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© 2006 Carnegie Mellon University
The People Capability Maturity Model: Overview
Gian WemyssSenior Member of the Technical StaffSoftware Engineering Institute
2Dutch SPIder PCMM OverviewGian Wemyss 3 June 2009
People CMM: Introduction
The People CMM is a roadmap for implementing workforce practices that continuously improve the capability of an organization’s workforce. It enables organizations to:
to attract, develop, organize, motivate, and retain the workforce required to build their products and deliver the services
align workforce development with strategic business or mission goals
characterize maturity of workforce practices
set priorities for improving workforce capability
become an employer of choice
Curtis, Hefley, & Miller (2001)
3Dutch SPIder PCMM OverviewGian Wemyss 3 June 2009
Level FocusLevel Focus Process Area
5
Optimizing
ContinuousImprovement
Continuous Workforce InnovationOrganizational Performance AlignmentContinuous Capability Improvement
4
Predictable
PredictingCapability &Performance
MentoringOrganizational Capability ManagementQuantitative Performance ManagementCompetency-Based AssetsEmpowered WorkgroupsCompetency Integration
3
Defined
Participatory CultureWorkgroup DevelopmentCompetency-Based PracticesCareer DevelopmentCompetency DevelopmentWorkforce Planning Competency Analysis
OrganizationalCompetency
framework
2
Managed
BasicManagement
Practices
CompensationTraining and DevelopmentPerformance ManagementWork EnvironmentCommunication and CoordinationStaffing
1
Initial
People CMM: Process Areas by Maturity Level
RiskTurnover
CompetencyProductivityCompetencyProductivity
4Dutch SPIder PCMM OverviewGian Wemyss 3 June 2009
People CMM Practices: “What, not How”
Practices describe “what” activities and actions should be performed. It is up to the organization to decide “how” the practices are implemented to satisfy goals.
Two Types of Practices: “The What” Two Types of Practices: “The What”
Implementation
Institutionalization
Describe the activities or procedures that should be performed by individuals, in workgroups or units, or by the organization.
Describe the activities or procedures that should be performed by individuals, in workgroups or units, or by the organization.
Practices that help to institutionalize the implementation practices in the organization’s culture so they are effective, repeatable, and lasting.
Practices that help to institutionalize the implementation practices in the organization’s culture so they are effective, repeatable, and lasting.
“How” Factors Organizational Culture Industry ?????Country
5Dutch SPIder PCMM OverviewGian Wemyss 3 June 2009
People CMM: Institutionalization Practices
Practice performance will decay if not institutionalized
Failed effortsIf no commitment
Ineffective performanceIf no ability
No improvementIf no measurement
Declining complianceIf no verification
6Dutch SPIder PCMM OverviewGian Wemyss 3 June 2009
People Capability Maturity Model: Primary Objective
PerformanceProcesscapability
Workforcecapability
enables predicts
People CMM
People CMM
CMMI-DEV, ACQ, SVS, TSP
CMMI-DEV, ACQ, SVS, TSP
The primary objective of:
a CMM is to improve the capability of an organization.
the CMMI (DEV, ACQ, SVC), is to improve the capability of an organizations processes.
the People CMM is to improve the capability of an organization’s workforce.
The People CMM, defines capability as the level of knowledge, skills, and process abilities available within each workforce competency of the organization to build its products or deliver its services.
7Dutch SPIder PCMM OverviewGian Wemyss 3 June 2009
Defining Workforce Competency
Knowledge represents the comprehension acquired by experience and or study.
Skills represents the proficiency or ability in techniques or tools that an individual must be able to demonstrate.
Process abilities is the capacity to perform individual skills in the sequencing or method used in the organization.
