Asia Pacific University Library catalogue


The people capability maturity model : guidelines for improving the workforce / Bill Curtis, William E. Hefley, Sally A. Miller.

By: Curtis, BillContributor(s): Hefley, William E | Miller, Sally AMaterial type: TextTextSeries: SEI seriesManagement of human resources | SEI series in software engineeringPublication details: Boston : Addison-Wesley, c2002Description: xx, 587 p. : ill. ; 25 cmISBN: 0201604450 (hbk.); 9780201604450 (hbk.)Subject(s): Personnel management -- Computer programsDDC classification: 658.3002855369 LOC classification: HF5549.5.D37 | C87 2002Online resources: Table of contents
Contents:
Machine generated contents note: PART ONE - THE PEOPLE CAPABILITY MATURITY MODEL: -- BACKGROUND, CONCEPTS, STRUCTURE, AND USAGE -- 1 THE PROCESS MATURITY FRAMEWORK -- 1.1 What Is the People CMM? -- 1.2 Why Do We Need a People CMM? -- 1.3 What Is the Process Maturity Framework? -- 1.4 How Did the Process Maturity Framework Spread? -- 1.5 Why Did the People CMM Emerge in the Software Industry? -- 2 OVERVIEW OF THE PEOPLE CMM -- 2.1 Organizational Maturity -- 2.2 Maturity Levels in the People CMM -- 2.3 Behavioral Characteristics of Maturity Levels -- 2.3.1 The Initial Level: Maturity Level 1 -- 2.3.2 The Managed Level: Maturity Level 2 -- 2.3.3 The Defined Level: Maturity Level 3 -- 2.3.4 The Predictable Level: Maturity Level 4 -- 2.3.5 The Optimizing Level: Maturity Level 5 -- 3 PEOPLE CMM PROCESS AREAS -- 3.1 Process Area -- 3.2 The Process Areas of the People CMM -- 3.2.1 The Initial Level: Maturity Level 1 -- 3.2.2 The Managed Level: Maturity Level 2 -- 3.2.3 The Defined Level: Maturity Level 3 -- 3.2.4 The Predictable Level: Maturity Level 4 -- 3.2.5 The Optimizing Level: Maturity Level 5 -- 3.3 Process Area Threads in the People CMM -- 3.3.1 Developing Individual Capability -- 3.3.2 Building Workgroups and Culture -- 3.3.3 Motivating and Managing Performance -- 3.3.4 Shaping the Workforce -- 4 THE ARCHITECTURE OF THE PEOPLE CMM -- 4.1 Structural Components of the People CMM -- 4.2 Maturity Levels -- 4.3 Process Areas -- 4.4 Goals -- 4.5 Practices -- 4.5.1 Implementation Practices -- 4.5.2 Institutionalization Practices -- 4.5.3 Practice Statements -- 4.6 Required, Expected, and Informative Components -- 5 INTERPRETING THE PEOPLE CMM -- 5.1 Applying Professional Judgment -- 5.1.1 Organizational Factors -- 5.1.2 Goodness of Workforce Practices -- 5.2 Interpreting the Practices -- 5.2.1 Commitment to Perform -- 5.2.2 Ability to Perform -- 5.2.3 Practices Performed -- 5.2.4 Measurement and Analysis -- 5.2.5 Verifying Implementation -- 5.3 Organizational Roles and Structure -- 5.3.1 Organizational Roles -- 5.3.2 Organizational Structure -- 5.4 Institutionalization Issues -- 5.4.1 Maturity Level 2 Procedures versus Maturity -- Level 3 Defined Practices -- 5.4.2 Defined, But Not Quantified or Optimized -- 5.5 Maturity Level Concerns -- 5.5.1 Maturity Level 3 Is Enough! -- 5.5.2 Level Fever -- 5.5.3 Skipping Maturity Levels -- 5.5.4 Ignoring Process Areas -- 5.5.5 Implementing Practices Out of Maturity -- Level Sequence -- 6 USING THE PEOPLE CMM -- 6.1 Uses of the People CMM -- 6.2 The IDEAL Life Cycle Model for Improvement -- 6.3 People CMM as a Guide for Improvement -- 6.4 People CMM as a Basis for Assessments -- 6.4.1 People CMM-Based Assessment Method -- 6.4.2 Joint Assessments -- 6.4.3 Questionnaire-Based Assessments -- 6.4.4 Gap Analyses -- 6.5 Implementing a People CMM-Based Improvement Program -- 6.5.1 Planning and Executing an Improvement Project -- 6.5.2 Implementing Maturity-Based Improvement Programs -- 7 EXPERIENCE WITH THE PEOPLE CMM -- 7.1 Adoption of the People CMM -- 7.2 Benefits -- 7.3 Case Studies -- 7.3.1 Boeing Business Resources Support -- 7.3.2 Novo Nordisk IT A/S -- 7.3.3 Lockheed Martin Mission Systems -- 7.3.4 Tata Consulting Services -- 7.4 Conclusion -- PART TWO - 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 -- PART THREE - APPENDICES -- A REFERENCES -- B ACRONYMS -- C GLOSSARY OF TERMS -- D PRACTICE-TO-GOAL MAPPINGS FOR PEOPLE CMM -- PROCESS AREAS.
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HF5549.5.C67 M55 2011 c.1 Compensation / HF5549.5.C67 M55 2011 c.3 Compensation / HF5549.5 .C75 2010 c.2 Critical issues in human resource management / HF5549.5.D37 C87 2002 c.1 The people capability maturity model : HF5549.5.E45 B75 2012 c.1 International human resource management : HF5549.5.E45 B75 2012 c.2 International human resource management : HF5549.5.E45 D69 2008 c.3 International human resource management :

Includes bibliographical references [p. 495-501] and index.

