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Registration Form and Brochure: Carnegie Mellon-SEI Official Course "Introduction to the People CMM®" in Madrid, September 5th-7th, 2011

People CMM Instructor: Yan Bello, PMP
SEI Partner: SpaceMinds SL.
Language: English

Here you can access and download, the registration form and program description for our offering of the Carnegie Mellon-SEI Authorized Course "Introduction to the People CMM®". This official course is sponsored by SpaceMinds SL, accredited SEI-Partner for the People CMM.

SpaceMinds also organizes and deliver this program and other People CMM related services (including SCAMPI Appraisals with People CMM) at customer sites.

This is the official three-day course from Carnegie Mellon University – Software Engineering Institute (SEI) to introduce participants to the People Capability Maturity Model® (People CMM version 2.0) model. Read more about the Official Introduction to the People CMM Training Course.

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Course Registration Form (Includes a Special Price valid until July 8th, 2011)
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Complete SpaceMinds - People CMM Course Brochure (22 pages - 720 Kb)
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Article: "Ariadne’s Thread"

Author: Yan Bello, PMP
Publication:HRO Today Global Magazine. Summer Edition 2011
File size: 99 Kb / 2 pages (A4)
Date: September 2011

In today’s globalised business landscape, HR is frequently challenged with a wide range of expectations, from the demands to contribute “more value” and align itself with the business, to facilitating growth and development for people across diverse organisations and cultures, to the frequent insistence that HR must become a strategic partner of the business/line management. All of these are supposed to occur, of course, without HR turning its back to its day-to-day traditional responsibilities: hiring, recruiting, compensation, training, and more...

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Tutorial: Creating Sustainable Change. Key Principles and Practices for effectively design and lead organizational change programs, transform culture and influence behaviors.

Author: Yan Bello, PMP
Delivered by Yan Bello at the EuroMed SPI II 2011 Conference in Zamudio (Bilbao).
File size: 1 Mb / 5 pages (A4)
Date: October 7th, 2011

Tutorial summary
Learn unique-innovative ways to successfully design and lead the organizational/cultural transformations necessary in significant process improvement programs by integrating systems thinking, participatory leadership, cultural change management, dialogue & appreciative inquiry, narratives and storytelling, and various other ideas/practices derived from decades-long experiences and research. Discover key principles for creating sustainable change and practices including strategies to increase stakeholders? commitment and implication; creating shared visions and common language; anticipating resistance & influencing others to change their behaviors! Explore the application of these principles and practices in a case-study like format scenario-exercise for sustaining an Agile Team (using SCRUM, SpaceMinds M/A-VT, etc.) by integrating CMMI-DEV and People CMM practices.

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SpaceMinds® Green Paper: Why I should I use the People CMM®? (Business-scenarios and benefits for successful implementation of P-CMM)

Author(s): Yan Bello Méndez, PMP
Date: July 23rd, 2009 (English) / September 22nd, 2008 (Spanish)
Publication: SpaceMinds® Newsletter - Thinking Leading Magazine
Language: English/Español
Size: 337-347 Kb / 5-6 pages

When we are faced with a “new” management model, standard, a so-called “best practice”, or just a new concept or a new part of some existing body of knowledge, almost without exception, we always ask ourselves similar questions: What is in it for me (WIIIFM)...?; What it is intended for...? How can it be of use...?; How does it contribute to me, to my organization, to my team, etc.?; Or if we are considering using the model, then perhaps we want to know which are the key benefits as well as the difficulties of putting to practice its new idea/s? Or which are its “secondary” (negative and/or positive) effects?; ...And if we are in under some kind of pressure to implement it (because our company’s senior management has decided to, significant clients’ request-for-proposals include it as a requirement; our competitors are using it and we are being left behind; and/or other reasons...) then, we could be genuinely asking ourselves: how do justify that we can or can´t, should or shouldn’t, want or don’t want to use it, so that we develop a “business-case” to get the motivation, support and commitment of key stakeholders (including us) to move this initiative forward...?

I am faced, on an almost daily basis, with similar questions and reflections from clients, prospects and partners when I present or mention the People Capability Maturity Model (People CMM®) to them. And though the needs, opportunities and motivations to learn and know more about it, to adopt it, adapt it and/or apply it, often vary quite a lot from one case to another, there are common reflexions at the time of seriously considering and discussing the wide repertory of improvement opportunities and benefits that People CMM offers to most organizations.

