An organization is nothing but a collective group of people working together in the same direction, towards the same goal: that is to achieve organizations' goals. It is the workforce, the human resource which is the core crux of an organization and is of utmost importance to the organization.

  To motivate continuous improvement of the workforce, an organization must perceive its people as assets rather than as expense items. In many cases, even when organizations are aware of the problem and want to include people-related activities in their improvement programs, they do not know where or how to begin.

Contents:

• Components of the P-CMM structure

• Five maturity levels of the P-CMM

A maturity framework for developing human talent:

The People Capability Maturity Model (P-CMM) focuses on continuously developing the human assets of a software or information systems organization. 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 steadily improve their software development capability

One objective of the CMM is to distinguish mature processes from immature or ad hoc processes. The path to higher maturity includes some well-defined plateaus that are viewed as maturity levels by the CMM. Each maturity level specifies certain characteristics for processes, with higher maturity levels having more advanced characteristics. It also specifies the path that a software process follows in moving from immature and ad hoc process to highly mature process. This path includes five maturity levels.

Maturity levels  : A maturity level is a well-defined evolutionary plateau that establishes a level of capacity for improving workforce capability.

Workforce capability: Workforce capability describes the level of knowledge and skills in the organization's workforce and the ability of the workforce to apply them to improving business performance.

Key process areas  : Each maturity level is composed of key process areas. Each key process area contains a set of goals that, when satisfied, establish that key process area's ability to affect workforce capability.

Goals  : The goals of a key process area summarize the states that must exist for that key process area to have been implemented in an effective and lasting way. The extent to which the goals have been accomplished is an indicator of how much capability the organization has established at that maturity level

Common features  : The key practices of each key process area are divided into five clusters called common features. These five types of common features include:
o Commitment to perform o Ability to perform o Activities performed o Measurement and analysis o Verifying implementation

Key practices  : Each key process area is composed from a set of key practices that, when implemented, help to satisfy the goals of that key process area. The key practices describe the elements of infrastructure and workforce practice that contribute most to the effective implementation and institutionalization of their key process area.

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