3
Dear Shiela,
PCMM is People's Capability Maturity Model and not a Measuring Model.
I hope the below-given article is useful to you.
PCMM Model for a Layman and its Application
Introduction
Some argue that the CMM focuses too heavily on process or technology, rather than people. Furthermore, mature organizations indicated that their progression to this state required significant changes in managing people. Their continuing improvement in organizational capability required addressing issues regarding their people assets and human resources management. The P-CMM is an adaptation of CMM concepts focused on developing the organization's human capabilities, especially the talent in software and information systems development. 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.
The strategic objectives pursued in the P-CMM are to:
- Improve the capability of software organizations by increasing the capability of their staff
- Ensure that software development capability is an attribute of the organization rather than of a few individuals
- Align the motivation of the staff with those of the organization
- Retain assets (i.e., people with extensive skills and capabilities) within the organization
The P-CMM includes practices in the areas of:
- Staffing (includes recruiting, selection, and planning)
- Managing performance
- Training
- Compensation
- Work environment
- Career development
- Organizational and individual competence
- Mentoring and coaching
- Team and culture development
Need for the People Capability Maturity Model
In order to improve their performance, organizations must focus on three interrelated components: people, process, and technology. With the help of the Capability Maturity Model for Software, many software organizations have made cost-effective, lasting improvements in their software processes and practices [Herbsleb94]. Yet many of these organizations have discovered that their continued improvement requires significant changes in the way they manage, develop, and use their people for developing and maintaining software and information systems - changes that are not fully accounted for in the CMM. To date, improvement programs for software organizations have often emphasized process or technology, not people.
The P-CMM is a maturity framework patterned after the structure of the CMM that focuses on continuously improving the management and development of the human assets of a software or information systems organization. The P-CMM provides guidance on how to continuously improve the ability of software organizations to attract, develop, motivate, organize, and retain the talent needed to steadily improve their software development capability. The strategic objectives of the P-CMM are to:
- Improve the capability of software organizations by increasing the capability of their workforce
- Ensure that software development capability is an attribute of the organization rather than of a few individuals
- Align the motivation of individuals with that of the organization
- Retain human assets (i.e., people with critical knowledge and skills) within the organization
The P-CMM describes an evolutionary improvement path from ad hoc, inconsistently performed practices to a mature, disciplined, and continuously improving development of the knowledge, skills, and motivation of the workforce. The P-CMM helps software organizations:
- Characterize the maturity of their workforce practices
- Guide a program of continuous workforce development
- Set priorities for immediate actions
- Integrate workforce development with process improvement
- Establish a culture of software engineering excellence
The P-CMM is designed to guide software organizations in selecting immediate improvement actions based on the current maturity of their workforce practices. The benefit of the P-CMM is in narrowing the scope of improvement activities to those practices that provide the next foundational layer for an organization's continued workforce development. These practices have been chosen from industrial experience as those that have a significant impact on individual, team, unit, and organizational performance. The P-CMM includes practices in such areas as:
- Work environment
- Communication
- Staffing
- Managing performance
- Training
- Compensation
- Competency development
- Career development
- Team building
- Culture development
Structure of People CMM
The People CMM document describes the People CMM, the key practices that constitute each of its maturity levels, and information on how to apply it in guiding organizational improvements. It describes 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 workforce practices and as a guide in planning and implementing improvement activities.
Maturity Levels in the People CMM
All CMMs are constructed with five levels of maturity. A maturity level is an evolutionary plateau at which one or more domains of the organization's processes have been transformed to achieve a new level of organizational capability. Thus, an organization achieves a new level of maturity when a system of practices has been established or transformed to provide capabilities and results the organization did not have at the previous level. The method of transformation is different at each level and requires capabilities established at earlier levels. Consequently, each maturity level provides a foundation of practices on which practices at subsequent maturity levels can be built. In order to be a true CMM, the maturity framework underlying a model must use the principles established in Humphrey's maturity framework for transforming the organization at each level.
The People CMM applies the principles of Humphrey's maturity framework to the domain of workforce practices. Each of the People CMM's five maturity levels represents a different level of organizational capability for managing and developing the workforce. Each maturity level provides a layer in the foundation for continuous improvement and equips the organization with increasingly powerful tools for developing the capability of its workforce.
Behavioral Characteristics of Maturity Levels
The People CMM stages the implementation of increasingly sophisticated workforce practices through these maturity levels. With the exception of the Initial Level, each maturity level is characterized by a set of interrelated practices in critical areas of workforce management. When institutionalized and performed with appropriate regularity, these workforce practices create new capabilities within the organization for managing and developing its workforce.