In this SpaceMinds® Green Paper, some of the relevant scenarios or “business cases” of successfully using People CMM are shared, which can serve as reflexion-points while considering the study and adoption of People CMM. By exploring these scenarios together with my clients and prospect-users of the model, they often come to the response of the question “Why should I use or learn more about the People CMM?” by themselves. So, instead of telling you why you use it or learn more about it, I encourage you to continue reading and find out for yourself…

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Abstract "Creating Sustainable Business Excellence to Perform at a Higher Level: Exploiting the synergies between People CMM, CMMI's and EFQM Excellence models" at the SEPG Europe 2009 Conference (Prague, Czech Republic)

Author(s): Yan Bello Méndez, PMP
Date: June 10th, 2009
Publication: SEPG Europe 2009 Conference Proceedings (Prague, Czech Republic)
Language: English
Size: 205 Kb / 5 pages

A holistic approach to sustainable superior business performance is presented by integrating People CMM/CMMI for Development and the EFQM Excellence Model. Their key synergies and differences are explored. The business-case of multi-model improvement initiatives is discussed. Learn how to increase interest and support for these models. Improve your knowledge of organizational change management techniques in multi-cultural settings. Discover a simple and powerful roadmap for guiding your organization to Perform at a Higher Level of Excellence.

In today’s globalized economies, the value of “best-practices” to improve business performance is a frequently debated proposition. And as the recent financial/economical crisis is demonstrating, in a global “flat” world, serious negative risks can emerge from a lack of systemic understanding of our organizations actions and initiatives. In such a way that what can be seen as an “innovative” product or service (or way of doing, e.g. practice) in the short term, can become a major business-impediment in the longer term. No surprise then that the quest for superior performance should come together with an urge to make our approaches to business success “sustainable”. Or in systemic terms, that business excellence or superior performance must last in time.

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SpaceMinds® Newsletter - Thinking Leading Magazine. Nº1 August 2008
The curious incident of the shower at midnight

Author(s): Yan Bello Méndez, PMP
Date: August 2008
Publication: SpaceMinds® Newsletter - Thinking Leading Magazine. Nº1 August 2008
Language: Spanish/English
Size: 439 Kb / 4 pages

Over a year ago, I was staying in a high quality hotel in the beautiful Mediterranean city of Valencia, Spain for a few days. While I was taking a shower the last night of my stay, the shower-hose suddenly broke in such a way that water would not come out from the shower head. As inconvenient as you can imagine this happening close to Saturday midnight, this was certainly a problem you would like to have fixed ASAP. Common Hose in a threatening attitute

Nevertheless, as you probably already expect, if I am writing about this incident here, that was not the case.

After completing as best as I could my shower, I went down to the lobby and explained to the person at the reception what happened and ask him for action. To my surprise, he refuse to do anything, saying very politely:

“I'm sorry, it is not my responsibility... and I am not authorized to get the keys of the supply-room and look for a spare part for replacement. You will have to wait until tomorrow morning when the maintenance engineer will come.”

Just that I learned that since the “next morning” was a Sunday, the “engineer” was not coming until mid-day. I asked to change rooms, but the hotel was...

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You can read/download the article "The curious incident of the shower at midnight" (Size: 439 Kb / 4 pages) (Available in English/Spanish)
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Program of the Official Course "Introduction to the People CMM®" (In-Company Edition)

Author(s): Yan Bello Méndez, PMP
Date: January 2008
Publication: SpaceMinds
Language: Spanish/English
Size: 534 Kb / 2 pages
Event: Official Course "Introduction to the People CMM®" (In-Company Edition)

This "in-company" edition is based and benefits from experiences and feedback collected during "open/public" offerings of this program performed in Spain and other "in-company" editions performed in Malaysia.
The “In-Company” edition of the course allows for better alignment of the course delivery to the specific needs of each company. It also allows to discuss specific issues in more detail and to extend/add additional exercises and practices to offer additional value for preparing internal improvement programs and/or revising/developing a strategic improvement plan.
Starting in 2008, Spanish speaking participants will receive a copy of People CMM Appendix D (“Apéndice D – Correspondencia de Objetivos & Prácticas del People CMM®”) translated to Spanish, a unique benefit of SpaceMinds/Yan Bello offerings of these programs.

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Article in Spanish "La gestión efectiva de proyectos en el SIGTE: innovar y crecer"

Author(s): Rosa Olivella and Yan Bello Méndez, PMP
Date: December 2007
Publication: Revista "IG+ más que Información Geográfica"
Language: Spanish
Size: Complete Magazine: 1,59 Mb (Article 4 pages)

Description in Spanish: "IG+ más que Información Geográfica" es la Revista Semestral editada/publicada por el Servicio de Sistemas de Información Geográfica y Teledetección (SIGTE) de la Universitat de Girona. En el número 8 (Dic'2007) de la revista aparece publicado un artículo de Rosa Olivella y Yan Bello basado en sus experiencias liderando el proyecto de gestión del cambio y mejora de procesos de Gestión Efectiva de Proyectos en el SIGTE...
..."De camino hacia su 15 aniversario, el SIGTE inicia una nueva etapa con el fin de adaptarse a los nuevos retos que aparecen en su ámbito de actividad: altamente innovador y con proyectos cada vez más complejos"... Read more (in Spanish)...

