce Planning; title: Competency Development; title: Career Development; title: Competency-Based Practices; title: Workgroup Development; title: Participatory Culture; title: THE PREDICTABLE LEVEL: MATURITY LEVEL 4; title: Competency Integration; title: Empowered Workgroups; title: Competency-Based Assets; title: Quantitative Performance Management; title: Organizational Capability Management; title: Mentoring; title: THE OPTIMIZING LEVEL: MATURITY LEVEL 5; title: Continuous Capability Improvement; title: Organizational Performance Alignment; title: Continuous Workforce Innovation; title: PART THREE - APPENDICES; title: A REFERENCES; title: B ACRONYMS; title: C GLOSSARY OF TERMS; title: D PRACTICE-TO-GOAL MAPPINGS FOR PEOPLE CMM; title: PROCESS AREAS.