The Initial Level
Organizations at the Initial Level of maturity usually have difficulty retaining talented individuals. Even though many low-maturity organizations complain about a talent shortage, the inconsistency of their actions belies whether they actually believe it [Rothman 01]. Low-maturity organizations are poorly equipped to respond to talent shortages with anything other than slogans and exhortations. Despite the importance of talent, workforce practices in low-maturity organizations are often ad hoc and inconsistent. In some areas, the organization has not defined workforce practices, and, in other areas, it has not trained responsible individuals to perform the practices that exist. Organizations at the Initial Level typically exhibit four characteristics:
- Inconsistency in performing practices
- Displacement of responsibility
- Ritualistic practices
- An emotionally detached workforce
Generally, managers and supervisors in low-maturity organizations are ill-prepared to perform their workforce responsibilities. Their management training is sparse and, when provided, tends to cover only those workforce practices with the greatest legal sensitivity. The organization may typically provide forms for guiding workforce activities such as performance appraisals or position requisitions. However, too often little guidance or training is offered for conducting the activities supported by these forms. Consequently, managers are left to their own devices in most areas of workforce management.
Low-maturity organizations implicitly assume that management skill is either innate or is acquired by observing other managers. However, if managers are inconsistent in managing their people, nascent managers will be learning from inconsistent role models. Management capability should ultimately be defined as a competency, just like other critical skill sets that are required by the organization. However, in launching People CMM-based improvements, managers must be held accountable for performing basic workforce practices even though their personal methods for performing them may differ.
Since low-maturity organizations rarely clarify the responsibilities of managers, inconsistencies are to be expected. Consequently, the way people are treated depends largely on personal orientation, experience, and the individual "people skills" of their managers, supervisors, or team leaders. Although some managers perform their workforce responsibilities diligently, others perform some workforce activities with little forethought and ignore other responsibilities altogether. Studies have consistently shown that one of the major causes of voluntary turnover is related to individuals' relationships with their managers or supervisors [Buckingham 99].
Managers in low-maturity organizations rarely share a common vision about the fundamental responsibilities of management. They perceive management to be about producing results, not about producing people who produce results. Although managers in low-maturity organizations accept responsibility for the performance of their unit, many do so without understanding how to manage the collective performance of those in the unit. In particular, they often lack skill and place little emphasis on evaluating and improving the capability and performance of people who report to them.
Many managers in low-maturity organizations consider workforce activities to be administration - something less than the real work of managers. As a consequence of this attitude, workforce activities such as performance appraisals and job candidate interviews are often performed hastily without adequate preparation. Responsibility for other workforce practices such as recruiting for open positions and identifying training needs is displaced to Human Resources or other staff groups. This displacement reflects a refusal to accept personal responsibility for the capability of the unit or the people in it. These actions are characteristic of managers who have not been properly prepared for their responsibilities in managing people.
If an organization does not establish clear policies for managing its workforce, it should not be surprised when some managers hold attitudes more characteristic of an era when unskilled workers were considered interchangeable. Although these attitudes are counterproductive in knowledge-intense organizations, many managers have come from educational environments where they focused intently on developing their skills and were not rewarded for developing the skills of others.
From the perspective of the People CMM, individuals own responsibility for developing their knowledge and skills. However, managers own responsibility for ensuring that the people in their unit have the skills required to perform their work and for providing opportunities to develop these skills.
In immature organizations, many workforce practices are performed with little or no analysis of their impact. Recruiting campaigns, classroom training, and bonuses are among the many practices that are performed more as a ritual of organizational life than as processes that have been designed to
From India, Hyderabad
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PCMM is People's Capability Maturity Model and not a Measuring Model.
I hope the below-given article is useful to you.
PCMM Model for a Layman and its Application
Introduction
Some argue that the CMM focuses too heavily on process or technology, rather than people. Furthermore, mature organizations indicated that their progression to this state required significant changes in managing people. Their continuing improvement in organizational capability required addressing issues regarding their people assets and human resources management. The P-CMM is an adaptation of CMM concepts focused on developing the organization's human capabilities, especially the talent in software and information systems development. 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.
The strategic objectives pursued in the P-CMM are to:
- Improve the capability of software organizations by increasing the capability of their staff
- Ensure that software development capability is an attribute of the organization rather than of a few individuals
- Align the motivation of the staff with those of the organization
- Retain assets (i.e., people with extensive skills and capabilities) within the organization
The P-CMM includes practices in the areas of:
- Staffing (includes recruiting, selection, and planning)
- Managing performance
- Training
- Compensation
- Work environment
- Career development
- Organizational and individual competence
- Mentoring and coaching
- Team and culture development
Need for the People Capability Maturity Model
In order to improve their performance, organizations must focus on three interrelated components: people, process, and technology. With the help of the Capability Maturity Model for Software, many software organizations have made cost-effective, lasting improvements in their software processes and practices [Herbsleb94]. Yet many of these organizations have discovered that their continued improvement requires significant changes in the way they manage, develop, and use their people for developing and maintaining software and information systems - changes that are not fully accounted for in the CMM. To date, improvement programs for software organizations have often emphasized process or technology, not people.
