PREFACE
The Need for an Agile Workforce
People Capability Maturity Model Framework
Structure of This Book
The Content of the People CMM
Audience
Feedback Information
ACKNOWLEDGMENTS
PART ONE -- THE PEOPLE CAPABILITY MATURITY MODEL:BACKGROUND, CONCEPTS, STRUCTURE, AND USAGE
1 THE PROCESS MATURITY FRAMEWORK
1.1 What Is the People CMM?
1.2 Why Do We Need a People CMM?
1.3 What Is the Process Maturity Framework?
1.4 How Did the Process Maturity Framework Spread?
1.5 Why Did the People CMM Emerge in the Software Industry?
2 OVERVIEW OF THE PEOPLE CMM
2.1 Organizational Maturity
2.2 Maturity Levels in the People CMM
2.3 Behavioral Characteristics of Maturity Levels
2.3.1 The Initial Level: Maturity Level 1
2.3.2 The Managed Level: Maturity Level 2
2.3.3 The Defined Level: Maturity Level 3
2.3.4 The Predictable Level: Maturity Level 4
2.3.5 The Optimizing Level: Maturity Level 5
3 PEOPLE CMM PROCESS AREAS
3.1 Process Area
3.2 The Process Areas of the People CMM
3.2.1 The Initial Level: Maturity Level 1
3.2.2 The Managed Level: Maturity Level 2
3.2.3 The Defined Level: Maturity Level 3
3.2.4 The Predictable Level: Maturity Level 4
3.2.5 The Optimizing Level: Maturity Level 5
3.3 Process Area Threads in the People CMM
3.3.1 Developing Individual Capability
3.3.2 Building Workgroups and Culture
3.3.3 Motivating and Managing Performance
3.3.4 Shaping the Workforce
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
4.5.1 Implementation Practices
4.5.2 Institutionalization Practices
4.5.3 Practice Statements
4.6 Required, Expected, and Informative Components
5 INTERPRETING THE PEOPLE CMM
5.1 Applying Professional Judgment
5.1.1 Organizational Factors
5.1.2 Goodness of Workforce Practices
5.2 Interpreting the Practices
5.2.1 Commitment to Perform
5.2.2 Ability to Perform
5.2.3 Practices Performed
5.2.4 Measurement and Analysis
5.2.5 Verifying Implementation
5.3 Organizational Roles and Structure
5.3.1 Organizational Roles
5.3.2 Organizational Structure
5.4 Institutionalization Issues
5.4.1 Maturity Level 2 Procedures versus Maturity Level 3 Defined Practices
5.4.2 Defined, But Not Quantified or Optimized
5.5 Maturity Level Concerns
5.5.1 Maturity Level 3 Is Enough!
5.5.2 Level Fever
5.5.3 Skipping Maturity Levels
5.5.4 Ignoring Process Areas
5.5.5 Implementing Practices Out of Maturity Level Sequence
6 USING THE PEOPLE CMM
6.1 Uses of the People CMM
6.2 The IDEAL Life Cycle Model for Improvement
6.3 People CMM as a Guide for Improvement
6.4 People CMM as a Basis for Assessments
6.4.1 People CMM-Based Assessment Method
6.4.2 Joint Assessments
6.4.3 Questionnaire-Based Assessments
6.4.4 Gap Analyses
6.5 Implementing a People CMM-Based Improvement Program
6.5.1 Planning and Executing an Improvement Project
6.5.2 Implementing Maturity-Based Improvement Programs
7 EXPERIENCE WITH THE PEOPLE CMM
7.1 Adoption of the People CMM
7.2 Benefits
7.3 Case Studies
7.3.1 Boeing Business Resources Support
7.3.2 Novo Nordisk IT NS
7.3.3 Lockheed Martin Mission Systems
7.3.4 Tata Consulting Services
7.4 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
D PRACTICE-TO-GOAL MAPPINGS FOR PEOPLE CMM PROCESS AREAS
INDEX
第I部分 個體能力成熟度模型：背景. 概念. 結構和用途
第1章 過程成熟度框架
1. 1 什么是個體CMM
1. 2 為什么需要個體CMM
1. 3 什么是過程成熟度框架
1. 4 過程成熟度框架是如何傳播開來的
1. 5 個體CMM為什么會在軟件業(yè)界出現(xiàn)
第2章 個體CMM概述
2. 1 企業(yè)的成熟度
2. 2 個體CMM中的成熟度級別
2. 3 成熟度級別中的行為特性
第3章 個體CMM的過程域
3. 1 過程域
3. 2個體CMM中的過程域
3. 3 個體CMM中的過程域線索
第4章 個體CMM模型的構架
4. 1 個體CMM結構中的組成部件
4. 2 成熟度級別
4. 3 過程域
4. 4 目標
4. 5 實踐
4. 6 必需的. 期望的和可提供信息的組成部件
第5章 對個體CMM的解釋
5. 1 運用專業(yè)性的判斷
5. 2對各種實踐的解釋
5. 3 組織的角色和結構
5. 4 有關制度化的問題
5. 5 成熟度級別方面的考慮
第6章 個體CMM的使用
6. 1個體CMM的用途
6. 2 用于改進的IDEAL生命周期模型
6. 3 作為改進指南的個體CMM
6. 4 作為評估基礎的個體CMM
6. 5 實現(xiàn)基于個體CMM的改進計劃
第7章 個體CMM的應用案例
7. 1 采用個體CMM
7. 2 益處
7. 3 案例研究
7. 4 小結
第II部分 個體能力成熟度模型的過程域
已管理級：第二級成熟度
人員配備
溝通和協(xié)調
工作環(huán)境
績效管理
培訓和發(fā)展
補償
已定義級：第三級成熟度
能力分析
個體計劃
能力的培養(yǎng)
職業(yè)發(fā)展
基于能力的實踐
工作組的發(fā)展
參與性的文化
可預測級, 第四級成熱度
能力綜合
能力增強的工作組
基于能力的資產
定量的績效管理
組織范圍內的能力管理
培訓
優(yōu)化級：第五級成熟度
連續(xù)的能力改進
組織性的績效調節(jié)
持續(xù)的人才隊伍更新
第III部分 附錄
附錄A 參考文獻
附錄B 縮略語
附錄C 術語表
附錄D 個體CMM過程域的實踐-目標映射表
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