Machine generated contents note: PART ONE - THE PEOPLE CAPABILITY MATURITY MODEL: -- BACKGROUND, CONCEPTS, STRUCTURE, AND USAGE -- 1 THE PROCESS MATURITY FRAMEWORK -- 1.1 What Is the People CMM? -- 1.2 Why Do We Need a People CMM? -- 1.3 What Is the Process Maturity Framework? -- 1.4 How Did the Process Maturity Framework Spread? -- 1.5 Why Did the People CMM Emerge in the Software Industry? -- 2 OVERVIEW OF THE PEOPLE CMM -- 2.1 Organizational Maturity -- 2.2 Maturity Levels in the People CMM -- 2.3 Behavioral Characteristics of Maturity Levels -- 2.3.1 The Initial Level: Maturity Level 1 -- 2.3.2 The Managed Level: Maturity Level 2 -- 2.3.3 The Defined Level: Maturity Level 3 -- 2.3.4 The Predictable Level: Maturity Level 4 -- 2.3.5 The Optimizing Level: Maturity Level 5 -- 3 PEOPLE CMM PROCESS AREAS -- 3.1 Process Area -- 3.2 The Process Areas of the People CMM -- 3.2.1 The Initial Level: Maturity Level 1 -- 3.2.2 The Managed Level: Maturity Level 2 -- 3.2.3 The Defined Level: Maturity Level 3 -- 3.2.4 The Predictable Level: Maturity Level 4 -- 3.2.5 The Optimizing Level: Maturity Level 5 -- 3.3 Process Area Threads in the People CMM -- 3.3.1 Developing Individual Capability -- 3.3.2 Building Workgroups and Culture -- 3.3.3 Motivating and Managing Performance -- 3.3.4 Shaping the Workforce -- 4 THE ARCHITECTURE OF THE PEOPLE CMM -- 4.1 Structural Components of the People CMM -- 4.2 Maturity Levels -- 4.3 Process Areas -- 4.4 Goals -- 4.5 Practices -- 4.5.1 Implementation Practices -- 4.5.2 Institutionalization Practices -- 4.5.3 Practice Statements -- 4.6 Required, Expected, and Informative Components -- 5 INTERPRETING THE PEOPLE CMM -- 5.1 Applying Professional Judgment -- 5.1.1 Organizational Factors -- 5.1.2 Goodness of Workforce Practices -- 5.2 Interpreting the Practices -- 5.2.1 Commitment to Perform -- 5.2.2 Ability to Perform -- 5.2.3 Practices Performed -- 5.2.4 Measurement and Analysis -- 5.2.5 Verifying Implementation -- 5.3 Organizational Roles and Structure -- 5.3.1 Organizational Roles -- 5.3.2 Organizational Structure -- 5.4 Institutionalization Issues -- 5.4.1 Maturity Level 2 Procedures versus Maturity -- Level 3 Defined Practices -- 5.4.2 Defined, But Not Quantified or Optimized -- 5.5 Maturity Level Concerns -- 5.5.1 Maturity Level 3 Is Enough! -- 5.5.2 Level Fever -- 5.5.3 Skipping Maturity Levels -- 5.5.4 Ignoring Process Areas -- 5.5.5 Implementing Practices Out of Maturity -- Level Sequence -- 6 USING THE PEOPLE CMM -- 6.1 Uses of the People CMM -- 6.2 The IDEAL Life Cycle Model for Improvement -- 6.3 People CMM as a Guide for Improvement -- 6.4 People CMM as a Basis for Assessments -- 6.4.1 People CMM-Based Assessment Method -- 6.4.2 Joint Assessments -- 6.4.3 Questionnaire-Based Assessments -- 6.4.4 Gap Analyses -- 6.5 Implementing a People CMM-Based Improvement Program -- 6.5.1 Planning and Executing an Improvement Project -- 6.5.2 Implementing Maturity-Based Improvement Programs -- 7 EXPERIENCE WITH THE PEOPLE CMM -- 7.1 Adoption of the People CMM -- 7.2 Benefits -- 7.3 Case Studies -- 7.3.1 Boeing Business Resources Support -- 7.3.2 Novo Nordisk IT A/S -- 7.3.3 Lockheed Martin Mission Systems -- 7.3.4 Tata Consulting Services -- 7.4 Conclusion -- PART TWO - 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 -- PART THREE - APPENDICES -- A REFERENCES -- B ACRONYMS -- C GLOSSARY OF TERMS -- D PRACTICE-TO-GOAL MAPPINGS FOR PEOPLE CMM -- PROCESS AREAS.

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