PREFACE The Need for an Agile Workforce People Capability Maturity Model Framework Structure of This Book The Content of the People CMM Audience Feedback Information ACKNOWLEDGMENTS
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 NS 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
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