The P-CMM is a maturity framework patterned after the structure of the CMM that focuses on continuously improving the management and development of the human assets of a software or information systems organization. The P-CMM provides guidance on how to continuously improve the ability of software organizations to attract, develop, motivate, organize, and retain the talent needed to steadily improve their software development capability. The strategic objectives of the P-CMM are to:
- Improve the capability of software organizations by increasing the capability of their workforce
- Ensure that software development capability is an attribute of the organization rather than of a few individuals
- Align the motivation of individuals with that of the organization
- Retain human assets (i.e., people with critical knowledge and skills) within the organization
The P-CMM describes an evolutionary improvement path from ad hoc, inconsistently performed practices to a mature, disciplined, and continuously improving development of the knowledge, skills, and motivation of the workforce. The P-CMM helps software organizations:
- Characterize the maturity of their workforce practices
- Guide a program of continuous workforce development
- Set priorities for immediate actions
- Integrate workforce development with process improvement
- Establish a culture of software engineering excellence
The P-CMM is designed to guide software organizations in selecting immediate improvement actions based on the current maturity of their workforce practices. The benefit of the P-CMM is in narrowing the scope of improvement activities to those practices that provide the next foundational layer for an organization's continued workforce development. These practices have been chosen from industrial experience as those that have a significant impact on individual, team, unit, and organizational performance. The P-CMM includes practices in such areas as:
- Work environment
- Communication
- Staffing
- Managing performance
- Training
- Compensation
- Competency development
- Career development
- Team building
- Culture development
Structure of People CMM
The People CMM document describes the People CMM, the key practices that constitute each of its maturity levels, and information on how to apply it in guiding organizational improvements. It describes 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 workforce practices and as a guide in planning and implementing improvement activities.
Maturity Levels in the People CMM
All CMMs are constructed with five levels of maturity. A maturity level is an evolutionary plateau at which one or more domains of the organization's processes have been transformed to achieve a new level of organizational capability. Thus, an organization achieves a new level of maturity when a system of practices has been established or transformed to provide capabilities and results the organization did not have at the previous level. The method of transformation is different at each level and requires capabilities established at earlier levels. Consequently, each maturity level provides a foundation of practices on which practices at subsequent maturity levels can be built. In order to be a true CMM, the maturity framework underlying a model must use the principles established in Humphrey's maturity framework for transforming the organization at each level.
The People CMM applies the principles of Humphrey's maturity framework to the domain of workforce practices. Each of the People CMM's five maturity levels represents a different level of organizational capability for managing and developing the workforce. Each maturity level provides a layer in the foundation for continuous improvement and equips the organization with increasingly powerful tools for developing the capability of its workforce.
Behavioral Characteristics of Maturity Levels
The People CMM stages the implementation of increasingly sophisticated workforce practices through these maturity levels. With the exception of the Initial Level, each maturity level is characterized by a set of interrelated practices in critical areas of workforce management. When institutionalized and performed with appropriate regularity, these workforce practices create new capabilities within the organization for managing and developing its workforce.
The Initial Level
Organizations at the Initial Level of maturity usually have difficulty retaining talented individuals. Even though many low-maturity organizations complain about a talent shortage, the inconsistency of their actions belies whether they actually believe it [Rothman 01]. Low-maturity organizations are poorly equipped to respond to talent shortages with anything other than slogans and exhortations. Despite the importance of talent, workforce practices in low-maturity organizations are often ad hoc and inconsistent. In some areas, the organization has not defined workforce practices, and, in other areas, it has not trained responsible individuals to perform the practices that exist. Organizations at the Initial Level typically exhibit four characteristics:
- Inconsistency in performing practices
- Displacement of responsibility
- Ritualistic practices
- An emotionally detached workforce
Generally, managers and supervisors in low-maturity organizations are ill-prepared to perform their workforce responsibilities. Their management training is sparse and, when provided, tends to cover only those workforce practices with the greatest legal sensitivity. The organization may typically provide forms for guiding workforce activities such as performance appraisals or position requisitions. However, too often little guidance or training is offered for conducting the activities supported by these forms. Consequently, managers are left to their own devices in most areas of workforce management.
Low-maturity organizations implicitly assume that management skill is either innate or is acquired by observing other managers. However, if managers are inconsistent in managing their people, nascent managers will be learning from inconsistent role models. Management capability should ultimately be defined as a competency, just like other critical skill sets that are required by the organization. However, in launching People CMM-based improvements, managers must be held accountable for performing basic workforce practices even though their personal methods for performing them may differ.
