Open for business: People-CMM feedback

If you want to reach your business goals, then the capability of your workforce is of huge importance. The knowledge and skills of your professionals, and their motivation and drive is a key factor in delivering results. The People-CMM is a maturity framework that describes the key elements of managing and developing the workforce of an organization. The SEI wants to know how they can further improve the People-CMM.

The purpose of the People-CMM is to support organizations in addressing critical people issues. The model has been available since 1995, version 2.0 was released in 2001. The Software Engineering Institute (SEI) want to hear from organizations that are using the People CMM, or are thinking about deploying this model to improve how they manage their workforce. They are asking for feedback in order to improve the People-CMM model, optimize the SCAMPI assessment method. and to align this model with the CMMI models. Deadline for the feedback is march 31, 2011.

The SPIder People CMM Workgroup has organized a session to discuss People-CMM usage. Change requests have been published, feel free to react and add your ideas about how the P-CMM can be improved.


Ben Linders

I help organizations with effective software development and management practices. Active member of several networks on Agile, Lean and Quality, and a frequent speaker and writer.

This Post Has 6 Comments

  1. Matt Verhaegh

    Below a short reaction on the People-CMM:

    Indeed the “capability of your workforce is of huge importance for the business”. One way to achieve sufficient capability is “managing and developing the workforce of an organization”.
    The other way is: attracting/hiring the right persons for a specific job, have a very flexible dynamic organization, and putting the RESPONSIBILITY of having the right skills & experience to the people themselves (but supporting them with it).
    I think the latter is nowadays more and more the case, and a People Capability Model is according to me less needed for this.
    Another important trend is the DYNAMICS of society, organizations, economics (frequent mergers, split-ups, business goal changes due to recessions, globalization, technical evolutions). This implies according to me in difficult or even not feasible (N-years) implementations of the 5 level People-CMMI Model.

    1. BenLinders

      Matt: Thanks for your reaction. I agree with your statement on the dynamics, doing the P-CMM is a staged way is very difficult, and usually not the best way to get business value. My solution would be to select and deploy those process areas that bring the biggest benefits. This approach is already in use for the CMMI in CMMI Roadmaps, and there is a first P-CMM roadmap defined for organization that migrate to agile.

      BTW: Attracting/hiring people and assigning responsibility is covered in the P-CMM, e.g. process areas Staffing and Workforce Planning.

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