++ ++ ==KnowledgeKnowledgeKnowledgeKnowledge SkillsSkillsSkillsSkills Process Process abilitiesabilitiesProcess Process abilitiesabilities
Workforce Workforce CompetencyCompetencyWorkforce Workforce
CompetencyCompetency
8Dutch SPIder PCMM OverviewGian Wemyss 3 June 2009
Software Engineer IVSoftware Engineer IVApplication domain Procedural design Cobol & assemblerNumerical analysis
Application domain Procedural design Cobol & assemblerNumerical analysis
Knowledge:Knowledge:
Requirements analysisSystem designProject managementdebugging
Requirements analysisSystem designProject managementdebugging
Skills:Skills:
Integrated team designFagan inspectionsTest proceduresChange control
Integrated team designFagan inspectionsTest proceduresChange control
Process AbilitiesProcess Abilities
Workforce Competency Example: Software Engineering
Competency FamilySoftware EngineeringCompetency FamilySoftware Engineering
Software Engineer IIISoftware Engineer IIIApplication domain Procedural design Cobol & assemblerNumerical analysis
Application domain Procedural design Cobol & assemblerNumerical analysis
Knowledge:Knowledge:
Requirements analysisSystem designProject managementdebugging
Requirements analysisSystem designProject managementdebugging
Skills:Skills:
Integrated team designFagan inspectionsTest proceduresChange control
Integrated team designFagan inspectionsTest proceduresChange control
Process AbilitiesProcess Abilities
Workforce Competency
Staffing by Capability LevelI II III IV
Software EngineerUser Training
17 25 12 5
2 8 4 1
Workforce Competency
Current Staffing Level NeededI II III IV
Software EngineerUser Training
23 30 15 7
4 9 6 2
Current Resource Profile (initial inventory)Current Resource Profile (initial inventory)
Current Workforce Needs (one year cycle)Current Workforce Needs (one year cycle)
Workforce Competency
2010 Staffing Level NeededI II III IV
Software EngineerUser Training
31 35 18 9
4 10 8 3
Strategic Workforce Needs (two to five year)Strategic Workforce Needs (two to five year)
Software Engineer IISoftware Engineer IIApplication domain Procedural design Cobol & assemblerNumerical analysis
Application domain Procedural design Cobol & assemblerNumerical analysis
Knowledge:Knowledge:
Requirements analysisSystem designProject managementdebugging
Requirements analysisSystem designProject managementdebugging
Skills:Skills:
Integrated team designFagan inspectionsTest proceduresChange control
Integrated team designFagan inspectionsTest proceduresChange control
Process AbilitiesProcess Abilities
Software Engineer ISoftware Engineer IApplication domain Procedural design Cobol & assemblerNumerical analysis
Application domain Procedural design Cobol & assemblerNumerical analysis
Knowledge:Knowledge:
Requirements analysisSystem designProject managementdebugging
Requirements analysisSystem designProject managementdebugging
Skills:Skills:
Integrated team designFagan inspectionsTest proceduresChange control
Integrated team designFagan inspectionsTest proceduresChange control
Process AbilitiesProcess Abilities
Current
Business
Plan
Current
Business
Plan
Strategic
Business
Plan
Strategic
Business
Plan
9Dutch SPIder PCMM OverviewGian Wemyss 3 June 2009
From Counting Heads to Understanding Capability
10 Software Engineers
5 System Engineers
4 Business Analysts
Software EngineeringSoftware Engineering
Software Engineer IIISoftware Engineer IIIApplication domain Procedural design Cobol & assemblerNumerical analysis
Application domain Procedural design Cobol & assemblerNumerical analysis
Knowledge:Knowledge:
Requirements analysisSystem designProject managementdebugging
Requirements analysisSystem designProject managementdebugging
Skills:Skills:
Integrated team designFagan inspectionsTest proceduresChange control
Integrated team designFagan inspectionsTest proceduresChange control
Process AbilitiesProcess Abilities
Software Engineer IISoftware Engineer IIApplication domain Procedural design Cobol & assemblerNumerical analysis
Application domain Procedural design Cobol & assemblerNumerical analysis
Knowledge:Knowledge:
Requirements analysisSystem designProject managementdebugging
Requirements analysisSystem designProject managementdebugging
Skills:Skills:
Integrated team designFagan inspectionsTest proceduresChange control
Integrated team designFagan inspectionsTest proceduresChange control
Process AbilitiesProcess Abilities
Software Engineer ISoftware Engineer IApplication domain Procedural design Cobol & assemblerNumerical analysis
Application domain Procedural design Cobol & assemblerNumerical analysis
Knowledge:Knowledge:
Requirements analysisSystem designProject managementdebugging
