PCMM(PeopleCapability Maturity Model)官方版本.doc

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1、Pittsburgh, PA 15213-3890 People Capability Maturity Model (P.CMM) Version 2.0 CMU/SEI-2001-MM-01 Bill Curtis TeraQuest Metrics, Inc. William E. Hefley Q-Labs Sally A. Miller Software Engineering Institute July 2001 Unlimited distribution subject to the copyright. This report was prepared for the SE

2、I Joint Program Office HQ ESC/DIB 5 Eglin Street Hanscom AFB, MA 01731-2116 The ideas and findings in this report should not be construed as an official DoD position. It is published in the interest of scientific and technical information exchange. FOR THE COMMANDER Norton L. Compton, Lt Col., USAF

3、SEI Joint Program Office This work is sponsored by the U.S. Department of Defense. The Software Engineering Institute is a federally funded research and development center sponsored by the U.S. Department of Defense. Copyright 2001 by Carnegie Mellon University. NO WARRANTY THIS CARNEGIE MELLON UNIV

4、ERSITY AND SOFTWARE ENGINEERING INSTITUTE MATERIAL IS FURNISHED ON AN .AS-IS. BASIS. CARNEGIE MELLON UNIVERSITY MAKES NO WARRANTIES OF ANY KIND, EITHER EXPRESSED OR IMPLIED, AS TO ANY MATTER INCLUDING, BUT NOT LIMITED TO, WARRANTY OF FITNESS FOR PURPOSE OR MERCHANTABILITY, EXCLUSIVITY, OR RESULTS OB

5、TAINED FROM USE OF THE MATERIAL. CARNEGIE MELLON UNIVERSITY DOES NOT MAKE ANY WARRANTY OF ANY KIND WITH RESPECT TO FREEDOM FROM PATENT, TRADEMARK, OR COPYRIGHT INFRINGEMENT. Use of any trademarks in this report is not intended in any way to infringe on the rights of the trademark holder. Internal us

6、e. Permission to reproduce this document and to prepare derivative works from this document for internal use is granted, provided the copyright and .No Warranty. statements are included with all reproductions and derivative works. External use. Requests for permission to reproduce this document or p

7、repare derivative works of this document for external and commercial use should be addressed to the SEI Licensing Agent. This work was created in the performance of Federal Government Contract Number F19628-00-C-0003with Carnegie Mellon University for the operation of the Software Engineering Instit

8、ute, a federally funded research and development center. The Government of the United States has a royalty-free government-purpose license to use, duplicate, or disclose the work, in whole or in part and in any manner, and to have or permit others to do so, for government purposes pursuant to the co

9、pyright license under the clause at 52.227-7013. The following service marks and registered trademarks are used in this document: Capability Maturity Model. CMM IntegrationSM CMM. CMMISM IDEALSM Capability Maturity Model and CMM are registered trademarks in the U.S. Patent and Trademark Office. CMM

10、Integration, CMMI and IDEAL are service marks of Carnegie Mellon University. EFQM is a registered trademark of the European Foundation for Quality Management. EVA is a registered trademark of Stern Stewart & Company. Table of Contents Preface v The Need for an Agile Workforce v People Capability Mat

11、urity Model Framework vi Structure of This Document vi The Content of the People CMM vii Audience ix Feedback Information x Acknowledgements xi Leadership in Process Improvement xi Sponsorship xi Reviewers xii Implementers xiii Part One - The People Capability Maturity Model: Background, Concepts, S

12、tructure, and Usage 1 The Process Maturity Framework 3 1.1 What Is the People CMM? 3 1.2 Why Do We Need a People CMM? 5 1.3 What Is the Process Maturity Framework? 8 1.4 How Did the Process Maturity Framework Spread? 11 1.5 Why Did the People CMM Emerge in the Software Industry? 12 2 Overview of the

13、 People CMM 15 2.1 Organizational Maturity 15 2.2 Maturity Levels in the People CMM 16 2.3 Behavioral Characteristics of Maturity Levels 18 2.3.1 The Initial Level . Maturity Level 1 18 2.3.2 The Managed Level . Maturity Level 2 21 2.3.3 The Defined Level . Maturity Level 3 23 2.3.4 The Predictable

14、Level . Maturity Level 4 26 2.3.5 The Optimizing Level . Maturity Level 5 27 People Capability Maturity Model . Version 2 i 3 People CMM Process Areas 29 3.1 Process Area 29 3.2 The Process Areas of the People CMM 30 3.2.1 The Initial Level . Maturity Level 1 30 3.2.2 The Managed Level . Maturity Le

