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Miguel Mira Da Silva - One of the best experts on this subject based on the ideXlab platform.

  • Digital Transformation capability maturity model Framework
    2019 IEEE 23rd International Enterprise Distributed Object Computing Conference (EDOC), 2019
    Co-Authors: Tomas Aguiar, Silvia Bogea Gomes, Paulo Rupino Cunha, Miguel Mira Da Silva
    Abstract:

    We propose a staged digital transformation capability maturity model framework that enables organizations to assess their present digital capability and establish a plan of improvements to move to a higher level. It was developed using a design science research approach, building on the ISO/IEC 330xx family of standards to provide structure to a set of digital transformation processes identified using a systematic literature review. At a time when companies look for orientation to navigate their digital transformation, the contribution of this paper is a framework, from a process perspective, rooted in solid scientific concepts, to guide practitioners on how to assess digital transformation initiatives.

Mark C. Paulk - One of the best experts on this subject based on the ideXlab platform.

  • a history of the capability maturity model for software
    Software Quality Professional Magazine, 2009
    Co-Authors: Mark C. Paulk
    Abstract:

    [This abstract is based on the author’s abstract.] The capability maturity model for Software developed by the Software Engineering Institute in 1987 and formalized as the Software CMM® in 1991 contained a detailed description of recommended software en..

  • capability maturity model for software
    Encyclopedia of Software Engineering, 2001
    Co-Authors: Mark C. Paulk, Bill Curtis, Mary Beth Chrissis
    Abstract:

    This article provides an overview of the capability maturity model® for Software (Software CMM®) and the concepts of software process maturity. (capability maturity model and CMM are registered in the U.S. Patent and Trademark Office.) It contains a background discussion of why process is crucial to organizational and project success, a description of the development of the CMM, a detailed summary of the model, and a description of the model's use for process improvement and the evaluation of software suppliers; describes the use of the CMM in the context of the SEI's IDEALSM (IDEAL is a service mark of Carnegie Mellon University) approach to process improvement; summarizes some of the strengths and weaknesses of the current model and its use; characterizes the state of the practice and the return on investment for software process improvement; and concludes with a discussion of likely future directions for CMM-like models. Keywords: capability maturity model; trademark; Carnegie Mellon University; principles; total quality management; software; maturity model; uses; key process improvement; case studies

  • analyzing the conceptual relationship between iso iec 15504 software process assessment and the capability maturity model for software
    1999
    Co-Authors: Mark C. Paulk
    Abstract:

    The capability maturity model ® for Software (Software CMM ® ) is probably the best known and most widely used model world-wide for software process improvement. ISO/IEC 15504 is a suite of standards currently under development for software process assessment, which can be expected to affect the continuing evolution of the Software CMM. This paper discusses the similarities and differences between the two models and how they may influence each other as they both continue to evolve.

  • the capability maturity model guidelines for improving the software process
    1994
    Co-Authors: Mark C. Paulk, Charles V. Weber, Bill Curtis, Mary Beth Chrissis
    Abstract:

    I. THE capability maturity model FOR SOFTWARE: BACKGROUND, CONCEPTS, STRUCTURES AND USAGE. 1. Introducing Software Process maturity. The Evolution of the CMM. Immature versus Mature Software Organizations. Fundamental Concepts Underlying Process maturity. Total Quality Management and the CMM. Customer Satisfaction. Benefits and Risks of model-Based Improvement. 2. The Software Process maturity Framework. Behavioral Characterization of the maturity Levels. Skipping maturity Levels. Visibility into the Software Process. Prediction of Performance. 3. The Structure of the capability maturity model. Internal Structure of the maturity Levels . maturity Levels. Key Process Areas. Key Practices. Common Features. 4. Interpreting the CMM. Interpreting the Key Practices. The Key Process Area Template. Interpreting the Common Features. Organizational Structure and Roles. Understanding Software Process Definition. The Evolution of Processes. Applying Professional Judgment. 5. Using the CMM. A CMM-Based Appraisal Method. Process Assessments and capability Evaluation. Software Process Improvement. Using the CMM in Context. 6. A High-maturity Example: Space Shuttle Onboard Software. Introduction. Background. Approaches to Process Improvement. Overall Lessons. II. THE KEY PRACTICES OF THE capability maturity model FOR SOFTWARE. 7. The Key Areas for Level 2: Repeatable. Requirements Management. Software Project Planning. Software Project Tracking and Oversight. Software Subcontract Management. Software Quality Assurance. Software Configuration Management. 8. The Key Process Areas for Level 3: Defined. Organization Process Focus. Organization Process Definition. Training Program. Integrated Software Management. Software Product Engineering. Intergroup Coordination. Peer Reviews. 9. The Key Process Areas for Level 4: Managed. Quantitative Process Management. Software Quality Management. 10. The Key Process Areas for Level 5:Optimizing. Defect Prevention. Technology Change Management. Process Change Management. Appendix A: References. Appendix B: Acronyms. Appendix C: Glossary. Appendix D: Abridged Version of the Key Practices. Appendix E: Mapping the Key Practices to Goals. Appendix F: Comparing ISO 9001 and the CMM. Appendix G: An Overview of ISO's SPICE Project. Appendix H: Change History of the CMM. Appendix I: Change Request Form. Index. 0201546647T04062001