Requirements analysisSystem designProject managementdebugging
Skills:Skills:
Integrated team designFagan inspectionsTest proceduresChange control
Integrated team designFagan inspectionsTest proceduresChange control
Process AbilitiesProcess Abilities
Workforce Competency
Staffing by Capability LevelI II III IV
Software EngineerUser Training
17 25 12 5
2 8 4 1
Resource ProfileResource Profile
FROMFROM FROMFROM
10Dutch SPIder PCMM OverviewGian Wemyss 3 June 2009
Individual
Unit and Workgroup
Organization
1 2 3 4 5Maturity Levels
Ad hoc,Inconsistent workforce practices
Managers perform
repeatable practices
Improvement & integration of personal work
processes
Empoweredworkgroups& measured
capability
Organizationdevelops
workforce competencies
Org
aniz
atio
nal D
evel
opm
ent Professional em
powerm
entPeople CMM: Focus for Changing Practices
11Dutch SPIder PCMM OverviewGian Wemyss 3 June 2009
Multiple Roles in the People CMM
ExecutiveManagement
ExecutiveManagement
ManagersManagersOrganizationOrganization WorkforceWorkforce
ExecutiveManagement
ExecutiveManagement
ManagersManagers WorkforceWorkforce
ManagersManagersOrganizationOrganization WorkforceWorkforce
ExecutiveManagement
ExecutiveManagement
OrganizationOrganization WorkforceWorkforce
ExecutiveManagement
ExecutiveManagement
ManagersManagersOrganizationOrganization
Change is institutionalized
Change is institutionalized
Misguided Change
Misguided Change
Infective Change Infective Change
IsolatedChangeIsolatedChange
While change might be initiated by a single source, it must be accepted, internalized, and institutionalized by all affected parties to become effective and lasting. Practices in the People CMM address this issue.
While change might be initiated by a single source, it must be accepted, internalized, and institutionalized by all affected parties to become effective and lasting. Practices in the People CMM address this issue.
Temporary/ No Change
Temporary/ No Change
ProcessOwnersProcessOwners
ProcessOwnersProcessOwners
ProcessOwnersProcessOwners
ExecutiveManagement
ExecutiveManagement
ManagersManagersOrganizationOrganization Temporary/ No Change
Temporary/ No Change
ProcessOwnersProcessOwners
ProcessOwnersProcessOwners
WorkforceWorkforce
12Dutch SPIder PCMM OverviewGian Wemyss 3 June 2009
Organizational Culture: People CMM Transformations
Level 1 Chaotic and an impediment to lasting change
Level 2 Change occurs due to management and workforce buy-in of committed work
Level 3 Common understanding of culture; reflects professionalism and information sharing
Level 4 Supports results oriented performance and quality
Level 5 adaptable to changes in business conditions
13Dutch SPIder PCMM OverviewGian Wemyss 3 June 2009
Process Area Integration Across Levels
5Optimizing
4Predictable
3Defined
Levels
People CMM Threads
2Managed
DevelopingCapability &Competency
BuildingWorkgroups &
Culture
Motivating& ManagingPerformance
Shapingthe
Workforce
ContinuousCapability
Improvement
Mentoring
CompetencyBased Assets
CompetencyDevelopment
CompetencyAnalysis
Training andDevelopment
ContinuousWorkforceInnovation
CompetencyIntegration
EmpoweredWorkgroups
WorkgroupDevelopment
ParticipatoryCulture
Communication& Coordination
QuantitativePerformanceManagement
CompetencyBased Practices
CareerDevelopment
Compensation
PerformanceManagement
Work Environment
OrganizationalCapability
Management
WorkforcePlanning
Staffing
OrganizationalPerformanceAlignment
14Dutch SPIder PCMM OverviewGian Wemyss 3 June 2009
Developing Capability and Competency
Training needsfor currentassignment
Development for next
assignment
Training needsfor currentassignment
Developmentfor next
assignment
Level 2Level 2
Workforcecompetency
Workforcecompetency
Level 3Level 3 Level 5Level 5
Personalcapability
Workgroupcapability
Workgroupcapability
Personalcapability
CompetencyBased Assets
Level 4Level 4
Mentoring
Mentoring
CompetencyIntegration
15Dutch SPIder PCMM OverviewGian Wemyss 3 June 2009
Building Workgroups
IndividualStaff Members
Not designedfor collective
work, managercontrols all
activities anddecisions
Level 1
Unit
Interpersonalcoordination
skills overcomelack of processes,
and managerorganizes
Level 2
Workgroup
Processes, roles, and shared
accountability,with managercoordinating &
facilitating
Level 3
EmpoweredWorkgroup
Team independentbut accountableto manager, andperforms some ofits own workforce
activities
Level 4
16Dutch SPIder PCMM OverviewGian Wemyss 3 June 2009
Managing Performance
Individualperformance
Individualperformance
Level 2
...Mgr
Level 5
Alignedperformance
Performanceof other
workgroups
MentorUCL
_X
Mgr
Level 4
Empowered& quantifiedperformance
...
