Organizational Innovation and Deployment (OID) Process Area

The purpose of Organizational Innovation and Deployment (OID) is to select and deploy incremental and innovative improvements that measurably improve the organization’s processes and technologies. The improvements support the organization’s quality and process-performance objectives as derived from the organization’s business objectives.
A Process Management Process Area at Maturity Level 5.

Quality and process-performance objectives that this process area might address include the following:
- Improved product quality (e.g., functionality, performance).
- Increased productivity.
- Decreased cycle time.
- Greater customer and end-user satisfaction.
- Shorter development or production time to change functionality or, add new features, or adapt to new technologies.
- Reduce delivery time.
- Reduce time to adapt to new technologies and business needs.

Specific Practices by Goal

SG 1 Select Improvements
- SP 1.1 Collect and Analyze Improvement Proposals.
- SP 1.2 Identify and Analyze Innovations.
- SP 1.3 Pilot Improvements.
- SP 1.4 Select Improvements for Deployment.
SG 2 Deploy Improvements
- SP 2.1 Plan the Deployment areas.
- SP 2.2 Manage the Deployment.
- SP 2.3 Measure Improvement Effects.

The expected benefits added by the process and technology improvements are weighed against the cost and impact to the organization. Change and stability must be balanced carefully. Change that is too great or too rapid can overwhelm the organization, destroying its investment in organizational learning represented by organizational process assets. Rigid stability can result in stagnation, allowing the changing business environment to erode the organization’s business position.

Measurement and Analysis (MA) Process Area

The purpose of Measurement and Analysis (MA) is to develop and sustain a measurement capability used to support management information needs. Measurement and analysis (MA) is a Level 2 support process area within the Capability Maturity Model Integration (CMMI) process.
The Measurement and Analysis process area involves the following activities:
- Specifying objectives of measurement and analysis so they are aligned with identified information needs and objectives.
- Specifying measures, analysis techniques, and mechanisms for data collection, data storage, reporting, and feedback.
- Implementing the collection, storage, analysis, and reporting of data.
- Providing objective results that can be used in making informed decisions, and taking appropriate corrective action.

The integration of measurement and analysis activities into the processes of the project supports the following:
- Objective planning and estimating.
- Tracking actual performance against established plans and objectives.
- Identifying and resolving process-related issues.
- Providing a basis for incorporating measurement into additional processes in the future.

Specific Practices by Goal

SG 1 Align Measurement and Analysis Activities
- SP 1.1 Establish Measurement Objectives.
- SP 1.2 Specify Measures.
- SP 1.3 Specify Data Collection and Storage Procedures.
- SP 1.4 Specify Analysis Procedures.
SG 2 Provide Measurement Results
- SP 2.1 Collect Measurement Data.
- SP 2.2 Analyze Measurement Data.
- SP 2.3 Store Data and Results.
- SP 2.4 Communicate Results.

Measurement objectives are used to define measures as well as collection, analysis, storage, and usage procedures for measures. These measures are specified in the project plan. Measures for the supplier, data collection processes and timing, expected analysis, and required storage should be specified in the supplier agreement.

Integrated Product and Process Development (IPPD) environment in CMMi

It is a project management process area at Maturity Level 3. The purpose of Integrated Project Management is to establish and manage the project and the involvement of the relevant stakeholders according to an integrated and defined process that is tailored from the organization's set of standard processes. Integrated Project Management also covers the establishment of a shared vision for the project and a team structure for integrated teams that will carry out the objectives of the project.
The project's defined process includes all life cycle processes including the IPPD processes that are applied by the project. Processes to select the team structure, allocate limited personnel resources, implement cross-integrated team communication, and conduct issue-resolution processes are part of the project's defined process.

SPECIFIC GOALS AND PRACTICES

SG1: The project is conducted using a defined process that is tailored from the organization's set of standard process.
- SP1.1: Establish and maintain the project's defined process.
- SP1.2: Use the organizational process assets and measurement repository for
estimating and planning the projects activities.
- SP1.3: Integrate the project plan and the other plans that affect the project to
describe the project's defined process.
- SP1.4: Manage the project using the project plan, the other plans that affect the
project, and the project's defined process.
- SP1.5: Contribute work products, measures, and documented experiences to
the organizational process assets.

SG2: Coordination and collaboration of the project with relevant stakeholders are conducted.
- SP2.1: Manage the involvement of the relevant stakeholders in the project.
- SP2.2: Participate with relevant stakeholders to identify, negotiate, and track
critical dependencies.
- SP2.3: Resolve issues with relevant stakeholders.

SG3: The project is conducted using the project's shared vision.
- SP3.1: Identify expectations, constraints, interfaces, and operational
conditions applicable to the project's shared vision.
- SP3.2: Establish and maintain a shared vision for the project.

SG4: The integrated teams needed to execute the project are identified, defined, structured, and tasked.

- SP4.1: Determine the integrated team structure that will best meet the project
objectives and constraints.
- SP4.2: Develop a primary distribution of requirements, responsibilities, authorities, tasks, and interfaces to teams in the selected integrated team structure.
- SP4.3: Establish and maintain teams in the integrated team structure.

Configuration Management (CM) and Decision Analysis and Resolution (DAR) process area in CMMi

The purpose of Configuration Management (CM) is to establish and maintain the integrity of work products using configuration identification, configuration control, configuration status accounting, and configuration audits. It is a support process area at Maturity Level 2.
Configuration management is normally not used or managed within the development process for a Level 1 organization.

