个体CMM指南——能力全面提升之路（影印版）

    书籍
    计算机书籍
本书描述了个体能力成熟度模型的每个成熟度级别, 以及如何在公司的改进工作中应用它。并介绍了公司在成熟度的每个阶段敏捷开发的能力。还介绍了个体CMM如何作为评估开发实践的标准，如何指导和实现这些改进活动。同时也展现了使用个体CMM的公司的案例。

比尔·柯蒂斯Bill CurtisBill Curtis是TeraQuestMetrics公司的共同创始人和首席科学家，也是个体CMM的主要架构师和作者。Curtis博士还在卡内基·梅隆大学的软件工程研究所时，就领导了发表软件能力成熟度模型1．1版的计划。他的博士工作是有关工业／企业心理学和统计学方面的。
威谦·E·海弗力William E．HefleyWilliam E．Hefley是个体CMM的合作者，是Q-Labs的一位咨询顾问，也是SEI的居住会员。Hefley博士先前是IBM全球服务部的一名高级咨询顾问，也是卡内基·梅隆大学的一名教师，在那儿，他取得了企业科学和信息技术方面的博士学位。
萨莉·A·米勒Sally A．MillerSally A．Miller是个体CMM的合作者，是卡内基·梅隆大学软件工程研究所的一名技术人员，也是一名资深人力资源专家。她管理着SEI的首席评估员计划中的个体CMM首席评估员跟踪计划。

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

　　 The Need for an Agile Workforce
　　 Organizations are now competing in two markets, one for their products and services andone for the talent required to produce or perform them. An organization's success in itsbusiness markets is determined by its success in the talent market. At the very time thatbusiness markets are expanding, talent markets seem to be shrinking. As the knowledgerequired to build products and deliver services increases, the retention of experienced em-ployees 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 arebeginning to offer incentives that were once available only to executives or professionalathletes. In every domain of business, executives know that their ability to compete is di-rectly related to their ability to attract, develop, motivate, organize, and retain talented people.
　　 Yet the people-related challenges 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 [Pfeifer 01]. As agility in responding to continual change in technological and business conditions has become critical to success, organizations must strive to create learning environments capable of rapidly adjusting to the changes engulfing them. A critical component of agility is a work- force with the knowledge and skills to make rapid adjustments and the willingness to acquire new competencies. 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 toward strategic human capital management. They combine downsizing with restructuring, apply reengineering or process improvement, clearly communicate the or- ganization's mission, improve information sharing, institute employee involvement pro- grams, establish formal complaint-resolution procedures, institute gain-sharing or other incentive plans, emphasize the importance of training the workforce, formalize perfor- mance management and feedback processes, perform job or work analysis and design, support job rotation, begin to establish team-based work designs, retrain employees to meet changing demands, provide flexible work arrangements, address diversity issues, eonduct formal mentoring programs, and align business and human resource strategies [Becker 96, Becker 98, Mirvis 97]. What many organizations lack is a framework for implementing these advanced practices.
　　 People Capability Maturity Model Framework
　　 The People Capability Maturity Model (People CMM~) is a tool to help you success- fully 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~) [Carnegie Mellon University 95] as a foundation for a model of best practices for managing and developing an organization' s workforce. The Software CMM has been used by software organizations around the world for guiding dramatic improvements in their ability to improve productivity and quality, reduce costs and time to market, and increase customer satisfaction. Based on the best current practices in fiends such as human resources, knowledge management, and organizational development, the People CMM guides organizations in improving their processes for managing and devel-oping their workforce. The People CMM helps organizations characterize the maturity of their workforce practices, establish a program of continuous workforce development, set priorities for improvement actions, integrate workforce development with process im- provement, and establish a culture of excellence. Since its release in 1995, thousands of copies of the People CMM have been distributed, and it is used by small and large orga-nizations worldwide--IBM, Boeing, BAE SYSTEMS, Tam Consultancy Services, Erics-son, Lockheed Martin, and QAI (India) Ltd., to name a few.
　　 The People CMM consists of five maturity levels that establish successive founda- tions for continuously improving individual competencies, developing effective teams, motivating improved performance, and shaping the workforce an organization needs to accomplish its business plans. Each maturity level is a well-defined evolutionary plateau that institutionalizes new capabilities for developing the organization's workforce. By fol- lowing the maturity framework, an organization can avoid introducing workforce practices that its employees are unprepared to implement effectively.
　　 Structure of This Book
　　 This book describes the People CMM, the practices that constitute each of its maturity lev- els, 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 workforcepractices and as a guide in planning and implementing improvement activities. This bookprovides guidance on how to interpret its practices. It also presents case studies of orga-nizations that have used the People CMM.
　　 The first part of the book describes the rationale and evolution of the People CMM,the concepts of process maturity, the structure of the model, and how to interpret themodel's practices; case studies of results are also here. The second part of the book con-tains the key practices of the People CMM---the individual, managerial, and organiza-tional practices that contribute to maturing workforce capability. These practices describean evolutionary improvement path from ad hoc, inconsistently performed practices, to amature, disciplined development of workforce competencies, just as the Software CMMdescribes an evolutionary improvement path for the software processes within an orga-nization. The third and final part of this book contains the appendices. Each part is described in the following section.
　　 The Content of the People CMM
　　 Part One, The People Capability Maturity Model: Background, Concepts, Structures and Usage, consists of seven chapters:
　　 · Chapter 1, The Process Maturity Framework, offers a broad view of the model; de- scribes how the People CMM establishes an integrated system of workforce prac-tices that matures through increasing alignment with the organization's business objectives, performance, and changing needs; and provides background on the process maturity framework adopted by the People CMM.
　　 · Chapter 2, Overview of the People CMM, describes the maturity levels, or evolu- tionary plateaus at which the organization's practices have been transformed to achieve a new level of organizational capability, and presents a description of the characteristic behaviors of organizations at each maturity level.
　　 · Chapter 3, People CMM Process Areas, introduces the process areas in the model.
　　 · Chapter 4, The Architecture of the People CMM, describes the components of the model, including maturity levels, goals, and practices, which ensure that the imple- mentation of process areas is effective, repeatable, and lasting. It introduces the typo- graphical conventions used throughout the model.
　　 · Chapter 5, Interpreting the People CMM, provides insight into the meaning of the model for your organization.
　　 · Chapter 6, Using the People CMM, explains the ways in which your organization can use the model.
　　 · Chapter 7, Experience with the People CMM, presents data regarding experiences with the People CMM and examines four case studies.
　　 Part Two, Process Areas of the People Capability Maturity Model, describes thepractices that correspond to each maturity level in the People CMM. It is an elaborationof what is meant by maturity at each level of the People CMM and a guide that can beused for organizational improvement and assessment. For those who want to get a quicksense of the practices, without the rigor to apply them, an abridged version of the prac-tices is provided in Appendix D.