书籍详情
个体CMM指南：能力全面提升之路
作者：（美）比尔·柯蒂斯（Bill Curtis）著
出版社：清华大学出版社
出版时间：2003-08-01
ISBN：9787302070443
定价：¥39.00
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内容简介
本书描述了个体能力成熟度模型的每个成熟度级别，以及如何在公司的改进工作中应用它。并介绍了公司在成熟度的每个阶段敏捷开发的能力。还介绍了个体CMM如何作为评估开发实践的标准，如何指导和实现这些改进活动。同时也展现了使用个何等CMM的公司的案例。
作者简介
比尔·柯蒂斯（Bill Curtis）Bill Curtis是TeraQuest Metrics公司的共同创始人和首席科学家，也是个体CMM的主要架构师和作者。Curtis博士还在卡内基·梅隆大学的软件工程研究所时，就领导了发表软件能力成熟度模型1.1版的计划。他的博士工作是有关工业/企业心理学和统计学方面的。
目录
PREFACE
The Need for an Agile Workforce
People Capability Maturity Model Framework
Structure of This Book
The Content of the People CMM
Audience
Feedback Information
ACKNOWLEDGMENTS
PART ONE -- THE PEOPLE CAPABILITY MATURITY MODEL:BACKGROUND, CONCEPTS, STRUCTURE, AND USAGE
1 THE PROCESS MATURITY FRAMEWORK
1.1 What Is the People CMM?
1.2 Why Do We Need a People CMM?
1.3 What Is the Process Maturity Framework?
1.4 How Did the Process Maturity Framework Spread?
1.5 Why Did the People CMM Emerge in the Software Industry?
2 OVERVIEW OF THE PEOPLE CMM
2.1 Organizational Maturity
2.2 Maturity Levels in the People CMM
2.3 Behavioral Characteristics of Maturity Levels
2.3.1 The Initial Level: Maturity Level 1
2.3.2 The Managed Level: Maturity Level 2
2.3.3 The Defined Level: Maturity Level 3
2.3.4 The Predictable Level: Maturity Level 4
2.3.5 The Optimizing Level: Maturity Level 5
3 PEOPLE CMM PROCESS AREAS
3.1 Process Area
3.2 The Process Areas of the People CMM
3.2.1 The Initial Level: Maturity Level 1
3.2.2 The Managed Level: Maturity Level 2
3.2.3 The Defined Level: Maturity Level 3
3.2.4 The Predictable Level: Maturity Level 4
3.2.5 The Optimizing Level: Maturity Level 5
3.3 Process Area Threads in the People CMM
3.3.1 Developing Individual Capability
3.3.2 Building Workgroups and Culture
3.3.3 Motivating and Managing Performance
3.3.4 Shaping the Workforce
4 THE ARCHITECTURE OF THE PEOPLE CMM
4.1 Structural Components of the People CMM
4.2 Maturity Levels
4.3 Process Areas
4.4 Goals
4.5 Practices
4.5.1 Implementation Practices
4.5.2 Institutionalization Practices
4.5.3 Practice Statements
4.6 Required, Expected, and Informative Components
5 INTERPRETING THE PEOPLE CMM
5.1 Applying Professional Judgment
5.1.1 Organizational Factors
5.1.2 Goodness of Workforce Practices
5.2 Interpreting the Practices
5.2.1 Commitment to Perform
5.2.2 Ability to Perform
5.2.3 Practices Performed
5.2.4 Measurement and Analysis
5.2.5 Verifying Implementation
5.3 Organizational Roles and Structure
5.3.1 Organizational Roles
5.3.2 Organizational Structure
5.4 Institutionalization Issues
5.4.1 Maturity Level 2 Procedures versus Maturity Level 3 Defined Practices
5.4.2 Defined, But Not Quantified or Optimized
5.5 Maturity Level Concerns
5.5.1 Maturity Level 3 Is Enough!
5.5.2 Level Fever
5.5.3 Skipping Maturity Levels
5.5.4 Ignoring Process Areas
5.5.5 Implementing Practices Out of Maturity Level Sequence
6 USING THE PEOPLE CMM
6.1 Uses of the People CMM
6.2 The IDEAL Life Cycle Model for Improvement
