People CMM

People CMM

The People CMM was developed by the Software Engineering Institute, now called the CMMI Institute, and is a roadmap towards the Learning Organization (based on Peter Senge's book "The Fifth Discipline").

The People CMM is an organizational change model. It is designed on the premise that improved workforce practices will not survive unless an organization's behavior changes to support them. The People CMM provides a roadmap for transforming an organization by steadily improving its workforce practices.

The People Capability Maturity Model (People CMM) is a framework that helps organizations successfully address their critical people issues. Based on the best current practices in fields such as human resources, knowledge management, and organizational development, the People CMM guides organizations in improving their processes for managing and developing their workforces. 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 improvement, 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 worldwide by organizations, small and large.

Although this model was developed by the CMMI Institute as a complement to the various maturity CMMI models for software engineering and services we believe it deserves much wider attention than the current general acceptance in technical organizations. In our opinion HR professionals in any sector could benefit from this model for assessing and improving workforce management process maturity. 
The People CMM model offers a very powerful and pragmatic road map for improving the efficiency, effectiveness and climate of organizations.
Since its release in 1995, thousands of copies of the People CMM have been distributed, and it is used world-wide by organizations, small and large, such as IBM, Boeing, BAE Systems, Tata Consultancy Services, Ericsson, Lockheed Martin and QAI (India) Ltd. We hope this site will contribute to the use of the model and to the resulting increased maturity of workforce management processes.

 

Maturity Levels

The People CMM consists of five maturity levels that establish successive foundations for continuously improving individual competencies, developing effective teams, motivating improved performance, and shaping the workforce the organization needs to accomplish its future business plans.

PCMM 5 levels

People CMM Process Areas

 The Process Areas

 

P-CMM PAs

 

 

A practice is a subprocess within a process area that contributes to achieving a process area goal.

The People CMM tells us what needs to be in place when a certain maturity level has to be achieved; it does not prescribe how a process (area) needs to be implemented. In this section we will collect some selected best practices that can be used to fill the gaps between current and required practices identified by the model.