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You can download the complete issue of the
Magazine "IG+ más que Información Geográfica" (1,59 Mb):

Web UNIGIS - Revistas IG+ - www.unigis.es

Article "Creating Lasting Change"

Author(s): Yan Bello Méndez, PMP and Leslie Yerkes
Date: November de 2007
Publication: PMI LA Global Congress 2007 Proceedings.
Language: English
Size: 800Kb - 12 pages
Event: PMI LA Global Congress 2007. Cancun, Mexico

Reference Article for the conference "Creating Lasting Change" presented by Yan Bello at the PMI Latin America Global Congress 2007. Cancun, Mexico. Acclaimed by the public as one of the best presentations of the congress. Read more...


Abstract: As frequently said, the only constant in modern life is change! Organizations of all sizes and industries are constantly struggling with change in their operations. In countless occasions, change is the result of responding to new opportunities, evolving conditions and markets, as well as the need to continuously improve organizational performance.

In this article, a framework to attain lasting success implementing organizational change is presented. Starting with a systemic view of the organization, a typical change program lifecycle is presented. The tools and abilities most needed in each phase are discussed, from an initial assessment to problem/opportunity definition, from engaging participants thought Appreciative Inquiry to institutionalizing changes at the organization, team and individual level.

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Article in Spanish "El People CMM® como guía para la mejora continua de RR.HH."

Author(s): Yan Bello Méndez, PMP
Date: October 2007
Publication: Boletín-Newsletter de AEDIPE Centro
Language: Spanish
Size: 400Kb - 3 pages
Event: 1ª edición del Curso People CMM 2007 en Madrid, España

Summary (in Spanish) from the "Boletín-Newsletter de AEDIPE Centro":
"En fechas del aniversario del estreno del laberinto del fauno, Yan Bello - consultor y speaker internacional - nos trae un artículo para navegar y salir del laberinto de los RR HH. Para ello, nos ofrece un modelo: "People CMM®" que nos sirva de guía para no toparnos con vías sin salida en el mundo de la dirección de personas.

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Article in Spanish "People CMM®: Una Guía Para La Mejora Continua de RR.HH. (2ª parte). Continuando el viaje: de la profesionalidad hacia el 'empowerment' y la innovación."

Author(s): Yan Bello Méndez, PMP
Date: September 2007
Publication: Revista Aedipe Catalunya
Language: Spanish
Size: 400Kb - 4 pages

Abstract in Spanish: En este artículo continuaremos con nuestro “viaje de exploración” a través del People Capability Maturity Model® o People CMM®, un modelo de madurez de la capacidad que ofrece un conjunto de “mejores prácticas” de gestión del cambio organizativo. People CMM® puede ayudar a la función de RR.HH. a mejorar y aumentar su contribución al desempeño y a la efectividad de la organización, comenzando por el establecimiento de una cultura de gestión de las personas.

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Article in Spanish "People CMM®: Una Guía Para La Mejora Continua de RR.HH. (1ª parte). Inicio del viaje hacia una cultura de gestión de las personas."

Author(s): Yan Bello Méndez, PMP
Date: May 2007
Publication: Revista Aedipe Catalunya
Language: Spanish
Size: 400Kb - 8 pages
Event: 1ª edición del Curso Oficial de Introducción al People CMM en Castellano en el mundo. Barcelona, España

Abstract in Spanish: En este artículo presentamos el People Capability Maturity Model® o People CMM®, un modelo de gestión del cambio organizativo que ofrece un conjunto de mejores prácticas que pueden ayudar a la función de RRHH a abordar el gran reto que afronta hoy en día. Sí, ¡hemos dicho reto! Y lo explicamos a continuación...

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Article “Developing Project Management Competency and a Participative-Empowering Culture": Synergies between the PMBOK® Guide, the Project Manager Competency Development (PMCD) Framework and the People CMM®

Author(s): Yan Bello Méndez, PMP
Date: May 2007
Publication: PMI Global Congress EMEA 2007 Proceedings.
Language: English
Size: 800Kb - 12 pages
Event: PMI Global Congress EMEA 2007. Budapest, Hungría

Abstract: Developing Organizational Project Management Competency is addressed by integrating PMI’s Project Manager Competency Development (PMCD) framework, the People Capability Maturity Model (People CMM®) and the PMBOK® Guide. An integrated approach that serve as a roadmap for implementing practices that continuously improve organizational capability is presented. The keys to effectively establish a participative “project management” empowering culture are discussed. The ideas presented show how the integrated approach helps consolidate and accelerate process improvement initiatives by growing a competency community.

