The People CMM: A Framework for Human Capital Management (2nd Edition) [Hardcover]

Bill Curtis (Author), William E. Hefley (Author), Sally A. Miller (Author)

Book Description

Publication Date: July 27, 2009 | ISBN-10: 032155390X | ISBN-13: 978-0321553904 | Edition: 2

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.

Editorial Reviews

From the Back Cover

Attracting and retaining talented people is the key to any organization's success. Every organization needs to continually improve its ability to attract, develop, motivate, organize, and retain the workforce needed to accomplish its strategic business objectives. The People Capability Maturity Model® (People CMM®) is a framework for successfully addressing strategic workforce issues. This framework, as documented in this authoritative book, is a guide to help organizations achieve the following:

• Establish an integrated system of workforce practices that is aligned with current and future business objectives
• Characterize the maturity of workforce practices
• Guide a program of continuous workforce development
• Set priorities for improvement actions
• Integrate workforce development with process improvement
• Become an employer of choice

After describing the rationale and evolution of the People CMM, the book details the model, which describes practices for the following:

• Improving individual capability
• Developing effective work groups and organizational culture
• Motivating, managing, and quantifying performance
• Shaping the workforce to meet current and future organizational needs

Case studies provide proof that implementation of the People CMM leads to effective, repeatable, and lasting success in developing a workforce that is able to effectively execute an organization's business.

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--This text refers to an out of print or unavailable edition of this title.

About 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.

See all Editorial Reviews

Product Details

• Hardcover: 696 pages
• Publisher: Addison-Wesley Professional; 2 edition (July 27, 2009)
• Language: English
• ISBN-10: 032155390X
• ISBN-13: 978-0321553904
• Product Dimensions: 9.2 x 7.5 x 1.2 inches
• Shipping Weight: 2 pounds (View shipping rates and policies)
• Average Customer Review: 4.4 out of 5 stars  See all reviews (5 customer reviews)
• Amazon Best Sellers Rank: #196,437 in Books (See Top 100 in Books)

Customer Reviews

Most Helpful Customer Reviews

46 of 46 people found the following review helpful:

5.0 out of 5 stars People was the missing part of the SEI's models, no longer, January 6, 2002

By 

Carlos M Mendez Acevedo (Mexico, D.F Mexico) - See all my reviews

This review is from: The People Capability Maturity Model®: Guidelines for Improving the Workforce (Hardcover)

The software development is an activity that involves both social and engineering aspects, addressing the problem with this in mind, in an holistic way will deliver much better results that doing it partially. The People CMM address the human side of software development and completes the engineering side that at the three levels, Organization, Team, and Individual are covered by SW-CMM, TSP and PSP.
The book is divided in three parts, the first one gives the reader a clear understanding not just of the model but the principles that define it. Also very valuable are the briefs of the case studies and specially the first chapter "The Process Maturity Framework" is very helpful to understand the basics of all the CMM's.
The second Part describes the practices that are part the People CMM in a very detailed way, these practices are not any thing new , the real value of the model is defining a framework in which these practices really will deliver sustainable results, thus we may say the whole is larger than the simple sum of the parts, finally the third part, the Appendices, provides a lot of information to support the practioneer.
Definitively this book is for any body involved in a software process improvement programs that wishes to obtain better and lasting results.

9 of 10 people found the following review helpful:

5.0 out of 5 stars Hope this finally catches on, March 26, 2002

By 

Linda Zarate "IT Ops Consultant" (Azusa, CA United States) - See all my reviews

This review is from: The People Capability Maturity Model®: Guidelines for Improving the Workforce (Hardcover)

In the seven years since the 1995 release of the P-CMM, version 1 I've not encountered any sincere effort by any US client to implement the process. My personal theory is that the P-CMM was little known outside of the software engineering community, especially the DoD-related community, when it should have received wider dissemination to human resources and higher-level management. This book from a mainstream publisher should change that. With respect to the model itself, the previous reviewer has done a remarkable job of describing the model and how this book supports it. I have a few additional notes to add:
(1) This book is about version 2, which corrects some flaws in the first version which had team building at level 4. In the version, 2, described in this book team building has been placed at level 3.
(2) Another change from version 1 to version 2 is the alignment of the P-CMM to the CMMI, especially with respect to integrated product and process development.
(3) Version 2 adds institutionalization goals to each process area.

If you have previous experience with the older versions of P-CMM, or CMM-SW, or the newer approaches as set forth in later versions and CMMI, you'll note that there are two implementation models: staged and continuous. The staged approach is the only supported implementation for P-CMM version 2.

The book goes into extraordinary detail about the P-CMM and how to implement it. You can easily use this book as a roadmap to achieving levels 2 through 5 of the P-CMM, or as a resource for improving the people part of the people-process-technology triad that defines IT. As such you need not have certification as a goal to gain value from this book. If you do decide to pursue certification at level 2 or higher, however, I strongly recommend that you also get a copy of Kim Caputo's 'CMM Implementation Guide'. That book, while focused on implementing the CMM-SW, contains sage advice and a sound approach to dealing with the real problems that you'll encounter: organizational inertia and resistance, training and implementation issues and obtaining they key ingredient - commitment to perform.

3 of 4 people found the following review helpful:

5.0 out of 5 stars Proviides a roadmap to technical workforce management, July 28, 2002

By 

Mike Tarrani "www.tarrani.com" (Deltona, FL USA) - See all my reviews
(COMMUNITY FORUM 04)    (REAL NAME)   

This review is from: The People Capability Maturity Model®: Guidelines for Improving the Workforce (Hardcover)

I've been a strong, but frustrated, proponent of the P-CMM since its inception. This book goes well beyond the original SEI documentation by thoroughly describing the rationale behind the CMM and making a strong business case with respect to the tangible and intangible benefits that accrue from implementing it.

This book contains something for managers, particularly upper management who needs to not only endorse the P-CMM, but also need to commit to it and sponsor it in order to make it happen. The chapters of the book that apply to them are:
1 -The Process Maturity Framework, portions of 5 - Interpreting the People CMM (Organizational Factors, and commitment and Ability to Perform), and 7 - Experience with the People CMM).

For technical line managers the entire book will be relevant because it covers the reasons, structure and key process areas in great detail. In addition, once a P-CMM initiative is given the go ahead, the implementation team and all primary stakeholders will also benefit from large portions of the book because it also covers implementation issues and an approach in detail.

Overall, this book presents a maturity framework that contains goals for any organization that understands the relationship between the morale and management of a technical workforce and the resulting impact on the business bottom line. I'll go so far as to state that if this book is followed and a successful implementation of the P-CMM results, attaining the corresponding level of the SW-CMM will be relatively effortless.