People Capability Maturity Model Research Articles

The People Capability Maturity Model

The People Capability Maturity Model® (People CMM®) advocates a staged approach to organizational change. Developed by the Carnegie Mellon University Software Engineering Institute, this model seeks to bring discipline to the people side of management by promoting a structured, repeatable, and predictable approach for improving an organization's workforce-related processes. A system of best practice processes, and associated practices, holds potential for changing an organization's culture from that of an “ad-hoc”racy to one pursuing workforce excellence. This article introduces Human Performance Technology professionals to the model, its approach, and its potential to improve workforce performance.

People Capability Maturity Model and Human Resource Management Systems: Do they benefit each other?

In this research, the degree of support of Human Resource Management System (HRMS) Suite of Oracle Applications ERP System for People Capability Maturity Model (P-CMM) is examined. The analysis is carried out through key practices of each key process area in P-CMM Levels. Each key process area (KPA) in second and third levels is mapped to the functionality provided by the HRMS. While the degree of support for Level 3 is not significantly different from the one provided for Level 2, the degree of support for each key process area in two levels shows considerable variation. The results of the analysis for the key process areas in second and third levels show that, despite some lack of functionalities in some of the key process areas, the HRMS provides utilities and functionalities that will facilitate and support the performance of most of the key process areas in second and third levels. However, the support for fundamental team processes is relatively limited and there is an opportunity for these systems to extend their functionalities towards these processes.

Review of "The people capability maturity model

Review of "The people capability maturity model

Cognizant enterprise maturity model (CEMM)

Presents the cognizant enterprise maturity model (CEMM). The model provides tripartite usage of calibration, capability assessment and maturity advancement. The entry point is an organizational and departmental profiler that provides relevance measures based on fuzzy multicriteria group decision-making capabilities to key maturity areas (KMAs) identified for the five-level maturity model. These relevance measures allow organizations to weigh and score the KMAs and to nurture the model based on their own experience and on industry experience. Each KMA comes with a set of goals and abilities. CEMM relies on four criteria: (1) cognizant environments, (2) knowledge utilization and leverage, (3) the SEI's software CMM (capability maturity model) and people CMM, and (4) an adaptive enterprise, and it distinguishes between information and knowledge management (KM).

Process improvement frameworks - a small case study with People Capability Maturity Model

People Capability Maturity Model is defined as a framework for formalizing human oriented development activity into a readily applicable set of principles and practices. Earlier experience suggests that this approach is one key tool of managing an organizations’ total performance. Using a survey instrument this framework was investigated further. A small scale trial for adopting and testing the model in a real expert organization was performed. A theoretical background for using the simplified approach in the case study is presented. The case study addresses the following questions: (i) how the framework can be applied in developing organizations’ human assets in general; and (ii) how to develop a simplified approach for concurrent use with other process improvement and strategic planning actions with limited resources available. The findings support in general the claim that the use of a systematic P-CMM based approach together with other frameworks can improve organizational performance. However, more research is needed on how to interpret and adopt the development activities into an operative environment for a simplified approach with appropriate R&D resource management. Also more research work and case studies for calibrating the quantitative and qualitative P-CMM framework metrics in the particular case, at national and international level, are needed. © 1997 John Wiley & Sons Ltd

Developing organizational competence

In 1995 the Software Engineering Institute released the People Capability Maturity Model to help software organizations focus on improving the capability of their workforces. The People CMM complements the CMM and helps organizations incorporate workforce improvements into their ongoing improvement programs. Maturity in the People CMM represents an organization's ability to improve the knowledge and skills of its workforce and align performance with the organization's business objectives.

2.2.3 PEOPLE CAPABILITY MATURITY MODEL (P‐ CMM): INCORPORATING HUMAN RESOURCES INTO PROCESS IMPROVEMENT PROGRAMS

AbstractThe People Capability Maturity Model (P‐ CMM) is an adaptation of the Capability Maturity Model SM for Software (CMM SM) focused on developing the organization's talent. The motivation for the P‐ CMM is to radically improve the ability of software organizations to attract, develop, motivate, organize, and retain the talent needed to steadily improve software development capability. Although being initially developed with a focus on software and information systems development, the principles and many practices of the P‐ CMM apply equally to systems engineering. There is thus on the horizon a family of capability maturity models to help organizations improve their development capability: the CMM for Software, the Systems Engineering CMM (SE‐CMM), and the P‐CMM.