  • Comparing ISO 9001 and the capability maturity model for Software
    Software Quality Journal, 1993
    Co-Authors: Mark C. Paulk
    Abstract:

    The capability maturity model for Software developed by the Software Engineering Institute and the ISO 9000 series of standards developed by the International Standards Organization share a common concern with quality and process management. The two are driven by similar concerns and are intuitively correlated. The purpose of this paper is to compare the CMM and ISO 9001. The results of the analysis indicate that, although an ISO 9001 compliant organization would not necessarily satisfy all of the level 2 key process areas, it would satisfy most of the level 2 goals and many of the level 3 goals.

Bill Curtis - One of the best experts on this subject based on the ideXlab platform.

  • people capability maturity model p cmm version 2 0 second edition
    2009
    Co-Authors: Bill Curtis, Bill Hefley, Sally A Miller
    Abstract:

    The People capability maturity model (People CMM) can help organizations successfully address their critical human capital issues. The People CMM employs a process maturity framework as a foundation for best practices for managing and developing an organization's workforce. 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 workforce. The People CMM helps organizations characterize the maturity of their human capital 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 the release of the Version 2 of the People CMM in 2001, use of the People CMM around the world has increased substantially by small and large organizations in many industries and market sectors. Based on continuing feedback and experience, this update of the People CMM has been prepared. This report documents an update to the People CMM, Version 2, which updates informative material within the People CMM and its subpractices and provides new information learned from the continuing global use of the People CMM.

  • People capability maturity model (P-CMM) Version 2.0
    Carnegie Mellon Software Engineering Institute, 2009
    Co-Authors: Bill Curtis, Bill Hefley, Sally Miller
    Abstract:

    The People capability maturity model (CMM) is a tool that helps you successfully address the critical people issues in your organization. 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. The Software CMM has been used by software organizations around the world for guiding dramatic improvements in their ability to improve productivity and quality, reduce costs and time to market, and increase customer satisfaction. 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 workforce. 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 world-wide by organizations, small and large, such as IBM, Boeing, BAE Systems, Tata Consultancy Services, Ericsson, Lockheed Martin and QAI (India) Ltd.

  • the people capability maturity model guidelines for improving the workforce
    2002
    Co-Authors: Bill Curtis, William E Hefley, Sally A Miller
    Abstract:

    Preface. The Need for an Agile Workforce. People capability maturity model (R) Framework. Structure of This Book. The Content of the People CMM. Audience. Feedback Information. Acknowledgments. I. THE PEOPLE capability maturity model: BACKGROUND, CONCEPTS, STRUCTURE, AND USAGE. 1. The Process maturity Framework. What Is the People CMM? Why Do We Need a People CMM? What Is the Process maturity Framework? How Did the Process maturity Framework Spread? Why Did the People CMM Emerge in the Software Industry? 2. Overview of the People CMM. Organizational maturity. maturity Levels in the People CMM. Behavioral Characteristics of maturity Levels. The Initial Level: maturity Level 1. The Managed Level: maturity Level 2. The Defined Level: maturity Level 3. The Predictable Level: maturity Level 4. The Optimizing Level: maturity Level 5. 3. People CMM Process Areas. Process Area. The Process Areas of the People CMM. The Initial Level: maturity Level 1. The Managed Level: maturity Level 2. The Defined Level: maturity Level 3. The Predictable Level: maturity Level 4. The Optimizing Level: maturity Level 5. Process Area Threads in the People CMM. Developing Individual capability. Building Workgroups and Culture. Motivating and Managing Performance. Shaping the Workforce. 4. The Architecture of the People CMM. Structural Components of the People CMM. maturity Levels. Process Areas. Goals. Practices. Implementation Practices. Institutionalization Practices. Practice Statements. Required, Expected, and Informative Components. 5. Interpreting the People CMM. Applying Professional Judgment. Organizational Factors. Goodness of Workforce Practices. Interpreting the Practices. Commitment to Perform. Ability to Perform. Practices Performed. Measurement and Analysis. Verifying Implementation. Organizational Roles and Structure. Organizational Roles. Organizational Structure. Institutionalization Issues. maturity Level 2 Procedures versus maturity Level 3 Defined Practices. Defined, But Not Quantified or Optimized. maturity Level Concerns. maturity Level 3 Is Enough! Level Fever. Skipping maturity Levels. Ignoring Process Areas. Implementing Practices Out of maturity Level Sequence. 6. Using the People CMM. Uses of the People CMM. The IDEAL Life Cycle model for Improvement. People CMM as a Guide for Improvement. People CMM as a Basis for Assessments. People CMM-Based Assessment Method. Joint Assessments. Questionnaire-Based Assessments. Gap Analyses. Implementing a People CMM-Based Improvement Program. Planning and Executing an Improvement Project. Implementing maturity-Based Improvement Programs. 7. Experience with the People CMM. Adoption of the People CMM. Benefits. Case Studies. Boeing Business Resources Support. Novo Nordisk IT A/S. Lockheed Martin Mission Systems. Tata Consulting Services. Conclusion. II. PROCESS AREAS OF THE PEOPLE capability maturity model. The Managed Level: maturity Level 2. Staffing. Communication and Coordination. Work Environment. Performance Management. Training and Development. Compensation. The Defined Level: maturity Level 3. Competency Analysis. Workforce Planning. Competency Development. Career Development. Competency-Based Practices. Workgroup Development. Participatory Culture. The Predictable Level: maturity Level 4. Competency Integration. Empowered Workgroups. Competency-Based Assets. Quantitative Performance Management. Organizational capability Management. Mentoring. The Optimizing Level: maturity Level 5. Continuous capability Improvement. Organizational Performance Alignment. Continuous Workforce Innovation. III. APPENDICES. A. References. B. Acronyms C. Glossary of Terms. D. Practice-To-Goal Mappings for People CMM Process Areas. Index. 0201604450T11262001

  • capability maturity model for software
    Encyclopedia of Software Engineering, 2001
    Co-Authors: Mark C. Paulk, Bill Curtis, Mary Beth Chrissis
    Abstract:

    This article provides an overview of the capability maturity model® for Software (Software CMM®) and the concepts of software process maturity. (capability maturity model and CMM are registered in the U.S. Patent and Trademark Office.) It contains a background discussion of why process is crucial to organizational and project success, a description of the development of the CMM, a detailed summary of the model, and a description of the model's use for process improvement and the evaluation of software suppliers; describes the use of the CMM in the context of the SEI's IDEALSM (IDEAL is a service mark of Carnegie Mellon University) approach to process improvement; summarizes some of the strengths and weaknesses of the current model and its use; characterizes the state of the practice and the return on investment for software process improvement; and concludes with a discussion of likely future directions for CMM-like models. Keywords: capability maturity model; trademark; Carnegie Mellon University; principles; total quality management; software; maturity model; uses; key process improvement; case studies

  • people capability maturity model sm
    1995
    Co-Authors: Bill Curtis, William E Hefley, Sally A Miller
    Abstract:

