People Capability Maturity Model A Framework for Human Capital Management 3rd Edition by Bill Curtis,Sally Miller,Bill Hefley 9780321659774 0321659775
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ISBN 10:0321659775
ISBN 13:9780321659774
Author:Bill Curtis,Sally Miller,Bill Hefley
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.
People Capability Maturity Model A Framework for Human Capital Management 3rd Table of contents:
PART ONE: THE PEOPLE CAPABILITY MATURITY MODEL OVERVIEW: BACKGROUND, CONCEPTS, STRUCTURE, AND USAGE
1 THE PROCESS MATURITY FRAMEWORK
1.1 Organizational Maturity
1.2 What Is the People CMM?
1.3 Factors Driving the Demand for the People CMM
1.4 What Is the Process Maturity Framework?
1.5 Why Did the People CMM Emerge in the Software Industry?
1.6 How Is the People CMM Being Applied?
2 INCREASING ORGANIZATIONAL CAPABILITY THROUGH THE PEOPLE CMM
2.1 Maturity Levels in the People CMM
2.2 Behavioral Characteristics of Maturity Levels
3 PEOPLE CMM PROCESS AREAS
3.1 Process Area
3.2 The Process Areas of the People CMM
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
4.6 Required, Expected, and Informative Components
5 RELATIONSHIPS AMONG PROCESS AREAS
5.1 A System of Related Practices
5.2 Process Area Threads in the People CMM
6 INTERPRETING THE PEOPLE CMM
6.1 Interpreting the Practices
6.2 Organizational Roles and Structure
6.3 Implementation Issues
6.4 Institutionalization Issues
6.5 Maturity Level Concerns
6.6 Applying Professional Judgment
7 USING THE PEOPLE CMM
7.1 Uses of the People CMM
7.2 Approaches Taken in Applying the People CMM
7.3 The IDEAL Life Cycle Model for Improvement
7.4 The People CMM as a Guide for Improving Workforce Practices
7.5 The People CMM as a Basis for Understanding Organizational Workforce Capability
7.6 Implementing a People CMM-Based Improvement Program
8 USING SCAMPI WITH PEOPLE CMM
8.1 SCAMPI with People CMM Appraisal Method
8.2 SCAMPI with People CMM—Class A Appraisals
8.3 SCAMPI with People CMM—Class B Appraisals
8.4 SCAMPI with People CMM—Class C Appraisals
8.5 Multimodel Appraisals
9 EXPERIENCE WITH THE PEOPLE CMM
9.1 Adoption of the People CMM
9.2 Benefits of People CMM Adoption
9.3 Benefits Vary by Maturity Level Achieved
10 CASE STUDIES IN APPLYING THE PEOPLE CMM
10.1 Overview of the Case Studies
10.2 Boeing
10.3 Pfizer Worldwide Technology
10.4 Intel Information Technology
10.5 Ericsson
10.6 Accenture
10.7 Club Mahindra
10.8 HCLT BPO
10.9 Tata Consultancy Services
10.10 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
THE PREDICTABLE LEVEL: MATURITY LEVEL 4
Competency Integration
Empowered Workgroups
Competency-Based Assets
Quantitative Performance Management
Organizational Capability Management
Mentoring
THE OPTIMIZING LEVEL: MATURITY LEVEL 5
Continuous Capability Improvement
Organizational Performance Alignment
Continuous Workforce Innovation
PART THREE — APPENDICES
A: REFERENCES
B: ACRONYMS
C: GLOSSARY OF TERMS
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