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© 2006 Carnegie Mellon University The People Capability Maturity Model: Overview Gian Wemyss Senior Member of the Technical Staff Software Engineering Institute

The People Capability Maturity Model Overview

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Page 1: The People Capability Maturity Model Overview

© 2006 Carnegie Mellon University

The People Capability Maturity Model: Overview

Gian WemyssSenior Member of the Technical StaffSoftware Engineering Institute

Page 2: The People Capability Maturity Model Overview

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)

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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

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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

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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

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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.

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

...

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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

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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

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Case Studies

• Boeing Corporation

• Novo Nordisk, IT/AS

• Computer Sciences Corporation

• Intel Corporation

• Organizations in India

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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

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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

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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

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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

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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

Page 25: The People Capability Maturity Model Overview

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

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The Computer Sciences Corporation, National Flood

Insurance Program

Maturity Level 2

when comparing current workforce practices against the People Capability Maturity Model.P-CMM

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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

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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

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Benefits

Increased consistency in management practices

Better communications up, down, and all around

More competent workforce

Higher employee satisfaction

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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

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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

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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.

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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

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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

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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

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Evolution of TCS Quality Initiatives

Source: Keeni 2004

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The Tata Business Excellence Model

Source: Keeni 2004

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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

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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

[email protected]

PresentersPresenters Contact InformationContact Information

Gian Wemyss Senior Member of the Technical Staff

Software Engineering Institute

+ 1 412 268-8138

[email protected]

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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.

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