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Movements, leaders, victories and the continuing fight for equality.
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Explore the people, places, events, achievements, struggles and stories that shaped our journey.
Movements, leaders, victories and the continuing fight for equality.
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Pioneers, champions, Negro Leagues, records, activism and excellence.
Meet the people whose lives, choices and achievements shaped the journey.
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In 1968 Shirley Chisholm became the first Black woman elected to the United States Congress. In 1972 she launched a campaign for the Democratic presidential nomination, breaking another political barrier.
MORE →Reflects the personal views, recollections, and perspective of the author, Mike Davis.
This is a personal recollection on the Move fire on May 13, 1985
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People Capability Maturity Model (short names: People CMM, PCMM, P-CMM) is a maturity framework that focuses on continuously improving the management and development of the human assets of an organization. It describes an evolutionary improvement path from ad hoc, inconsistently performed practices, to a mature, disciplined, and continuously improving development of the knowledge, skills, and motivation of the workforce that enhances strategic business performance.
Related to fields such as human resources, knowledge management, and organizational development, the People CMM guides organizations in improving their processes for managing and developing their workforces. The People CMM helps organizations characterize the maturity of their workforce practices establish a programme of continuous workforce development, set priorities for improvement actions, integrate workforce development with process improvement, and establish a culture of excellence. The term was promoted in 1995, published in book form in 2001, and a second edition was published in July 2009.[1]
The People CMM consists of five maturity levels that establish successive foundations for continuously improving individual competencies, developing effective teams, motivating improved performance, and shaping the workforce the organization needs to accomplish its future business plans. Each maturity level is a well-defined evolutionary plateau that institutionalizes new capabilities for developing the organization's workforce. By following the maturity framework, an organization can avoid introducing workforce practices that its employees are unprepared to implement effectively.
The People CMM document describes the practices that constitute each of its maturity levels and provides information on how to apply them to guide organizational improvements. It describes an organization's capability for developing its workforce at each maturity level. It also describes how the People CMM can be applied as a standard for assessing workforce practices and as a guide for planning and implementing improvement activities.
Version 2 of the People CMM has been designed to correct known issues in Version 1, which was released in 1995. It adds enhancements learned from five years of implementation experience and integrates the model better with CMMI and its IPPD extensions. The primary motivation for updating the People CMM was the error in Version 1 of placing team-building activities at Maturity Level 4. The authors made this placement based on substantial Feedback that it should not be placed at Maturity Level 3, as it had been in early review releases. Experience has indicated that many organizations initiate the formal development of workgroups while working toward Maturity Level 3. Thus, Version 2 of the People CMM initiates process-driven workgroup development at Maturity Level 3. This change is consistent with the placement of integrated teaming activities at Maturity Level 3 of the CMMI-IPPD.
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People Capability Maturity Model (short names: People CMM, PCMM, P-CMM) is a maturity framework that focuses on continuously improving the management and development of the human assets of an organization. It describes an evolutionary improvement path from ad hoc, inconsistently performed practices, to a mature, disciplined, and continuously improving development of the knowledge, skills, and motivation of the workforce that enhances strategic business performance. Related to fields such as human resources, knowledge management, and organizational development, the People CMM guides organizations in improving their processes for managing and developing their workforces. The People CMM helps organizations characterize the maturity of their workforce practices establish a programme of continuous workforce development, set priorities for improvement actions, integrate workforce development with process improvement, and establish a culture of excellence. The term was promoted in 1995, published in book form in 2001, and a second edition was published in July 2009.
Tata Interactive Systems (TIS) was an Indian developer of custom e-learning based in Mumbai, India. It was founded by Sanjaya Sharma in 1990. The company was acquired by MPS Limited (a publishing and content platform developer) in June 2018. The company was represented across the United States, Canada, Australia, New Zealand, Brazil, the Middle East, India, the United Kingdom, The Netherlands and Switzerland. TIS' offered corporations, universities, schools, publishers and government institutions training including simulations, story based learning, courseware and curriculum design & development, special-needs education, assessment tools, electronic performance support systems (EPSS), mobile learning, game-based learning, consulting services and training outsourcing services. Until the acquisition, TIS was a part of the $100 billion Tata Group. TIS was the only e-learning organization in the world to be assessed at Level 5 in both the SEI-CMM (Carnegie Mellon University Software Engineering Institute’s Capability Maturity Model) and P-CMM (People-Capability Maturity Model) frameworks.
Big data maturity models (BDMM) are the artifacts used to measure big data maturity. These models help organizations to create structure around their big data capabilities and to identify where to start. They provide tools that assist organizations to define goals around their big data program and to communicate their big data vision to the entire organization. BDMMs also provide a methodology to measure and monitor the state of a company's big data capability, the effort required to complete their current stage or phase of maturity and to progress to the next stage. Additionally, BDMMs measure and manage the speed of both the progress and adoption of big data programs in the organization. The goals of BDMMs are: To provide a capability assessment tool that generates specific focus on big data in key organizational areas To help guide development milestones To avoid pitfalls in establishing and building big data capabilities To encourage a data-driven culture that goes beyond tools and technology. To guide smarter investments by showing where resources will have the most impact. Key organizational areas refer to "people, process and technology" and the subcomponents include alignment, architecture, data, data governance, delivery, development, measurement, program governance, scope, skills, sponsorship, statistical modelling, technology, value and visualization. The stages or phases in BDMMs depict the various ways in which data can be used in an organization and is one of the key tools to set direction and monitor the health of an organization's big data programs. An underlying assumption is that a high level of big data maturity correlates with an increase in revenue and reduction in operational expense. However, reaching the highest level of maturity involves major investments over many years. Only a few companies are considered to be at a "mature" stage of big data and analytics. These include internet-based companies (such as LinkedIn, Facebook, and Amazon) and other non-Internet-based companies, including financial institutions (fraud analysis, real-time customer messaging and behavioral modeling) and retail organizations (click-stream analytics together with self-service analytics for teams).
In engineering, a process is a series of interrelated tasks that, together, transform inputs into a given output. These tasks may be carried out by people, nature or machines using various resources; an engineering process must be considered in the context of the agents carrying out the tasks and the resource attributes involved. Systems engineering normative documents and those related to Maturity Models are typically based on processes, for example, systems engineering processes of the EIA-632 and processes involved in the Capability Maturity Model Integration (CMMI) institutionalization and improvement approach. Constraints imposed on the tasks and resources required to implement them are essential for executing the tasks mentioned.
Before the 1921 destruction of Tulsa’s Greenwood District, Black residents had created a remarkable center of business and community life. The district included stores, professional offices, entertainment venues and homes owned by Black citizens. Understanding Greenwood means learning what was built—not only what was burned.
MORE →Madam C.J. Walker