15、vel 2 31 3.2.3 The Defined Level . Maturity Level 3 34 3.2.4 The Predictable Level . Maturity Level 4 37 3.2.5 The Optimizing Level . Maturity Level 5 40 3.3 Process Area Threads in the People CMM 42 3.3.1 Developing Individual Capabilities 42 3.3.2 Building Workgroups and Culture 44 3.3.3 Motivatin

16、g and Managing Performance 45 3.3.4 Shaping the Workforce 46 4 The Architecture of the People CMM 47 4.1 Structural Components of the People CMM 47 4.2 Maturity Levels 48 4.3 Process Areas 49 4.4 Goals 50 4.5 Practices 52 4.5.1 Implementation Practices 53 4.5.2 Institutionalization Practices 54 4.5.

17、3 Practice Statements 55 4.6 Required, Expected, and Informative Components 58 5 Interpreting the People CMM 61 5.1 Applying Professional Judgement 61 5.1.1 Organizational Factors 61 5.1.2 Goodness of Workforce Practices 62 5.2 Interpreting the Practices 63 5.2.1 Commitment to Perform 64 5.2.2 Abili

18、ty to Perform 65 5.2.3 Practices Performed 67 5.2.4 Measurement and Analysis 68 5.2.5 Verifying Implementation 70 5.3 Organizational Roles and Structure 70 5.3.1 Organizational Roles 71 5.3.2 Organizational Structure 74 ii People Capability Maturity Model . Version 2 5.4 Institutionalization Issues

19、76 5.4.1 Maturity Level 2 Procedures versus Maturity Level 3 Defined Practices 76 5.4.2 Defined, But Not Quantified or Optimized 77 5.5 Maturity Level Concerns 77 5.5.1 Maturity Level 3 Is Enough! 77 5.5.2 Level Fever 78 5.5.3 Skipping Maturity Levels 79 5.5.4 Ignoring Process Areas 80 5.5.5 Impleme

20、nting Practices Out of Maturity Level Sequence 81 6 Using the People CMM 83 6.1 Uses of the People CMM 83 6.2 The IDEALSM Life Cycle Model for Improvement 84 6.3 People CMM as a Guide for Improvement 86 6.4 People CMM as a Basis for Assessments 89 6.4.1 People CMM-Based Assessment Method 92 6.4.2 Jo

21、int Assessments 96 6.4.3 Questionnaire-Based Assessments 96 6.4.4 Gap Analysis 97 6.5 Implementing a People CMM-Based Improvement Program 99 6.5.1 Planning and Executing an Improvement Project 99 6.5.2 Integrating Maturity-Based Improvement Programs 102 Part Two . Process Areas of the People Capabil

22、ity Maturity Model Process Areas for Maturity Level 2: Managed 107 Staffing 109 Communication and Coordination 141 Work Environment 161 Performance Management 179 Training and Development 207 Compensation 225 People Capability Maturity Model . Version 2 iii Process Areas for Maturity Level 3: Define

23、d 243 Competency Analysis 245 Workforce Planning 267 Competency Development 291 Career Development 307 Competency-Based Practices 327 Workgroup Development 347 Participatory Culture 379 Process Areas for Maturity Level 4: Predictable 401 Competency Integration 403 Empowered Workgroups 423 Competency

24、-Based Assets 447 Quantitative Performance Management 471 Organizational Capability Management 493 Mentoring 525 Process Areas for Maturity Level 5: Optimizing 549 Continuous Capability Improvement 551 Organizational Performance Alignment 583 Continuous Workforce Innovation 603 Part Three . Appendic

25、es Appendix A: References 631 Appendix B: Acronyms 641 Appendix C: Glossary 645 Appendix D: Practice-to-Goal Mappings for People CMM Process Areas 665 Appendix E: Change History 715 iv People Capability Maturity Model . Version 2 Preface The Need for an Agile Workforce Organizations are now competin

26、g in two markets, one for their products and services and one for the talent required to produce or perform them. An organization.s success in its business markets is determined by its success in the talent market. At the very time that business mar-kets are expanding, talent markets seem to be shri

27、nking. As the knowledge required to build products and deliver services increases, the retention of experienced employees becomes critical to improving productivity and time to market. In areas such as software development and nursing, the shortage of talent is so great that companies are beginning

