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.