People CMM: A Framework for Human Capital Management [NOOK Book]


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 ...

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People CMM: A Framework for Human Capital Management

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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 improvement

People CMM®, 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 development

The 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.

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Product Details

  • ISBN-13: 9780321659798
  • Publisher: Pearson Education
  • Publication date: 7/21/2009
  • Sold by: Barnes & Noble
  • Format: eBook
  • Edition number: 2
  • Pages: 696
  • File size: 10 MB

Meet the Author

Dr. Bill Curtis is the senior vice president and chief scientist at CAST, a leader in providing technology for measuring and evaluating application software quality. He coauthored the Capability Maturity Model (CMM), the People CMM, and the Business Process MM. Until its acquisition by Borland, he was the cofounder of and chief scientist at TeraQuest, a global leader in providing CMM-based services. He is a former director of the Software Process Program in the Software Engineering Institute (SEI) at Carnegie Mellon University. Prior to joining the SEI, Dr. Curtis worked for MCC, ITT’s Programming Technology Center, GE Space Division, and Weyerhaeuser, and also taught statistics at the University of Washington. While a staff psychologist in Weyerhaeuser’s Human Resources Department, he codeveloped the training for their performance appraisal system and conducted organizational effectiveness interventions in several divisions. Dr. Curtis holds a Ph.D. with emphasis in organizational psychology and statistics from Texas Christian University. He has published four books and more than 150 articles, and was recently elected a Fellow of the Institute of Electrical and Electronics Engineers for his contributions to software process improvement and measurement.


Dr. William E. Hefley is a clinical associate professor at the Joseph M. Katz Graduate School of Business and the College of Business Administration at the University of Pittsburgh. He is the managing principal consultant with Pinnacle Global Management, LLC, a global consulting firm. He is also associated with ITSqc, LLC, whose mission is to evolve capability models and certification methods for organizations involved in sourcing relationships. He is currently working in the areas of IT-enabled sourcing from the perspectives of both service providers (the eSCM-SP) and their clients, and he led the effort to develop the eSCM for Client Organizations (eSCM-CL). Dr. Hefley teaches IT, service science, service innovation, and sourcing management courses, and is a frequent lecturer on service innovation and global software delivery. He also supervises graduate studies and projects related to sourcing relationships, software process management, human capital management, and knowledge management. He was previously on the faculty at Carnegie Mellon University and was a senior member of the technical staff at the SEI, where he led the team that developed the People CMM. Dr. Hefley received his Ph.D. in organization science and information technology from Carnegie Mellon University. He also received an M.S. in engineering and public policy from Carnegie Mellon University and an M.S.S.M from the University of Southern California. He also received a B.S. in computer science and political science, and a B.A. (with distinction) in psychology. He is currently on the editorial boards of several journals and is series editor for the Springer book series on Service Science: Research and Innovations in the Service Economy.


Sally A. Miller, coauthor of the People CMM, is currently a visiting scientist at the SEI. Previously, she managed the SEI’s People CMM effort, including the completion of the product suite and the transition to SCAMPI with People CMM. Ms.Miller has more than 23 years of service to the SEI as a human resources professional, senior member of the technical staff, and People CMM interface to major organizations. She has led People CMM assessments and consulting engagements across the United States. Before joining the SEI, she worked for Pittsburgh-based Fortune 500 organizations focusing on marketing, training, and development. She is a guest lecturer at Carnegie Mellon University and a graduate of Grove City College with concentrations in business administration and psychology.

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Table of Contents


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

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