    Abstract : The People capability maturity model(sm) (P-CMM(sm)) adapts the maturity framework of the capability maturity model(sm) for Software (CMM(sm)) (Paulk 95) to managing and developing an organization's workforce. The motivation for the P-CMM is to radically improve the ability of software organizations to attract, develop, motivate, organize, and retain the talent needed to continuously improve software development capability. The P-CMM is designed to allow software organizations to integrate workforce improvement with software process improvement programs guided by the CMM. The P-CMM can also be used by any kind of organization as a guide for improving its people-related and workforce practices. Based on the best current practices in fields such as human resources and organizational development, the P-CMM provides organizations with guidance on how to gain control of their processes for managing and developing their workforce. The P-CMM helps organizations to characterize the maturity of their workforce practices, guide a program of continuous workforce development, set priorities for immediate actions, integrate workforce development with process improvement, and establish a culture of software engineering excellence. It describes an evolutionary improvement path from ad hoc, inconsistently performed practices, to a mature, disciplined development of the knowledge, skills, and motivation of the workforce, just as the CMM describes an evolutionary improvement path for the software processes within an organization.

Tomas Aguiar - One of the best experts on this subject based on the ideXlab platform.

  • Digital Transformation capability maturity model Framework
    2019 IEEE 23rd International Enterprise Distributed Object Computing Conference (EDOC), 2019
    Co-Authors: Tomas Aguiar, Silvia Bogea Gomes, Paulo Rupino Cunha, Miguel Mira Da Silva
    Abstract:

    We propose a staged digital transformation capability maturity model framework that enables organizations to assess their present digital capability and establish a plan of improvements to move to a higher level. It was developed using a design science research approach, building on the ISO/IEC 330xx family of standards to provide structure to a set of digital transformation processes identified using a systematic literature review. At a time when companies look for orientation to navigate their digital transformation, the contribution of this paper is a framework, from a process perspective, rooted in solid scientific concepts, to guide practitioners on how to assess digital transformation initiatives.

Sally A Miller - One of the best experts on this subject based on the ideXlab platform.

  • people capability maturity model p cmm version 2 0 second edition
    2009
    Co-Authors: Bill Curtis, Bill Hefley, Sally A Miller
    Abstract:

    The People capability maturity model (People CMM) can help organizations successfully address their critical human capital issues. The People CMM employs a process maturity framework as a foundation for best practices for managing and developing an organization's workforce. 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 workforce. The People CMM helps organizations characterize the maturity of their human capital 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 the release of the Version 2 of the People CMM in 2001, use of the People CMM around the world has increased substantially by small and large organizations in many industries and market sectors. Based on continuing feedback and experience, this update of the People CMM has been prepared. This report documents an update to the People CMM, Version 2, which updates informative material within the People CMM and its subpractices and provides new information learned from the continuing global use of the People CMM.

  • the people capability maturity model guidelines for improving the workforce
    2002
    Co-Authors: Bill Curtis, William E Hefley, Sally A Miller
    Abstract:

    Preface. The Need for an Agile Workforce. People capability maturity model (R) Framework. Structure of This Book. The Content of the People CMM. Audience. Feedback Information. Acknowledgments. I. THE PEOPLE capability maturity model: BACKGROUND, CONCEPTS, STRUCTURE, AND USAGE. 1. The Process maturity Framework. What Is the People CMM? Why Do We Need a People CMM? What Is the Process maturity Framework? How Did the Process maturity Framework Spread? Why Did the People CMM Emerge in the Software Industry? 2. Overview of the People CMM. Organizational maturity. maturity Levels in the People CMM. Behavioral Characteristics of maturity Levels. The Initial Level: maturity Level 1. The Managed Level: maturity Level 2. The Defined Level: maturity Level 3. The Predictable Level: maturity Level 4. The Optimizing Level: maturity Level 5. 3. People CMM Process Areas. Process Area. The Process Areas of the People CMM. The Initial Level: maturity Level 1. The Managed Level: maturity Level 2. The Defined Level: maturity Level 3. The Predictable Level: maturity Level 4. The Optimizing Level: maturity Level 5. Process Area Threads in the People CMM. Developing Individual capability. Building Workgroups and Culture. Motivating and Managing Performance. Shaping the Workforce. 4. The Architecture of the People CMM. Structural Components of the People CMM. maturity Levels. Process Areas. Goals. Practices. Implementation Practices. Institutionalization Practices. Practice Statements. Required, Expected, and Informative Components. 5. Interpreting the People CMM. Applying Professional Judgment. Organizational Factors. Goodness of Workforce Practices. Interpreting the Practices. Commitment to Perform. Ability to Perform. Practices Performed. Measurement and Analysis. Verifying Implementation. Organizational Roles and Structure. Organizational Roles. Organizational Structure. Institutionalization Issues. maturity Level 2 Procedures versus maturity Level 3 Defined Practices. Defined, But Not Quantified or Optimized. maturity Level Concerns. maturity Level 3 Is Enough! Level Fever. Skipping maturity Levels. Ignoring Process Areas. Implementing Practices Out of maturity Level Sequence. 6. Using the People CMM. Uses of the People CMM. The IDEAL Life Cycle model for Improvement. People CMM as a Guide for Improvement. People CMM as a Basis for Assessments. People CMM-Based Assessment Method. Joint Assessments. Questionnaire-Based Assessments. Gap Analyses. Implementing a People CMM-Based Improvement Program. Planning and Executing an Improvement Project. Implementing maturity-Based Improvement Programs. 7. Experience with the People CMM. Adoption of the People CMM. Benefits. Case Studies. Boeing Business Resources Support. Novo Nordisk IT A/S. Lockheed Martin Mission Systems. Tata Consulting Services. Conclusion. II. PROCESS AREAS OF THE PEOPLE capability maturity model. The Managed Level: maturity Level 2. Staffing. Communication and Coordination. Work Environment. Performance Management. Training and Development. Compensation. The Defined Level: maturity Level 3. Competency Analysis. Workforce Planning. Competency Development. Career Development. Competency-Based Practices. Workgroup Development. Participatory Culture. The Predictable Level: maturity Level 4. Competency Integration. Empowered Workgroups. Competency-Based Assets. Quantitative Performance Management. Organizational capability Management. Mentoring. The Optimizing Level: maturity Level 5. Continuous capability Improvement. Organizational Performance Alignment. Continuous Workforce Innovation. III. APPENDICES. A. References. B. Acronyms C. Glossary of Terms. D. Practice-To-Goal Mappings for People CMM Process Areas. Index. 0201604450T11262001

  • people capability maturity model sm
    1995
    Co-Authors: Bill Curtis, William E Hefley, Sally A Miller
    Abstract:

    Abstract : The People capability maturity model(sm) (P-CMM(sm)) adapts the maturity framework of the capability maturity model(sm) for Software (CMM(sm)) (Paulk 95) to managing and developing an organization's workforce. The motivation for the P-CMM is to radically improve the ability of software organizations to attract, develop, motivate, organize, and retain the talent needed to continuously improve software development capability. The P-CMM is designed to allow software organizations to integrate workforce improvement with software process improvement programs guided by the CMM. The P-CMM can also be used by any kind of organization as a guide for improving its people-related and workforce practices. Based on the best current practices in fields such as human resources and organizational development, the P-CMM provides organizations with guidance on how to gain control of their processes for managing and developing their workforce. The P-CMM helps organizations to characterize the maturity of their workforce practices, guide a program of continuous workforce development, set priorities for immediate actions, integrate workforce development with process improvement, and establish a culture of software engineering excellence. It describes an evolutionary improvement path from ad hoc, inconsistently performed practices, to a mature, disciplined development of the knowledge, skills, and motivation of the workforce, just as the CMM describes an evolutionary improvement path for the software processes within an organization.

  • Overview of the People capability maturity model SM
    1995
    Co-Authors: Bill Curtis, William E Hefley, Sally A Miller
    Abstract:

    Abstract : This document provides an overview and an introduction to the People capability maturity model (P-CMM) (Curtis95). Specifically, this document defines the concepts necessary to understand the P-CMM and the motivation and purpose behind the P-CMM. This overview describes the P-CMM structural components, consisting of key process areas within the five maturity levels of the P-CMM, and the principles that underlie each of the maturity levels. Finally, the document addresses potential uses of the P-CMM in assessing organizational practice or guiding improvement of an organization's workforce capability. The document is intended to provide an overview of the concepts of the P-CMM, while the People capability maturity model (Curtis95) describes the key practices for each level of the P-CMM.