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Article “The Making Of" the New Spanish (Castilian) Edition of the PMBOK® Guide

Author(s): Yan Bello Méndez, PMP and Muntsa S. Bau.
Date: May 2006
Publication: PMI Global Congress EMEA 2006 Proceedings.
Language: English
Size: 800Kb - 12 pages
Event: PMI Global Congress EMEA 2006. Madrid, Spain

Article about the translation project for the "Guía del PMBOK" (PMBOK Guide) to Spanish. A project led by Yan Bello, with 31 participants form 11 Spanish speaking countries.

Abstract: Have you ever been intrigued by how they did that trick or special effect in a film? Do you wonder how people can jump over buildings, stay in the air and do much super-natural stuff in the movies? Well, that is precisely what most “making of” stories are about. They are about showing viewers how things were done. Films “making of” stories are the lessons learned of the film industry. Inspired by this parallel, this article presents the lessons learned in the PMBOK® Guide, 3 rd edition Spanish (Castilian) TVC Project. The key skills and requirements to effectively manage a distributed and virtual team in a voluntary knowledge-based project will be presented and discussed. And as we were about to go on typing, we heard: “Suhhhh! Silence, please…” …Lights, Cameras, Action! (…Or why a “making-of” story?).

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Article “Essential project management for consultants (and their managers) – Reviewed.” (Update 2006).

Author(s): Yan Bello Méndez, PMP
Date: January 2006
Publication: PMI® Global Congress 2003 – Europe Proceedings.
Language: English
Size: 800Kb - 8 pages
Events: PMI® Global Congress 2003 – Europe. La Haya, Holanda. 4th Ibero-american Congress on Project Management, Sao Paulo - Rio de Janeiro, Brasil

 Abstract: This article is based on the original paper “Essential project management for consultants (and their managers)”, presented by the author in the PMI® Global Congress 2003-Europe, which took place in May 2003, in The Hague, The Netherlands, compiling some of his personal experiences and observations on the synergies and common grounds between consulting and project management. Later that year, the author developed the paper “Effective Consulting through Successful Project Management”, which could be considered a follow-up and extension to the previous work, and which he presented in November 2003, at the 4th Ibero-american Congress on Project Management, in Sao/Paulo and Rio de Janeiro – Brazil. Almost three years later after these original works, and now with more significant consulting projects, additional clients and international travels and assignments on his experience-track, the author believes that the issues pointed out by the original article, and the discussion on the synergies between consulting and project management, as separate but closely related professions, are still as valid today as they were then.

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Presentation “Improving project management maturity with CMMI and the PMBOK® Guide. The synergies between two leading models!”

Author(s): Yan Bello Méndez, PMP and Robert Smith (Gartner)
Date: June 2004
Publication: 9th European SEPG™ Proceedings.
Language: English
Size: 800Kb - 8 pages
Event: 9th European SEPG™. London. UK.

 Presentation Summary: Overview of the PMBOK® Guide (2000 edition). The SEI CMMI-SE/SW overview. Synergies CMMI-SE/SW & PMBOK® Guide (2000 edition). Putting the ideas in practice – The Caja Madrid experience. Process improvement is a “fertile” terrain for project management. PM plays a key role in the quest for better software quality & performance. Valuable synergies exist between PMBOK® Guide & CMMI. Application is the ART ! The PMBOK® Guide provides a comprehensive body of knowledge of Project Management. To achieve CMMI Maturity requires effective project management practices to be applied. Process institutionalization is only achieved though using the content of CMMI on projects.

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Article “Effective project management for software process improvement”.

Author(s): Yan Bello, PMP and Ester Sánchez (Caja Madrid)
Date: April 2004
Publication: PMI® Global Congress 2004 – Europe Proceedings.
Language: English
Size: 800Kb - 8 pages
Event: PMI® Global Congress 2004 – Europe. Praga, Czech Republic.

 Abstract: Caja Madrid, Spain’s second largest saving bank has been a pioneer in using CMMI-SE/SW for software process improvement in Spain. A major milestone in their CMMI-SE/SW based improvement program was reached when a successful appraisal at maturity level 2 using SCAMPI and CMMI-SE/SW was completed in December 2003. An overview of the project milestones and results are provided. Lessons learned in the project are presented such as: gaining and maintaining senior management sponsorship and support, establishing the process improvement team, piloting procedures and tools, assuring use and support of the process, training and informing for success, “open-doors” sessions to obtain feedback from different stakeholders as well as other practical techniques. The assessment strategy used during the project is also discussed, including the initial assessment, a progress check assessment and the final SCAMPI assessment.

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