6.3 People CMM as a Guide for Improvement
6.4 People CMM as a Basis for Assessments
6.4.1 People CMM-Based Assessment Method
6.4.2 Joint Assessments
6.4.3 Questionnaire-Based Assessments
6.4.4 Gap Analyses
6.5 Implementing a People CMM-Based Improvement Program
6.5.1 Planning and Executing an Improvement Project
6.5.2 Implementing Maturity-Based Improvement Programs
7 EXPERIENCE WITH THE PEOPLE CMM
7.1 Adoption of the People CMM
7.2 Benefits
7.3 Case Studies
7.3.1 Boeing Business Resources Support
7.3.2 Novo Nordisk IT NS
7.3.3 Lockheed Martin Mission Systems
7.3.4 Tata Consulting Services
7.4 Conclusion
PART TWO -- 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
PART THREE -- APPENDICES
A REFERENCES
B ACRONYMS
C GLOSSARY OF TERMS
D PRACTICE-TO-GOAL MAPPINGS FOR PEOPLE CMM PROCESS AREAS
INDEX
第I部分 个体能力成熟度模型：背景. 概念. 结构和用途
第1章 过程成熟度框架
1. 1 什么是个体CMM
1. 2 为什么需要个体CMM
1. 3 什么是过程成熟度框架
1. 4 过程成熟度框架是如何传播开来的
1. 5 个体CMM为什么会在软件业界出现
第2章 个体CMM概述
2. 1 企业的成熟度
2. 2 个体CMM中的成熟度级别
2. 3 成熟度级别中的行为特性
第3章 个体CMM的过程域
3. 1 过程域
3. 2个体CMM中的过程域
3. 3 个体CMM中的过程域线索
第4章 个体CMM模型的构架
4. 1 个体CMM结构中的组成部件
4. 2 成熟度级别
4. 3 过程域
4. 4 目标
4. 5 实践
4. 6 必需的. 期望的和可提供信息的组成部件
第5章 对个体CMM的解释
5. 1 运用专业性的判断
5. 2对各种实践的解释
5. 3 组织的角色和结构
5. 4 有关制度化的问题
5. 5 成熟度级别方面的考虑
第6章 个体CMM的使用
6. 1个体CMM的用途
6. 2 用于改进的IDEAL生命周期模型
6. 3 作为改进指南的个体CMM
6. 4 作为评估基础的个体CMM
6. 5 实现基于个体CMM的改进计划
第7章 个体CMM的应用案例
7. 1 采用个体CMM
7. 2 益处
7. 3 案例研究
7. 4 小结
第II部分 个体能力成熟度模型的过程域
已管理级：第二级成熟度
人员配备
沟通和协调
工作环境
绩效管理
培训和发展
补偿
已定义级：第三级成熟度
能力分析
个体计划
能力的培养
职业发展
基于能力的实践
工作组的发展
参与性的文化
可预测级, 第四级成热度
能力综合
能力增强的工作组
基于能力的资产
定量的绩效管理
组织范围内的能力管理
培训
优化级：第五级成熟度
连续的能力改进
组织性的绩效调节
持续的人才队伍更新
第III部分 附录
附录A 参考文献
附录B 缩略语
附录C 术语表
附录D 个体CMM过程域的实践-目标映射表
The Need for an Agile Workforce
People Capability Maturity Model Framework
Structure of This Book
The Content of the People CMM
Audience
Feedback Information
ACKNOWLEDGMENTS
PART ONE -- THE PEOPLE CAPABILITY MATURITY MODEL:BACKGROUND, CONCEPTS, STRUCTURE, AND USAGE
1 THE PROCESS MATURITY FRAMEWORK
1.1 What Is the People CMM?
1.2 Why Do We Need a People CMM?
1.3 What Is the Process Maturity Framework?
1.4 How Did the Process Maturity Framework Spread?
1.5 Why Did the People CMM Emerge in the Software Industry?
2 OVERVIEW OF THE PEOPLE CMM
2.1 Organizational Maturity
2.2 Maturity Levels in the People CMM
2.3 Behavioral Characteristics of Maturity Levels
2.3.1 The Initial Level: Maturity Level 1
2.3.2 The Managed Level: Maturity Level 2
2.3.3 The Defined Level: Maturity Level 3
2.3.4 The Predictable Level: Maturity Level 4
2.3.5 The Optimizing Level: Maturity Level 5
3 PEOPLE CMM PROCESS AREAS
3.1 Process Area
3.2 The Process Areas of the People CMM
3.2.1 The Initial Level: Maturity Level 1
3.2.2 The Managed Level: Maturity Level 2
3.2.3 The Defined Level: Maturity Level 3
3.2.4 The Predictable Level: Maturity Level 4
3.2.5 The Optimizing Level: Maturity Level 5
3.3 Process Area Threads in the People CMM
3.3.1 Developing Individual Capability