0
2
4
6
8
10
12
Projects Audited in First Quarter
Num
ber
of N
onco
mplian
ces
Mgr
Workgroupperformance
Level 3
...
17Dutch SPIder PCMM OverviewGian Wemyss 3 June 2009
Shaping the Workforce
Level 2
Managedby unitneeds
...
Manager
Level 3
Managed bycompetency
needs
Competencycommunity
Level 4
Managedby the
numbers
0
5
10
15
20
25
30
Register Target Poor doc- Stack Registerallocation knowledge umentation offsets parts
Workforcecapability
Level 5
Managed byinnovativepractices
UCL
_X
0
2
4
6
8
10
12
Projects Audited in First Quarter
Num
ber of N
oncom
pliances
Improvementopportunity
18Dutch SPIder PCMM OverviewGian Wemyss 3 June 2009
Multiple Models/Technologies Architectures
Business Goals and Objectives
Integration and Interaction
Software and Systems
Knowledge and Skills
Infrastructure
Measu
rem
en
tsO
rgan
izati
on
& M
an
ag
em
en
t
People CMM
CMMI
Product line architectures
Lean Enterprise: Simplify and Standardize
PSP/TSP
Six Sigma
Adapted from John Vu: SEPG 2006
19Dutch SPIder PCMM OverviewGian Wemyss 3 June 2009
Case Studies
• Boeing Corporation
• Novo Nordisk, IT/AS
• Computer Sciences Corporation
• Intel Corporation
• Organizations in India
20Dutch SPIder PCMM OverviewGian Wemyss 3 June 2009
Current Boeing People CMM Activity
• Three People CMM Lead Assessors
• Scope of Impact, 6,000 people
• People CMM Assessments
• People CMM Workshops
• Readiness Reviews
• Quarterly Reviews
• Training
• Consulting
Say ItDo It
Prove ItImprove
It
21Dutch SPIder PCMM OverviewGian Wemyss 3 June 2009
Lessons Learned From the Boeing People CMM Activity
Must haves:
• Meaningful initial meeting with the sponsor
• Well informed, process area trained, management team
• Ownership of process areas by senior managers
• Commitment to measures that are aligned with business objectives
Say ItDo It
Prove ItImprove It
22Dutch SPIder PCMM OverviewGian Wemyss 3 June 2009
What’s better about the organization
• Employee Satisfaction Index increased by 15%
• Customer satisfaction has remained high – current year to date satisfaction index is 7.6 on a 10 point scale
• Post Release Defects reduced by 50%
• Rework Ratio reduced by 15%
• Labor Effort Variation reduced by 35%
• Schedule Variation reduced by 38%
Say ItDo It
Prove ItImprove It
“Utilizing the People CMM to Leverage Organization Success” Kenneth Foster, SEPG Conference 2005
23Dutch SPIder PCMM OverviewGian Wemyss 3 June 2009
Novo Nordisk Staffing
NNIT Headcount
1996 1997 1998 1999 2000
Resigned Resigned, excl. students Full Time Employees
25%
20%
15%
10%
5%
0%
500
400
300
200
100
0
Turnover
FTEs
Assessedat Level 2
Programinitiated
24Dutch SPIder PCMM OverviewGian Wemyss 3 June 2009
Novo Nordisk Benefits
Thorhauge (2000)
Improved communication at all levels of NNIT:
• interrelated goals at all levels of NNIT
• IT tool for documenting goals & formal feedback
High employee satisfaction:
• Novo Nordisk IT employee satisfaction survey in Dec. 1998
• Novo Nordisk employee satisfaction survey in Nov. 1999
• People CMM assessment, Level 2, April 2000
Staffing process redesigned:
• shorten time-to-offer
• improved rate of acceptance
Introduction to People CMM, Module 9 – 010408, v1.1
Sponsored by the U.S. Department of Defense© 2008 by Carnegie Mellon University
This material is approved for public release. Distribution is limited by the Software Engineering Institute to attendees.
