People CMM: A Framework for Human Capital Management (SEI Series in Software Engineering Series) Book

Preface xi

Acknowledgments xvii

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

Staffing 159

Communication and Coordination 183

Work Environment 197

Performance Management 210

Training and Development 231

Compensation 244

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

Mentoring 474

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

Index 647