28、to offer incentives that were once only available to executives or professional athletes. In every domain of busi-ness, executives know that their ability to compete is directly related to their ability to attract, develop, motivate, organize, and retain talented people. Yet the people-related chall

29、enges of the business stretch far beyond recruiting and retention. Competing for talent and recruiting the best is not enough, and focusing just on winning the .talent wars. can be damaging to the organization Pfeffer 01. As agility in responding to continual change in technological and business con

30、ditions has become critical to success, or-ganizations must strive to create learning environments capable of rapidly adjusting to the changes engulfing them. A critical component of agility is a workforce with the knowledge and skills to make rapid adjustments and the willingness to acquire new com

31、petencies. In fact, an agile workforce may reduce some of the stress currently being experienced as a talent shortage. Organizations have attempted to apply many different techniques in their efforts to move to-wards strategic human capital management. They combine downsizing with restructuring, app

32、ly reengineering or process improvement, improve information sharing, clearly commu-nicate the organization.s mission, institute employee involvement programs, establish formal complaint resolution procedures, institute gain-sharing or other incentive plans, emphasize the importance of training the

33、workforce, formalize performance management and feedback processes, perform job or work analysis and design, support job rotation, begin to establish People Capability Maturity Model . Version 2 Copyright 2001 by Carnegie Mellon University v Preface team-based work designs, retrain employees to meet

34、 changing demands, provide flexible work arrangements, address diversity issues, conduct formal mentoring programs, and align business and human resources strategies Mirvis 97, Becker 98, Becker 96. What many or-ganizations lack is a framework for implementing these advanced practices. People Capabi

35、lity Maturity Model Framework The People Capability Maturity Model (People CMM) is a tool that helps you successfully address the critical people issues in your organization. The People CMM employs the process maturity framework of the highly successful Capability Maturity Model for Software (SW-CMM

36、) Paulk 95 as a foundation for a model of best practices for managing and develop-ing an organization.s workforce. The Software CMM has been used by software organiza-tions around the world for guiding dramatic improvements in their ability to improve produc-tivity and quality, reduce costs and time

37、 to market, and increase customer satisfaction. Based on the best current practices in fields such as human resources, knowledge management, and organizational development, the People CMM guides organizations in improving their proc-esses for managing and developing their workforce. The People CMM h

38、elps organizations characterize the maturity of their workforce practices, establish a program of continuous workforce development, set priorities for improvement actions, integrate workforce devel-opment with process improvement, and establish a culture of excellence. Since its release in 1995, tho

39、usands of copies of the People CMM have been distributed, and it is used world-wide by organizations, small and large, such as IBM, Boeing, BAESystems, Tata Consul-tancy Services, Ericsson, Lockheed Martin and QAI (India) Ltd. The People CMM consists of five maturity levels that establish successive

40、 foundations for continuously improving individual competencies, developing effective teams, motivating im-proved performance, and shaping the workforce the organization needs to accomplish its fu-ture business plans. Each maturity level is a well-defined evolutionary plateau that institu-tionalizes

41、 new capabilities for developing the organization.s workforce. By following the maturity framework, an organization can avoid introducing workforce practices that its em-ployees are unprepared to implement effectively. Structure of This Document This document describes the People CMM, the key practi

42、ces that constitute each of its matur-ity levels, and information on how to apply it in guiding organizational improvements. It de-scribes an organization.s capability for developing its workforce at each maturity level. It describes how the People CMM can be applied as a standard for assessing work

43、force prac-vi People Capability Maturity Model . Version 2 Preface tices and as a guide in planning and implementing improvement activities. This document provides guidance on how to interpret its practices. It also presents case studies of organiza-tions that have used the People CMM. The first par

44、t of the document describes the rationale and evolution of the People CMM, the concepts of process maturity, the structure of the model, how to interpret the model.s prac-tices, and case studies of results. The second part of the document contains the key practices of the People CMM. the individual,

45、 managerial, and organizational practices that contribute to maturing workforce capability. These practices describe an evolutionary improvement path from ad hoc, inconsistently performed practices, to a mature, disciplined development of workforce competencies, just as the CMM for Software describe

46、s an evolutionary improve-ment path for the software processes within an organization. The third and final part of this document contains the appendices. Each of these parts of the document is described in the following paragraphs. The Content of the People CMM Part One of the People CMM consists of six chapters: . Chapter 1: The Process Maturity Framework chapter offers a broad view of the model, describes how the People CMM establishes an integrated system of workforce practices that matures through increasing alignment with the organization.s business objectives, per