COMPUTER SCIENCES CORPORATION
26Dutch SPIder PCMM OverviewGian Wemyss 3 June 2009
The Computer Sciences Corporation, National Flood
Insurance Program
Maturity Level 2
when comparing current workforce practices against the People Capability Maturity Model.P-CMM
27Dutch SPIder PCMM OverviewGian Wemyss 3 June 2009
Improvement Strategies Using the People CMM
Employee SurveyResource Needs AssessmentOrientation PackageIndividual Job DescriptionsDesktop ProceduresFacilities GuideTraining PlanCommunications PlanMeeting ProceduresQuarterly Communications Sessions (procedures & checklist)Recognition CardsInformation Station (Intranet data warehouse)Support organization awareness sessionsCommunity of Interest
Example Tactics
28Dutch SPIder PCMM OverviewGian Wemyss 3 June 2009
65
81
95
71
83
95
79
86
94
84
88
95
70
85
93
65
77
94
0
10
20
30
40
50
60
70
80
90
100
Sat
isfa
ctio
n R
ate
Staffing Communication& Coordination
WorkEnvironment
PerformanceManagement
Training &Development
Compensation
P-CMM Process Areas (PAs)
Survey data showing increased employee satisfactionJun-00
Jan-01
Aug-02
CSC Employee Satisfaction
29Dutch SPIder PCMM OverviewGian Wemyss 3 June 2009
Benefits
Increased consistency in management practices
Better communications up, down, and all around
More competent workforce
Higher employee satisfaction
30Dutch SPIder PCMM OverviewGian Wemyss 3 June 2009
Intel Information Technology
“How Intel IT Uses the People CMM to Improve Workforce Practices”
“After investigating several different ideas, we decided the People CMM was the most appropriate for our objectives of developing a world-class workforce and organizational capabilities for IT by strategically shaping our future workforce and influencing our partners and industry. The People CMM assessment conducted in the third quarter of every year provides IT with a strategic road map for implementing areas for improvement.”
IT@Intel People CMM White Paper
31Dutch SPIder PCMM OverviewGian Wemyss 3 June 2009
Hong KongHong Kong
JapanJapan
Manila -Manila -PhilippinesPhilippines
PRCPRC
Penang -Penang -MalaysiaMalaysia
RussiaRussia
NewNewMexicoMexico
OregonOregonCaliforniaCalifornia
ArizonaArizona
UtahUtah
WashingtonWashington
TexasTexas
Costa RicaCosta Rica
UKUKIrelandIrelandGermanyGermany
IsraelIsrael
FranceFrance
~80,000 employees; 43 countries; 70+ locations globally95,000 Clients; 3 million e-mails per day;
28 million minutes of teleconferencing per month;1 million+ hours of remote access per month
Intel – IT
32Dutch SPIder PCMM OverviewGian Wemyss 3 June 2009
Intel - IT Goals and ApproachGoals
• Assess capability maturity of our workforce practices
• Establish capability baseline to:
— Plan improvements
— Assess our future progress
Approach
• Developed our own assessment workflow based onPeople CMM model
• Developed our own scoring criteria and assessment process for each workforce practice
— Defined maximum capability attainment for each practice
— Measured our level of attainment for that capability
— Addressed the gap between current and maximum capability
* Other names and brands may be claimed as the property of others.
33Dutch SPIder PCMM OverviewGian Wemyss 3 June 2009
Intel – IT New Career Development ProgramFeatures
• Job descriptions define job competencies
• Career paths include alternatives across job family boundaries
• Skill-set tools for self assessment and peer assessment
• Individual career development planning
• Management-assisted career development planning
• Skills training mapped to specific job competencies
Benefits
• Clearly defined jobs with skill requirements
• Ability to rate own skills through skills assessment
• Skill gaps filled with job-specific training
• Improved employee job classification and matching
• Long-range career planning capability
34Dutch SPIder PCMM OverviewGian Wemyss 3 June 2009
People CMM in IndiaClub Mahindra Holidays - Goa
People CMM Level 3
• Re-assessed in 2006, People CMM Level 5
• “Service-ware”
• Hospitality Industry, encompassing hotels and time share resorts
• Transactional Environment
• Competencies reflect the hospitality industry
• Housekeeping
• Food and Beverage
• Maintenance
