It helps the businesses to manage knowledge workers across global borders, as well as between graying and millennial generations. It is the framework that addresses the needs of employees, their competencies and the processes that need to be in place to ensure an organization is continuously improving and able to meet business needs effectively and efficiently and ranks on a scale 1 to 5, with 5 being the highest achievable maturity level. It is more of a strategic management framework for building and growing original competencies.
Description[ edit ] 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.
By following the maturity framework, an organization can avoid introducing workforce practices that its employees are unprepared to implement effectively.
The People CMM has been published in book form. It describes how the People CMM can be applied as a standard for assessing workforce practices and as a guide in planning and implementing improvement activities.
People Capability Maturity Model (PCMM)® PCMM is an integrated set of best practices that improves performance and key capabilities for organizations that want to improve their critical people . The People CMM employs the process maturity framework of the highly successful Capability Maturity Model for Software (SW-CMM) as a foundation for a model of best practices for managing and developing an organization's workforce. PCMM is similar to Capability Maturity Model (CMM) which was designed to measure the software maturity levels of the IT companies. The main objective of the certification to this model is to enhance the people capability and the hiring and other HR practices of the companies.
Version 2 of the People CMM has been designed to correct known issues in Version 1, which was released in ; to add enhancements learned from five years of implementation experience; and to integrate the model better with CMMI and its IPPD extensions.
The authors made this placement based on substantial feedback that it should not be placed at Maturity Level 3, as it had been in early review releases.
Experience has indicated that many organizations initiate formal development of workgroups while working toward Maturity Level 3.Case Objective This case study is designed to share with the reader key business concerns (aligning to people practices and metrics) of a company situated at The People Capability Maturity Model 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.
Each maturity level is a well. The People Capability Maturity Model adapts the maturity framework of the Capability Maturity Model for Software (CMMSM), to managing and developing an organization's workforce.
The People Capability Maturity Model (P-CMM) adapts the maturity framework of the Capability Maturity Model for Software (CMM), to managing and developing an organization’s workforce. PEOPLE CAPABILITY MATURITY MODEL Pragnya.J People Capability Maturity Model is a framework that emphasizes on the development of the workforce of an organization.
It enables the organization in developing, organization, motivating and retaining its employees.