The people capability maturity model : guidelines for improving the workforce
Langue : Anglais
Auteurs : CURTIS Bill, HEFLEY William E., MILLER Sally A.
Software organizations face extraordinary challenges in attracting, motivating, organizing, developing, and retaining quality technical professionals. This book introduces the SEIs People Capability Maturity Model (P-CMM), a comprehensive, five-level framework for improving workforce practices which draws upon todays best human resources and organizational development processes.KEY TOPICS:The P-CMMs creators show how to characterize the maturity of any organizations workforce practices, guide a program of continuous workforce development, set priorities for immediate action, integrate workforce development with process improvement, and establish a culture of software engineering excellence. Coverage includes: communication, staffing, performance management, training, compensation, knowledge and skills analysis, workforce planning, competency development, career development, mentoring and coaching, team building, organizational competency management, organizational performance alignment, and continuous workforce innovation.MARKET:For all managers, developers, software engineers, and architects interested in building and delivering wireless Internet applications.
Preface.
Acknowledgments.
2. Overview of the People CMM.
3. People CMM Process Areas.
4. The Architecture of the People CMM.
5. Interpreting the People CMM.
6. Using the People CMM.
7. Experience with the People CMM.
The Managed Level: Maturity Level 2.
The Defined Level: Maturity Level 3.
The Need for an Agile Workforce.
People Capability Maturity Model Framework.
Structure of This Book.
The Content of the People CMM.
Audience.
Feedback Information.
People Capability Maturity Model Framework.
Structure of This Book.
The Content of the People CMM.
Audience.
Feedback Information.
Acknowledgments.
I. THE PEOPLE CAPABILITY MATURITY MODEL: BACKGROUND, CONCEPTS, STRUCTURE, AND USAGE.
1. The Process Maturity Framework. What Is the People CMM?
Why Do We Need a People CMM?
What Is the Process Maturity Framework?
How Did the Process Maturity Framework Spread?
Why Did the People CMM Emerge in the Software Industry?
Why Do We Need a People CMM?
What Is the Process Maturity Framework?
How Did the Process Maturity Framework Spread?
Why Did the People CMM Emerge in the Software Industry?
2. Overview of the People CMM.
Organizational Maturity.
Maturity Levels in the People CMM.
Behavioral Characteristics of Maturity Levels.
Maturity Levels in the People CMM.
Behavioral Characteristics of Maturity Levels.
The Initial Level: Maturity Level 1.
The Managed Level: Maturity Level 2.
The Defined Level: Maturity Level 3.
The Predictable Level: Maturity Level 4.
The Optimizing Level: Maturity Level 5.
The Managed Level: Maturity Level 2.
The Defined Level: Maturity Level 3.
The Predictable Level: Maturity Level 4.
The Optimizing Level: Maturity Level 5.
3. People CMM Process Areas.
Process Area.
The Process Areas of the People CMM.
Process Area Threads in the People CMM.
The Process Areas of the People CMM.
The Initial Level: Maturity Level 1.
The Managed Level: Maturity Level 2.
The Defined Level: Maturity Level 3.
The Predictable Level: Maturity Level 4.
The Optimizing Level: Maturity Level 5.
The Managed Level: Maturity Level 2.
The Defined Level: Maturity Level 3.
The Predictable Level: Maturity Level 4.
The Optimizing Level: Maturity Level 5.
Process Area Threads in the People CMM.
Developing Individual Capability.
Building Workgroups and Culture.
Motivating and Managing Performance.
Shaping the Workforce.
Building Workgroups and Culture.
Motivating and Managing Performance.
Shaping the Workforce.
4. The Architecture of the People CMM.
Structural Components of the People CMM.
Maturity Levels.
Process Areas.
Goals.
Practices.
Required, Expected, and Informative Components.
Maturity Levels.
Process Areas.
Goals.
Practices.
Implementation Practices.
Institutionalization Practices.
Practice Statements.
Institutionalization Practices.
Practice Statements.
Required, Expected, and Informative Components.
5. Interpreting the People CMM.
Applying Professional Judgment.
Interpreting the Practices.
Organizational Roles and Structure.
Institutionalization Issues.
Maturity Level Concerns.
Organizational Factors.
Goodness of Workforce Practices.
Goodness of Workforce Practices.
Interpreting the Practices.
Commitment to Perform.
Ability to Perform.
Practices Performed.
Measurement and Analysis.
Verifying Implementation.
Ability to Perform.
Practices Performed.
Measurement and Analysis.
Verifying Implementation.
Organizational Roles and Structure.
Organizational Roles.
Organizational Structure.
Organizational Structure.
Institutionalization Issues.
Maturity Level 2 Procedures versus Maturity Level 3 Defined Practices.
Defined, But Not Quantified or Optimized.
Defined, But Not Quantified or Optimized.
Maturity Level Concerns.
Maturity Level 3 Is Enough!
Level Fever.
Skipping Maturity Levels.
Ignoring Process Areas.
Implementing Practices Out of Maturity Level Sequence.
Level Fever.
Skipping Maturity Levels.
Ignoring Process Areas.
Implementing Practices Out of Maturity Level Sequence.
6. Using the People CMM.
Uses of the People CMM.
The IDEAL Life Cycle Model for Improvement.
People CMM as a Guide for Improvement.
People CMM as a Basis for Assessments.
Implementing a People CMM-Based Improvement Program.
The IDEAL Life Cycle Model for Improvement.
People CMM as a Guide for Improvement.
People CMM as a Basis for Assessments.
People CMM-Based Assessment Method.
Joint Assessments.
Questionnaire-Based Assessments.
Gap Analyses.
Joint Assessments.
Questionnaire-Based Assessments.
Gap Analyses.
Implementing a People CMM-Based Improvement Program.
Planning and Executing an Improvement Project.
Implementing Maturity-Based Improvement Programs.
Implementing Maturity-Based Improvement Programs.
7. Experience with the People CMM.
Adoption of the People CMM.
Benefits.
Case Studies.
Conclusion.
Benefits.
Case Studies.
Boeing Business Resources Support.
Novo Nordisk IT A/S.
Lockheed Martin Mission Systems.
Tata Consulting Services.
Novo Nordisk IT A/S.
Lockheed Martin Mission Systems.
Tata Consulting Services.
Conclusion.
II. 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.
Communication and Coordination.
Work Environment.
Performance Management.
Training and Development.
Compensation.
The Defined Level: Maturity Level 3.
Competency Analysis.
Workforce Pl
Workforce Pl
Introducing the P-CMM SM: a complete quality model for the 'human side' of software development.
- A clear, consistent framework for attracting, motivating, organizing, and retaining technical talent.
- Practical techniques for assessing and improving workforce practices.
- Communication, performance management, compensation, career development, knowledge analysis, mentoring, team building, continuous innovation, and much more.
Date de parution : 10-2001
Ouvrage de 586 p.
16.5x24 cm
Thèmes de The people capability maturity model : guidelines for... :
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