3.3.2 Building Workgroups and Culture
3.3.3 Motivating and Managing Performance
3.3.4 Shaping the Workforce
4 THE ARCHITECTURE OF THE PEOPLE CMM
4.1 Structural Components of the People CMM
4.2 Maturity Levels
4.3 Process Areas
4.4 Goals
4.5 Practices
4.5.1 Implementation Practices
4.5.2 Institutionalization Practices
4.5.3 Practice Statements
4.6 Required, Expected, and Informative Components
5 INTERPRETING THE PEOPLE CMM
5.1 Applying Professional Judgment
5.1.1 Organizational Factors
5.1.2 Goodness of Workforce Practices
5.2 Interpreting the Practices
5.2.1 Commitment to Perform
5.2.2 Ability to Perform
5.2.3 Practices Performed
5.2.4 Measurement and Analysis
5.2.5 Verifying Implementation
5.3 Organizational Roles and Structure
5.3.1 Organizational Roles
5.3.2 Organizational Structure
5.4 Institutionalization Issues
5.4.1 Maturity Level 2 Procedures versus Maturity Level 3 Defined Practices
5.4.2 Defined, But Not Quantified or Optimized
5.5 Maturity Level Concerns
5.5.1 Maturity Level 3 Is Enough!
5.5.2 Level Fever
5.5.3 Skipping Maturity Levels
5.5.4 Ignoring Process Areas
5.5.5 Implementing Practices Out of Maturity Level Sequence
6 USING THE PEOPLE CMM
6.1 Uses of the People CMM
6.2 The IDEAL Life Cycle Model for Improvement
6.3 People CMM as a Guide for Improvement
6.4 People CMM as a Basis for Assessments
6.4.1 People CMM-Based Assessment Method
6.4.2 Joint Assessments
6.4.3 Questionnaire-Based Assessments
6.4.4 Gap Analyses
6.5 Implementing a People CMM-Based Improvement Program
6.5.1 Planning and Executing an Improvement Project
6.5.2 Implementing Maturity-Based Improvement Programs
7 EXPERIENCE WITH THE PEOPLE CMM
7.1 Adoption of the People CMM
7.2 Benefits
7.3 Case Studies
7.3.1 Boeing Business Resources Support
7.3.2 Novo Nordisk IT NS
7.3.3 Lockheed Martin Mission Systems
7.3.4 Tata Consulting Services
7.4 Conclusion
PART TWO -- 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
PART THREE -- APPENDICES
A REFERENCES
B ACRONYMS
C GLOSSARY OF TERMS
D PRACTICE-TO-GOAL MAPPINGS FOR PEOPLE CMM PROCESS AREAS
INDEX
第I部分 个体能力成熟度模型：背景. 概念. 结构和用途
第1章 过程成熟度框架
1. 1 什么是个体CMM
1. 2 为什么需要个体CMM
1. 3 什么是过程成熟度框架
1. 4 过程成熟度框架是如何传播开来的
1. 5 个体CMM为什么会在软件业界出现
第2章 个体CMM概述
2. 1 企业的成熟度
2. 2 个体CMM中的成熟度级别
2. 3 成熟度级别中的行为特性
第3章 个体CMM的过程域
3. 1 过程域
3. 2个体CMM中的过程域
3. 3 个体CMM中的过程域线索
第4章 个体CMM模型的构架
4. 1 个体CMM结构中的组成部件
4. 2 成熟度级别
4. 3 过程域
4. 4 目标
4. 5 实践
4. 6 必需的. 期望的和可提供信息的组成部件
第5章 对个体CMM的解释
5. 1 运用专业性的判断
5. 2对各种实践的解释
5. 3 组织的角色和结构
5. 4 有关制度化的问题
5. 5 成熟度级别方面的考虑
第6章 个体CMM的使用
6. 1个体CMM的用途
6. 2 用于改进的IDEAL生命周期模型
6. 3 作为改进指南的个体CMM
6. 4 作为评估基础的个体CMM
6. 5 实现基于个体CMM的改进计划
第7章 个体CMM的应用案例
7. 1 采用个体CMM
7. 2 益处
7. 3 案例研究
7. 4 小结
第II部分 个体能力成熟度模型的过程域
已管理级：第二级成熟度
人员配备
沟通和协调
工作环境
绩效管理
培训和发展
补偿
已定义级：第三级成熟度
能力分析
个体计划
能力的培养
职业发展
基于能力的实践
工作组的发展
参与性的文化
可预测级, 第四级成热度
能力综合
能力增强的工作组
基于能力的资产
定量的绩效管理
组织范围内的能力管理
培训
优化级：第五级成熟度
连续的能力改进
组织性的绩效调节
持续的人才队伍更新
第III部分 附录
附录A 参考文献
附录B 缩略语
附录C 术语表
附录D 个体CMM过程域的实践-目标映射表
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