Overview of the People CMM

organization adopt best practices in a targeted domain. The CMM for Software targeted software
engineering processes, while the People CMM targets workforce management processes.
Second, processes in the targeted domain are continuously improved to become more effective
and predictable using Total Quality Management concepts pioneered by Deming, Juran, Crosby,
and others. Third, the CMM constitutes a unique approach to organizational development that
introduces these practices in stages (maturity levels) to create a succession of changes in the
organization’s culture.
Changing an organization’s culture through staged improvements to its operating processes is a
unique approach to organizational development. These cultural changes provide much of the
CMM’s power for implementing lasting improvements and distinguish it from other quality and
process improvement standards. Although many process standards can transform an
organization’s culture, few include a roadmap for implementation. Consequently, organizations
often fail to implement the standard effectively because they attempt to implement too much too
soon and do not lay the right initial foundation of practices.
The culture of an organization is reflected in the shared values and resulting patterns of behavior
that characterize interactions among its members. Successful improvement programs guided by
the People CMM change the fundamental attributes of its culture—its practices and behaviors.
As an organization adopts the practices that satisfy the goals of the People CMM’s process areas,
it establishes the shared patterns of behavior that underlie a culture of professionalism dedicated
to continuous improvement. Not surprisingly, most organizations report dramatic cultural
changes as they progress through the People CMM’s maturity levels.