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Full Description
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 improvementPeople CMM (R), 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 developmentThe 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.
Contents
Preface xiAcknowledgments xvii Part OneModel Overview: Background, Concepts, Structure, and Usage 1 Chapter 1: The Process Maturity Framework 31.1 Organizational Maturity 41.2 What Is the People CMM? 51.3 Factors Driving the Demand for the People CMM 71.4 What Is the Process Maturity Framework? 111.5 Why Did the People CMM Emerge in the Software Industry? 141.6 How Is the People CMM Being Applied? 16 Chapter 2: Increasing Organizational Capability through the People CMM 192.1 Maturity Levels in the People CMM 192.2 Behavioral Characteristics of Maturity Levels 20 Chapter 3: People CMM Process Areas 313.1 Process Area 313.2 The Process Areas of the People CMM 31 Chapter 4: The Architecture of the People CMM 434.1 Structural Components of the People CMM 434.2 Maturity Levels 444.3 Process Areas 454.4 Goals 464.5 Practices 474.6 Required, Expected, and Informative Components 53 Chapter 5: Relationships among Process Areas 555.1 A System of Related Practices 555.2 Process Area Threads in the People CMM 56 Chapter 6: Interpreting the People CMM 616.1 Interpreting the Practices 616.2 Organizational Roles and Structure 666.3 Implementation Issues 696.4 Institutionalization Issues 706.5 Maturity Level Concerns 746.6 Applying Professional Judgment 79 Chapter 7: Using the People CMM 837.1 Uses of the People CMM 837.2 Approaches Taken in Applying the People CMM 867.3 The IDEAL Life Cycle Model for Improvement 877.4 The People CMM as a Guide for Improving Workforce Practices 897.5 The People CMM as a Basis for Understanding Organizational Workforce Capability 927.6 Implementing a People CMM-Based Improvement Program 97 Chapter 8: Using Scampi with People CMM 1038.1 SCAMPI with People CMM Appraisal Method 1038.2 SCAMPI with People CMM-Class A Appraisals 1068.3 SCAMPI with People CMM-Class B Appraisals 1108.4 SCAMPI with People CMM-Class C Appraisals 1118.5 Multimodel Appraisals 112 Chapter 9: Experience with the People CMM 1139.1 Adoption of the People CMM 1139.2 Benefits of People CMM Adoption 1149.3 Benefits Vary by Maturity Level Achieved 117 Chapter 10: Case Studies in Applying the People CMM 12110.1 Overview of the Case Studies 12110.2 Boeing 12110.3 Pfizer Worldwide Technology 12410.4 Intel Information Technology 13210.5 Ericsson 13610.6 Accenture 13710.7 Club Mahindra 14110.8 HCLT BPO 14310.9 Tata Consultancy Services 14910.10 Conclusion 153 Part Two: Process Areas of the People Capability Maturity Model 155 The Managed Level: Maturity Level 2 157Staffing 159Communication and Coordination 183Work Environment 197Performance Management 210Training and Development 231Compensation 244 The Defined Level: Maturity Level 3 259Competency Analysis 261Workforce Planning 278Competency Development 296Career Development 309Competency-Based Practices 323Workgroup Development 339Participatory Culture 363 The Predictable Level: Maturity Level 4 379Competency Integration 381Empowered Workgroups 395Competency-Based Assets 413Quantitative Performance Management 431Organizational Capability Management 449Mentoring 474 The Optimizing Level: Maturity Level 5 493Continuous Capability Improvement 495Organizational Performance Alignment 522Continuous Workforce Innovation 538 Part Three: Appendices 557 Appendix A: References 559Appendix B: Acronyms 571Appendix C: Glossary of Terms 575Appendix D: Practice-to-Goal Mappings for People CMM Process Areas 591 Book Authors 645Index 647
