People Capability Maturity Model

In today’s hyper-competitive business environment, the only way for organizations to reach their
strategic goals is to make the most of their people. To develop people management capabilities,
organizations must build teams, develop skills, and manage performance to fuel organizational
growth. Without a keen focus on workforce management and professional development,
organizations may suffer performance-related setbacks and hamper their growth strategy.
The People Capability Maturity Model (People CMM) is a maturity framework developed at the
CMMI Institute that guides organizations in improving their ability to attract, develop,
motivate, organize, and retain talent.
The People Capability Maturity Model provides guidance for improving the capability of an
organization’s workforce. These best practices help identify skill gaps, break down workflow
bottlenecks, and empower team members to develop skills that will help the organization succeed.
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, BAESystems, Tata
Consultancy Services, Ericsson, Lockheed Martin and QAI (India) Ltd.
It provides an evolutionary 5-level improvement path from ad hoc, inconsistently performed
people (or human resources) practices, to a mature, disciplined development of the knowledge,
skills, and motivation of the workforce. The practices included in the People CMM have been
chosen from past global experience because they have significant impact on individual, team, unit
and organizational performance.

 The Initial Level: Maturity Level 1

Organizations at the Initial Level of maturity usually have difficulty retaining talented individuals.
Despite the importance of talent, workforce practices in low-maturity organizations are often ad
hoc and inconsistent. In some areas, the organization has not defined workforce practices, and, in
other areas, it has not trained responsible individuals to perform the practices that exist.

 The Managed Level: Maturity Level 2

Maturity Level 2 focus a manager’s attention on unit-level issues such as staffing, coordinating
commitments, providing resources, managing performance, developing skills, and making
compensation decisions.

 The Defined Level: Maturity Level 3

The organization misses opportunities to standardize workforce practices because the common
knowledge and skills necessary to conduct its business activities have not been identified. The
primary objective of the Defined Level is to help an organization gain a competitive advantage by
developing the various competencies that must be combined in its workforce to accomplish its
business activities. These workforce competencies represent the critical pillars that support the
strategic business plan; their absence poses a severe risk to strategic business objectives.

 The Predictable Level: Maturity Level 4

An organization at the Defined Level has established an organizational framework for developing
its workforce. This framework is sustained through formal mentoring activities. The organization
is now able to manage its capability and performance quantitatively.

 The Optimizing Level: Maturity Level 5

At the Optimizing Level, the entire organization is focused on continual improvement. These
improvements are made to the capability of individuals and workgroups, to the performance of
competency-based processes, and to workforce practices and activities. Simultaneously, the
organization continually seeks methods for improving the capability of its competency-based
processes.

Benefits:
The above is a set of benefits observed in some of the organization that have implemented People
CMM. The adoption of the model:

 Drives a “systems” approach to its people related processes and initiatives

 Promotes a long-term thinking in terms of the people
 Increases transparency, democracy and openness
 Builds organizational agility and ability to execute cross-functional projects
 Increases the level of automation
 Makes the organization metrics and data analytics
 Drives a competency culture
 Enables handling of rapid growth and scale
 Makes the HR function become more of a business partner
 Transforms line managers to better people managers
UNIVERSITY OF THE PUNJAB
(GRW CAMPUS)
Project Management
ASSIGNMENT#1
Topic: People-CMM

Submitted To:
Prof. Naveed Jhamat
Submitted By:
Mishaal Fatima
BT16001
BSIT Morning(A)
7th Semester
Date: 18th Nov 2019