Introduction and Context Architecture of Version 2 Level 2 — Managed Level 3 — Defined Level 4 — Predictable Level 5 — Optimizing

Since 1995, The Introduction to the People Capability Maturity Model Course has been delivered to over 900 individuals in eight different countries.

First People CMM Assessment conducted in March 1996.

There are fifteen SEI-Authorized People CMM Lead Assessors.

Over 100 Individuals have applied to become SEI Authorized People CMM Lead Assessors.

1. Team focus comes too late (i.e., Level 4)2. Not linked closely enough to process roots3. Need protection against burnout at Level 24. Strengthen support for cross-functional

work5. Level 4 capabilities poorly specified6. Some practices cluster more appropriatelywith a different KPA, others are missing7. Strengthen model as a system of practices

Mission:To enhance the readiness of software

and information systems organizations to undertake increasingly complex applications by helping them attract, grow, motivate, deploy, and retain the talent needed to improve their software development capability.

People CMM Team:◦ Bill Curtis - Principle architect◦ Bill Hefley - P-CMM Product Manager◦ Sally Miller - SEI P-CMM Project Manager◦ Mike Konrad - SEI CMMs Project Manager

A conceptual model based on state-of-the-art workforce practices to help organizations.

Develop workforce required to execute business strategy

Characterize maturity of workforce practices Set priorities for improving workforce capability Integrate improvements in process and workforce Become an employer of choice

Staff not loyal to the organization Workforce practices applied without

analysis of impact. Managers expect HR department to perform

workforce practices Little preparation for managing people Workforce practices considered overhead,

performed hastily

Units know and manage their skill needs Managers repeat successful practices

regularly Unit managers take responsibility for

performing basic practices Staffing and performance objectives based

on planned commitments Executives commit organization to

workforce development

Organizational culture emerges from competence models

Involvement optimizes impact of competencies on performance

Workforce practices encourage competency growth.

Workforce planning develops competencies needed by business.

Organization identifies workforce competencies required by work

Workforce capability + process capability predicts performance.

Capability and workforce practices managed quantitatively.

Workgroups own performance and some workforce activities.

Competency-based processes integrated across disciplines.

Competency enables experience to be transformed into assets.

Continuous improvement of workforce practices and activities.

Performance aligned across the organization

Individuals and workgroups continuously improve capability.