• Front Office
35Dutch SPIder PCMM OverviewGian Wemyss 3 June 2009
People CMM in IndiaTata Consultancy Services
Enterprise-wide CMMI® and People CMM Level 5
Integrated Quality Management System
Proof of Concept Pilot for using SCAMPI with People CMM
Technical Report CMU/SEI 2005-SR-001
• SEI Technical Report
36Dutch SPIder PCMM OverviewGian Wemyss 3 June 2009
Evolution of TCS Quality Initiatives
Source: Keeni 2004
37Dutch SPIder PCMM OverviewGian Wemyss 3 June 2009
The Tata Business Excellence Model
Source: Keeni 2004
38Dutch SPIder PCMM OverviewGian Wemyss 3 June 2009
Improvement Efforts: Missing Elements for Change
VisionVision Capable WorkforceCapable
WorkforceCapable
ProcessesCapable
ProcessesOrganizational
CultureOrganizational
CultureAction Plan
Action Plan
ResourcesResources IncentivesIncentives
Capable WorkforceCapable
WorkforceCapable
ProcessesCapable
ProcessesOrganizational
CultureOrganizational
CultureAction Plan
Action Plan
ResourcesResources IncentivesIncentives
VisionVision Capable WorkforceCapable
WorkforceCapable
ProcessesCapable
ProcessesOrganizational
CultureOrganizational
CultureAction Plan
Action Plan
IncentivesIncentives
VisionVision Capable ProcessesCapable
ProcessesOrganizational
CultureOrganizational
CultureAction Plan
Action Plan
ResourcesResources IncentivesIncentives
VisionVision Capable WorkforceCapable
WorkforceOrganizational
CultureOrganizational
CultureAction Plan
Action Plan
ResourcesResources IncentivesIncentives
VisionVision Capable WorkforceCapable
WorkforceCapable
ProcessesCapable
ProcessesAction Plan
Action Plan
ResourcesResources IncentivesIncentives
VisionVision Capable WorkforceCapable
WorkforceCapable
ProcessesCapable
ProcessesOrganizational
CultureOrganizational
CultureAction Plan
Action Plan
ResourcesResources
VisionVision Capable WorkforceCapable
WorkforceCapable
ProcessesCapable
ProcessesOrganizational
CultureOrganizational
CultureResourcesResources IncentivesIncentives
ChangeChange
ConfusionConfusion
Sporadic change
Sporadic change
False startsFalse starts
Barriers to change
Barriers to change
Reinventing the wheel
Reinventing the wheel
Adapted from: Delorise Ambrose, 1987. Personal communication. Adapted from: Delorise Ambrose, 1987. Personal communication.
Anxiety & frustrationAnxiety & frustration
Slow or little progress
Slow or little progress
39Dutch SPIder PCMM OverviewGian Wemyss 3 June 2009
Contacting the SEI
Palma Buttles-Valdez Member of the Technical Staff Software Engineering Institute
+1 512 751-3676
PresentersPresenters Contact InformationContact Information
Gian Wemyss Senior Member of the Technical Staff
Software Engineering Institute
+ 1 412 268-8138
40Dutch SPIder PCMM OverviewGian Wemyss 3 June 2009
Bibliography
Anderson, Frank J. 2007. NDIA STEM Initiative Strategy Session.
Curtis, Bill, William E. Hefley, and Sally A. Miller. 2001. The People Capability Maturity Model: Guidelines for Improving the Workforce. SEI Series, Management of Human Resources. Addison Wesley.
Department of Defense, Acquisition, Technology and Logistics, AT&L Human Capital Strategic Plan, v1.0, September 2006.
Dychtwald, Ken, Tamara J. Erickson, Robert Morison. 2006. Workforce Crisis: How to Beat the Coming Shortage of Skills and Talent. Harvard Business School Press.
Employment Policy Foundation. 2002 , The Seventh-Annual Workplace Report, Challenges Facing the American Workplace, Summary of Findings.
Hammill, Greg. 2005. Mixing and Managing Four Generations of Employees. FDU Magazine online, Winter/Spring 2005. http://www.fdu.edu/newspubs/magazine/05ws/generations.htm
Kirchoff, John 2006. Why Performance Management Improves Human Capital ROI. SHRM Research.
Kleyman, Paul. 2006. Boomers to Redefine Workplace. In: Aging Today: The bimonthly newspaper of the American Society on Aging, Vol. 25.No.26
SHRM 2003. Older Worker Survey. www.shrm.com
Toossi, Mitra. 2005. Monthly Labor Review, November 2005. Labor Force Projections to 2014: Retiring Boomers. US Department of Labor Bureau of Labor Statistics 2005.
Humphrey, Watts S. 1989. Managing the Software Process. Reading, MA. Addison-Wesley.
41Dutch SPIder PCMM OverviewGian Wemyss 3 June 2009