People Capability Maturity Model (P-CMM) Version 2.0

Curtis, Bruce; Hefley, William E.; Miller, Sally A.

doi:10.21236/ada388676

Cited by 135 publications

(101 citation statements)

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“…However, the software engineer ing career is much less established (Downey, 2010), no clear role definitions have been agreed (Downey, 2009). In spite of this, sig nificant initiatives such as the People Capability Maturity Model (People CMM) (Curtis, Hefley, & Miller, 2009) point out the impor tance of establishing professional career structures defined, docu mented and driven by organizations. Recently, Colomo Palacios, Tovar Caro, García Crespo, and Gómez Berbís (2010) presented a career ladder for software professionals.…”

Section: A Career Ladder For Software Practitionermentioning

confidence: 99%

Competence gaps in software personnel: A multi-organizational study

Colomo‐Palacios

Casado‐Lumbreras

Soto‐Acosta

et al. 2013

Computers in Human Behavior

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a b s t r a c tToday, the innovation and quality of the software industry's products and services depend to a great extent on the knowledge, ability and talent applied by software engineers. At the same time, human aspects are recognized as one of the main problems associated with software development projects. More specifically, inefficiencies usually come from inadequate verification of software engineers' competences. Another issue is the lack of an established career for software engineers, which adds difficulties to eval uate competences. With these challenges in mind, this paper presents a study conducted in the software industry to test competence gaps among software practitioners, comparing the 360 degree feedback results and self evaluations with that of standard competence levels. The results of this research may be very valuable to organizations immersed in software development projects.

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Section: A Career Ladder For Software Practitionermentioning

confidence: 99%

Competence gaps in software personnel: A multi-organizational study

Colomo‐Palacios

Casado‐Lumbreras

Soto‐Acosta

et al. 2013

Computers in Human Behavior

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“…Competences and competence structures for IT professionals can be seen as enablers for the Knowledge Society, needed also of intellectual capital and competent IT workers [21], moreover. Individual differences have been identified as one of the paradigms for the research of human factors in software development [22]. Those differences can be measured using the competence paradigm.…”

Section: Discussionmentioning

confidence: 99%

Generic Competences for the IT Knowledge Workers: A Study from the Field

Colomo‐Palacios

Cabezas-Isla

García-Crespo

et al. 2010

Knowledge Management, Information Systems, E-Learning, and Sustainability Research

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Abstract. This paper aims to identify generic competency levels relevant to a particular kind of knowledge workers: software engineers. Based on previous works, and in particular in the description of a professional career, authors review of the literature related to the characterization of the labor force in the Software Engineering (SE) domain. Subsequently, using a quantitative analysis based on investigative surveys administered to a number of representative professionals, authors provide with a generic competency ladder adapted to the given career description.

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“…Training is the process by which a company can upgrade the knowledge, skills and abilities employees need to perform their jobs and accelerate the flow of codified and tacit knowledge (Curtis, Hefley & Miller 2009, Moumita & Zaman 2013. The significance of human capital as a source of sustainable competitive advantage makes it necessary to redefine and widen the scope of and intensify training in companies operating on international markets (Pauli 2015, p. 151).…”

Section: The Role Of Training In Building Success On International Mamentioning

confidence: 99%

“…It is assumed that maturity in the training process is essential for taking actions aimed at creating and organising the transfer of knowledge in subsidiaries. The People Capability Maturity Model (Curtis, Hefley & Miller 2009) can be used to shape training programmes. According to the model, organisations should: (1) establish and maintain a documented policy for conducting training activities, (2) identify training needs in critical competences, (3) develop and maintain training plans in accordance with the needs of individuals and units, (4) provide training that uses the most effective techniques for developing required knowledge and skills, (5) verify the effects of training (Curtis, Hefley & Miller 2009).…”

Section: Evaluating the Maturity Of Training Offered By Polish Companiesmentioning

confidence: 99%

“…The People Capability Maturity Model (Curtis, Hefley & Miller 2009) can be used to shape training programmes. According to the model, organisations should: (1) establish and maintain a documented policy for conducting training activities, (2) identify training needs in critical competences, (3) develop and maintain training plans in accordance with the needs of individuals and units, (4) provide training that uses the most effective techniques for developing required knowledge and skills, (5) verify the effects of training (Curtis, Hefley & Miller 2009). To evaluate the training process, maturity, needs analysis procedures, and methods of planning, conducting and evaluating training programmes should be taken into account.…”

Section: Evaluating the Maturity Of Training Offered By Polish Companiesmentioning

confidence: 99%

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Organising the Training Process in Polish Companies Operating on International Markets

Pauli

2016

Zesz. Nauk. UEK

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Training programmes enable employees to develop general and firm-specific competences. In companies that operate on international markets, such programmes also provide the transfer of best practices, routines and procedures between the parent firm and subsidiary. Given the importance of human capital in building sustainable competitive advantage, the training process should be professionally designed and executed. Operating on the domestic market makes it easier to properly design and execute training than it is for companies entering foreign markets. The article presents the results of research that sought to verify the professionalisation of training in 50 Polish companies entering foreign markets. General guidelines for how the process should be executed and the People Capability Maturity Model were used to evaluate the training.

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People Capability Maturity Model (P-CMM) Version 2.0

Cited by 135 publications

References 0 publications

Competence gaps in software personnel: A multi-organizational study

Competence gaps in software personnel: A multi-organizational study

Generic Competences for the IT Knowledge Workers: A Study from the Field

Organising the Training Process in Polish Companies Operating on International Markets

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