Specific Practices by Goal

SG 1 Establish Baselines
- SP 1.1 Identify Configuration Items.
- SP 1.2 Establish a Configuration Management System.
- SP 1.3 Create or Release Baselines.
SG 2 Track and Control Changes
- SP 2.1 Track Change Requests.
- SP 2.2 Control Configuration Items.
SG 3 Establish Integrity
- SP 3.1 Establish Configuration Management Records.
- SP 3.2 Perform Configuration Audits.

Decision Analysis and Resolution (DAR)
It is a support process area at Maturity Level 3. The purpose of Decision Analysis and Resolution (DAR) is to analyze possible decisions using a formal evaluation process that evaluates identified alternatives against established criteria.

Specific Practices by Goal

SG 1 Evaluate Alternatives
- SP 1.1 Establish Guidelines for Decision Analysis.
- SP 1.2 Establish Evaluation Criteria.
- SP 1.3 Identify Alternative Solutions.
- SP 1.4 Select Evaluation Methods.
- SP 1.5 Evaluate Alternatives.
- SP 1.6 Select Solutions.

Note : SP stands for Specific Practice and SG stands for Specific Goal.

Benefits of Capability Maturity Model (CMM)

Quality is the very essence of any organization. An individual is known by the level of quality he/she possesses. Similarly in an organization, be it a products or services company, the organisation is identified in the market by the level of quality it maintains.
The CMM provides software organizations with guidance on how to gain control of their processes for developing and maintaining software and to gradually evolve towards a culture of software engineering and management excellence.

Fundamentally speaking CMM helps an organization in two ways :
- Firstly, CMM instills definite practices, which results in an increase in profitability.
- Secondly and most importantly is the immediate change it brings about in an organization's culture and mentality, thereby helping it to climb up the CMM ladder.

The advantages of moving up the CMM ladder are evident in a large number of organizations :
- A shift from reactive to proactive management.
- Helps build a skilled and motivated workforce.
- Cuts cost in development and support system.
- Shortens delivery schedules and improves delivery of requirements.
- Results in customer satisfaction.
- Improves quality of software products.
- Induces robustness.
- Improves management decision-making.
- Introduces newer technology thus creating competitive advantages.

At Level 1 - Initial level : No benefits, inconsistency, schedule and budget overruns and defective applications.
At Level 2 - Repeatable level : By achieving CMM Level 2, projects can set realistic expectations, commit to attainable deadlines and avoid the Level 1 "death marches" on nights and weekends that produce excessive defects.
At Level 3 - Defined level : At Level 3, IS organizations use historical measures describing the performance of a common application development process as the basis for their estimations.
At Level 4 - Managed level : Predictable results. Knowledge of factors causing variance and reuse.
At Level 5 - Optimizing level : Continuously targeting improvements results

Many of the initial benefits from CMM-based improvement programs result from eliminating rework.

Introduction to Capability Maturity Model (CMM)

The Capability Maturity Model (CMM) is a methodology used to develop and refine an organization's software development process. The model describes a five-level evolutionary path of increasingly organized and systematically more mature processes. CMM was developed and is promoted by the Software Engineering Institute (SEI), a research and development center sponsored by the U.S. Department of Defense (DoD).

Levels of Capability Maturity Model

Predictability, effectiveness, and control of an organization's software processes are believed to improve as the organization moves up these five levels.
- At the initial level, processes are disorganized, even chaotic. Success is likely to depend on individual efforts, and is not considered to be repeatable, because processes would not be sufficiently defined and documented to allow them to be replicated.
- At the repeatable level, policies for managing a development project and procedures to implement those policies are established. Effective management processes for development projects are institutionalized, which allow organizations to repeat successful practices developed on earlier projects, although the specific processes implemented by the projects may differ.
- At the defined level, an organization has developed its own standard software process through greater attention to documentation, standardization, and integration. Processes are used to help the managers, team leaders, and development team members perform more effectively. An organization-wide training program is implemented to ensure that the staff and managers have the knowledge and skills required to fulfill their assigned roles.
- At the managed level, an organization monitors and controls its own processes through data collection and analysis.
- At the optimizing level, processes are constantly being improved through monitoring feedback from current processes and introducing innovative processes to better serve the organization's particular needs.

Nanotechnology can improve efficiency of solar cells

Nanotechnology has shown the possibility of fulfilling everyone’s dream of getting cheap and clean energy through its strategic applications. Its intersection with energy is going to change the way energy was hitherto being generated, stored, transmitted, distributed and managed. Nanotechnology is particularly going to revolutionize the solar energy sector.

Using nano-particles in the manufacture of solar cells has the following benefits:

- Reduced manufacturing costs as a result of using a low temperature process.
- Reduced installation costs achieved by producing flexible rolls instead of rigid crystalline panels.
- Solar cells improves power performance by 60 percent in the ultraviolet range of the spectrum.
Inexpensive solar cells would also help provide electricity for rural areas or third world countries. Since the electricity demand in these areas is not high, and the areas are so distantly spaced out, it is not practical to connect them to an electrical grid. However, this is an ideal situation for solar energy.
Finally, inexpensive solar cells could also revolutionize the electronics industry. Solar cells could be embedded into clothing and be ‘programmed’ to work for both indoor light and sunlight.
Consequently, even though conventional solar cells are expensive and cannot yet achieve high efficiency, it may be possible to lower the manufacturing costs using nanotechnology.