Since low-maturity organizations rarely clarify the responsibilities of managers, inconsistencies are to be expected. Consequently, the way people are treated depends largely on personal orientation, experience, and the individual "people skills" of their managers, supervisors, or team leaders. Although some managers perform their workforce responsibilities diligently, others perform some workforce activities with little forethought and ignore other responsibilities altogether. Studies have consistently shown that one of the major causes of voluntary turnover is related to individuals' relationships with their managers or supervisors [Buckingham 99].
Managers in low-maturity organizations rarely share a common vision about the fundamental responsibilities of management. They perceive management to be about producing results, not about producing people who produce results. Although managers in low-maturity organizations accept responsibility for the performance of their unit, many do so without understanding how to manage the collective performance of those in the unit. In particular, they often lack skill and place little emphasis on evaluating and improving the capability and performance of people who report to them.
Many managers in low-maturity organizations consider workforce activities to be administration - something less than the real work of managers. As a consequence of this attitude, workforce activities such as performance appraisals and job candidate interviews are often performed hastily without adequate preparation. Responsibility for other workforce practices such as recruiting for open positions and identifying training needs is displaced to Human Resources or other staff groups. This displacement reflects a refusal to accept personal responsibility for the capability of the unit or the people in it. These actions are characteristic of managers who have not been properly prepared for their responsibilities in managing people.
If an organization does not establish clear policies for managing its workforce, it should not be surprised when some managers hold attitudes more characteristic of an era when unskilled workers were considered interchangeable. Although these attitudes are counterproductive in knowledge-intense organizations, many managers have come from educational environments where they focused intently on developing their skills and were not rewarded for developing the skills of others.
From the perspective of the People CMM, individuals own responsibility for developing their knowledge and skills. However, managers own responsibility for ensuring that the people in their unit have the skills required to perform their work and for providing opportunities to develop these skills.
In immature organizations, many workforce practices are performed with little or no analysis of their impact. Recruiting campaigns, classroom training, and bonuses are among the many practices that are performed more as a ritual of organizational life than as processes that have been designed to
From India, Hyderabad
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Dear Sheila,
PCMM is a very elaborate and complex model that is mainly adopted and implemented in IT companies with high intellectual capital, focusing on performance and standards. I am attaching a complete book on PCMM, which, once read, will clarify all the possible concepts of PCMM, its implementation, and all the intricacies of the model.
Thank you.
Regards,
Bhushan
From India, Mumbai
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PCMM is a very elaborate and complex model that is mainly adopted and implemented in IT companies with high intellectual capital, focusing on performance and standards. I am attaching a complete book on PCMM, which, once read, will clarify all the possible concepts of PCMM, its implementation, and all the intricacies of the model.
Thank you.
Regards,
Bhushan
From India, Mumbai
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Dear Bushan,
The file downloaded could not be opened. Maybe it is in an older version of MS Office. If you could kindly look into this and upload afresh, our HR Community will benefit.
Thanks,
R. Sundararajan
Chennai
From India, Madras
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The file downloaded could not be opened. Maybe it is in an older version of MS Office. If you could kindly look into this and upload afresh, our HR Community will benefit.
Thanks,
R. Sundararajan
Chennai
From India, Madras
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The People CMM can be obtained in book form from Pearson or via the web as a PDF file from: http://www.sei.cmu.edu/publications/...s/01mm001.html
Bill Hefley P-CMM author
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Bill Hefley P-CMM author
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Folks,
Bill Hefley is one of the co-authors who initially came up with the PCMM model and defined the levels 1 to 5. Reading the article he linked online provides more than a layman's view and would stand you in good stead.
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Bill Hefley is one of the co-authors who initially came up with the PCMM model and defined the levels 1 to 5. Reading the article he linked online provides more than a layman's view and would stand you in good stead.
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Dear Jay,
Thank you for the information. In his link, Bill has not provided an article but an e-book. In your opinion, which is more feasible: reading a book of 735 pages or reading an article of 12 pages? If someone does not know the English alphabet, they cannot spell a word.
Regards,
Sanjeev Sharma
From India, Mumbai
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Thank you for the information. In his link, Bill has not provided an article but an e-book. In your opinion, which is more feasible: reading a book of 735 pages or reading an article of 12 pages? If someone does not know the English alphabet, they cannot spell a word.
Regards,
Sanjeev Sharma
From India, Mumbai
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Please note that this RAR file is the 1995 version (version 1) of the People CMM. The newer Version 2 is available for download from www.sei.cmu.edu or by purchasing the People CMM book.
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Acknowledge(0)Amend(0)Join Our Community and get connected with the right people who can help. Our AI-powered platform provides real-time fact-checking, peer-reviewed insights, and a vast historical knowledge base to support your search.
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