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Organizations are now competing in two markets, one for their products and services and one for the talent required to produce or perform them. Success in the former is determined by success in the latter. The ability to compete is directly related to the ability to attract, develop, motivate, organize, and retain the talented people needed to accomplish strategic business objectives. The People CMM, as documented in this authoritative book, is a framework for human capital management. Broadly adopted by small and large organizations worldwide, it provides proven tools for addressing strategic workforce and critical people issues. It helps organizations: Establish workforce practices aligned with current and future business objectives Characterize the maturity of workforce practices Guide a program of continuous workforce development Integrate workforce development with continual process improvement People CMM®, Second Edition, documents Version 2 of the People CMM and Describes practices for each maturity level, with guidance on how to interpret and apply them Explains capabilities for workforce development at each maturity level Shows how to apply the framework as a workforce assessment standard and a guide in planning and implementing improvement Presents case studies to illustrate how the People CMM has lead organizations to effective, repeatable, and lasting success in workforce development The book is aimed at people responsible for developing and implementing human capital strategies and plans in their organizations, managing or developing the workforce, implementing advanced workforce practices, nurturing teams, and transforming organizational culture. It is especially useful for businesses undergoing critical organizational changes.
This book introduces the SEIs People Capability Maturity Model (P-CMM), a comprehensive, five-level framework for improving workforce practices which draws upon todays best human resources and organizational development processes. The P-CMMs creators show how to characterize the maturity of any organizations workforce practices, guide a program of continuous workforce development, set priorities for immediate action, integrate workforce development with process improvement, and establish a culture of software engineering excellence.
The book is organized around basic principles of software project management: planning and estimating, measuring and controlling, leading and communicating, and managing risk. Introduces software development methods, from traditional (hacking, requirements to code, and waterfall) to iterative (incremental build, evolutionary, agile, and spiral). Illustrates and emphasizes tailoring the development process to each project, with a foundation in the fundamentals that are true for all development methods. Topics such as the WBS, estimation, schedule networks, organizing the project team, and performance reporting are integrated, rather than being relegating to appendices. Each chapter in the book includes an appendix that covers the relevant topics from CMMI-DEV-v1.2, IEEE/ISO Standards 12207, IEEE Standard 1058, and the PMI® Body of Knowledge. (PMI is a registered mark of Project Management Institute, Inc.)
"This book provides the research and instruction used to develop and implement software quickly, in small iteration cycles, and in close cooperation with the customer in an adaptive way, making it possible to react to changes set by the constant changing business environment. It presents four values explaining extreme programming (XP), the most widely adopted agile methodology"--Provided by publisher.
In IT Services, the businesses are managed with a customer-centric approach. This book, through various concepts, processes and stages, explores the need and framework of IT Services business, and how they are managed to deliver services par excellence. The book comprehensively explains how ITSE (IT Services Enterprises) strategies are analyzed and formulated with the help of three-dimensional cube—customer-centricity, niche vs. end-to-end offering and disruptive innovation vs. gradual innovation. The book further teaches that a good marketing must start with an integrative vision of the ITS Enterprise, and reveals how a customer plays a dominant role in co-creating IT Services. It also details on the various stages of sales cycle called Sales funnel, and how the sales team manages the sales opportunity’s progress. The concluding chapters discuss the aspects needed for the survival and growth of the ITSE firms; the factors that propel growth—Demand, Quality of the business environment and Supply response of an enterprise. It also shows how the future of the IT Services depend on the combination of—Business environment, Information and Communication Technology (ICT) trends, IT Services business model trends and IT governance trends. The book is well-supported with the diagrams and illustrations to explain the concepts clearly. The Review Questions are also incorporated to analyze the students’ learning skills. The book is intended for the postgraduate students of business administration, MCA and MSc (IT). Besides, the book will also be beneficial for the IT Services executives and managers.
The second XP Universe and ?rst Agile Universe brought together many p- ple interested in building software in a new way. Held in Chicago, August 4–7, 2002 it attracted software experts, educators, and developers. Unlike most c- ferences the venue was very dynamic. Many activities were not even well de?ned in advance. All discussions were encouraged to be spontaneous. Even so, there were some written words available and you are holding all of them now. We have collected as much material as possible together into this small volume. It is just the tip of the iceberg of course. A reminder to us of what we learned, the people we met, and the ideas we expressed. The conference papers, including research and experience papers, are rep- duced in these proceedings. Forty-one (41) papers were submitted. Each subm- ted paper received three reviews by program committee members. The program committee consisted of 40 members. Papers submitted by program committee members were refereed separately. This ensured that reviewers could provide an honest feedback not seen by the paper submitters. In many cases, the program committee shepherded authors to signi?cantly improve their initial submission prior to completing the version contained in these proceedings. In the end, the program committee chose 25 papers for publication (60% acceptance).
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.
It is often assumed that software testing is based on clearly defined requirements and software development standards. However, testing is typically performed against changing, and sometimes inaccurate, requirements. The third edition of a bestseller, Software Testing and Continuous Quality Improvement, Third Edition provides a continuous quality framework for the software testing process within traditionally structured and unstructured environments. This framework aids in creating meaningful test cases for systems with evolving requirements. This completely revised reference provides a comprehensive look at software testing as part of the project management process, emphasizing testing and quality goals early on in development. Building on the success of previous editions, the text explains testing in a Service Orientated Architecture (SOA) environment, the building blocks of a Testing Center of Excellence (COE), and how to test in an agile development. Fully updated, the sections on test effort estimation provide greater emphasis on testing metrics. The book also examines all aspects of functional testing and looks at the relation between changing business strategies and changes to applications in development. Includes New Chapters on Process, Application, and Organizational Metrics All IT organizations face software testing issues, but most are unprepared to manage them. Software Testing and Continuous Quality Improvement, Third Edition is enhanced with an up-to-date listing of free software tools and a question-and-answer checklist for choosing the best tools for your organization. It equips you with everything you need to effectively address testing issues in the most beneficial way for your business.
This book brings together experts to discuss relevant results in software process modeling, and expresses their personal view of this field. It is designed for a professional audience of researchers and practitioners in industry, and graduate-level students.