2. Introduction and Context
Architecture of Version 2
Level 2 — Managed
Level 3 — Defined
Level 4 — Predictable
Level 5 — Optimizing
3.
4. Since 1995, The Introduction to the People
Capability Maturity Model Course has been
delivered to over 900 individuals in eight different
countries.
First People CMM Assessment conducted in March
1996.
There are fifteen SEI-Authorized People CMM Lead
Assessors.
Over 100 Individuals have applied to become SEI
Authorized People CMM Lead Assessors.
5. 1. Team focus comes too late (i.e., Level 4)
2. Not linked closely enough to process roots
3. Need protection against burnout at Level 2
4. Strengthen support for cross-functional
work
5. Level 4 capabilities poorly specified
6. Some practices cluster more appropriately
with a different KPA, others are missing
7. Strengthen model as a system of practices
6.
7. Mission:
To enhance the readiness of software and
information systems organizations to undertake
increasingly complex applications by helping them
attract, grow, motivate, deploy, and retain the
talent needed to improve their software
development capability.
People CMM Team:
◦ Bill Curtis - Principle architect
◦ Bill Hefley - P-CMM Product Manager
◦ Sally Miller - SEI P-CMM Project Manager
◦ Mike Konrad - SEI CMMs Project Manager
8. A conceptual model based on state-of-the-art
workforce practices to help organizations.
Develop workforce required to execute business strategy
Characterize maturity of workforce practices
Set priorities for improving workforce capability
Integrate improvements in process and workforce
Become an employer of choice
9.
10.
11.
12.
13. Staff not loyal to the organization
Workforce practices applied without analysis
of impact.
Managers expect HR department to perform
workforce practices
Little preparation for managing people
Workforce practices considered overhead,
performed hastily
14. Units know and manage their skill needs
Managers repeat successful practices
regularly
Unit managers take responsibility for
performing basic practices
Staffing and performance objectives based on
planned commitments
Executives commit organization to workforce
development
15.
16.
17.
18.
19.
20.
21. Organizational culture emerges from
competence models
Involvement optimizes impact of
competencies on performance
Workforce practices encourage competency
growth.
Workforce planning develops competencies
needed by business.
Organization identifies workforce
competencies required by work
22.
23.
24.
25.
26. Workforce capability + process capability
predicts performance.
Capability and workforce practices managed
quantitatively.
Workgroups own performance and some
workforce activities.
Competency-based processes integrated
across disciplines.
Competency enables experience to be
transformed into assets.
27.
28.
29.
30.
31. Continuous improvement of workforce
practices and activities.
Performance aligned across the organization
Individuals and workgroups continuously
improve capability.
