0 Chaotic |
1 Reactive |
People and Culture |
Increased Accessibility |
No accountability for data assets |
Record where the assets could/should be owned and create a list of main datasets in use |
0 Chaotic |
1 Reactive |
People and Culture |
Increased Accessibility |
Data not seen as valuable or important |
Start to develop a 'data landscape' of all known datasets, links and outputs |
0 Chaotic |
1 Reactive |
People and Culture |
Improving Quality |
No processes to create repeatable activities for common outputs |
Start to develop a list of commonly used processes and which outputs (if known) they work towards |
0 Chaotic |
1 Reactive |
People and Culture |
Reducing the Burden |
Lack of capability, skills and motivation in staff working with data |
Record skills/staff shortages around what isn't getting done |
0 Chaotic |
1 Reactive |
Business Process |
Improving Quality |
No processes to create repeatable activities for common outputs |
Record activities that appear to be repeated and support common/frequent outputs |
0 Chaotic |
1 Reactive |
Business Process |
Reducing the Burden |
No documentation on how activities should be carried out |
Record how activities are carried out most frequently and create documentation where possible |
0 Chaotic |
1 Reactive |
Business Process |
Increased Accessibility |
No business process for creating outputs linked to data activities |
Begin to map activities that are carried out very often to outputs known to be important |
0 Chaotic |
1 Reactive |
Business Process |
Increased Accessibility |
No forward planning on change |
Record number of changes, notification and output to use to show value of a change process |
0 Chaotic |
1 Reactive |
Business Process |
Improving Quality |
Issues are not always followed up |
Record all issues in a format that can be used later to show value of a formal process |
0 Chaotic |
1 Reactive |
Business Process |
Increased Accessibility |
Data activities are not obviously output driven |
Record activities that appear to be repeated and support common/frequent outputs |
0 Chaotic |
1 Reactive |
Data Activities |
Improving Quality |
Data may not be secure or legally compliant |
Record known issues (and ones you are worried about) in a log and find responsible risk officer to share with |
0 Chaotic |
1 Reactive |
Data Activities |
Improving Quality |
Data is being collected for no obvious reason |
Record lists of collections and their purpose (if known) as part of populating a data landscape |
0 Chaotic |
1 Reactive |
Data Activities |
Improving Quality |
Data extract and manipulation is a very high percentage of our daily operations |
Record where data is being extracted and re-loaded as part of populating a data landscape |
0 Chaotic |
1 Reactive |
Data Activities |
Increased Accessibility |
Data is all over the place both in IT and business units |
Record where data is found, stored, used and deleted. Populate Data Landscape |
0 Chaotic |
1 Reactive |
Data Activities |
Increased Accessibility |
Technology is hindering daily operations |
See if there are any short term fixes. If not use manual workarounds at this level |
0 Chaotic |
1 Reactive |
Technology |
Improving Quality |
Many point solutions are in place for ETL and analysis |
Record these as part of data landscape for work at more mature levels |
0 Chaotic |
1 Reactive |
Technology |
Improving Student Experience |
No specific data management technology is in place |
There is little point introducing it until an understand of what DQ etc. is required |
1 Reactive |
2 Stable |
People and Culture |
Reducing the Burden |
Fixing problems is more important than improving data management |
Find a senior sponsor with an interest on data and educate on value of data management |
1 Reactive |
2 Stable |
People and Culture |
Reducing the Burden |
Creating any kind of data management capability is not seen as important |
Use Data Landscape to show why increasing capability is important in terms of cost and effort of known output |
1 Reactive |
2 Stable |
People and Culture |
Improving Quality |
Data issues are all IT issues |
Use Data Landscape to show who should be accountable for data outside of IT and look for advocates |
1 Reactive |
2 Stable |
People and Culture |
Increased Accessibility |
Nobody outside of IT takes any interest in the value of our data |
Link key datasets (e.g. Student Record) to organisational initiatives |
1 Reactive |
2 Stable |
Business Process |
Reducing the Burden |
Disruption causes issues due to lack of resource to deal with it |
Create simple business processes for known obligations and prioritise these |
1 Reactive |
2 Stable |
Business Process |
Reducing the Burden |
Even where basic processes exist, they fail when key staff are unavailable |
Ensure business processes are well understood and up to date. Integrate with wider processes |
1 Reactive |
2 Stable |
Business Process |
Increased Accessibility |
Business change tends to happen with little consideration for data assets |
Speak with project management/business change staff to ensure they understand impact on data must be assessed early |
1 Reactive |
2 Stable |
Business Process |
Increased Accessibility |
Processes around data don't fit into wider business processes |
Work with business analysts/process owners to workshop through data implications |
1 Reactive |
2 Stable |
Business Process |
Improving Quality |
Data Capabilities still fall well short of appropriate data management |
Show value of better data management to senior sponsors/HR. Gain commitment for training and investment |
1 Reactive |
2 Stable |
Data Activities |
Reducing the Burden |
Very large efforts are required just to create the minimum outputs |
Agree what key outputs are. Create a team to develop lean processes. Investment case for more staff if necessary |
1 Reactive |
2 Stable |
Data Activities |
Increased Accessibility |
No standard definitions exist to allow sharing/consolidation of data |
If data architecture group exists, work with this team, otherwise consider external capability. Focus on core datasets |
1 Reactive |
2 Stable |
Data Activities |
Improving Quality |
Problem resolution tends to be fix and forget, lessons not learned |
Implement a root cause analysis approach and embed with wider data community |
1 Reactive |
2 Stable |
Data Activities |
Improving Quality |
Data Quality aspirations are not consistent or maintained |
Work with information asset owners to agree data quality in line with importance of data sets |
1 Reactive |
2 Stable |
Data Activities |
Increased Accessibility |
Data (even for core data assets) is not reconciled |
Show value of 'single version of the truth'. Requires senior sponsor to drive initiative in Bus |
1 Reactive |
2 Stable |
Data Activities |
Increased Accessibility |
Physical and logical data modelling is patchy leading to poor development |
If data architecture group exists, work with this team, otherwise consider external capability. Focus on core datasets |
1 Reactive |
2 Stable |
Technology |
Increased Accessibility |
Technology only supports at best our data activities |
Understand most important requirements and integrate with roadmap for other technology solutions |
1 Reactive |
2 Stable |
Technology |
Increased Accessibility |
Tools are being developed all over the organisation |
Workshop what is required and look to build capability around a single initiative |
1 Reactive |
2 Stable |
Technology |
Increased Accessibility |
There is not investment case for data management tools |
Investment cases must show direct line between wider business benefits or increased data capability |
2 Stable |
3 Proactive |
People and Culture |
Reducing the Burden |
Information asset ownership is not taken seriously |
Demonstrate the value in a wider data management context. Move from data to information |
2 Stable |
3 Proactive |
People and Culture |
Reducing the Burden |
Data roles have been created but are not being fulfilled |
Demonstrate the value of a data management capability in terms of support for specific business initiatives |
2 Stable |
3 Proactive |
People and Culture |
Increased Accessibility |
Sponsorship for data is sporadic and tactically focused |
Find a sponsor who can see value of 'data in the round' and agree a data improvement plan with actionable milestones |
2 Stable |
3 Proactive |
People and Culture |
Increased Accessibility |
The value of data is only understood in terms of known outputs |
Look for ways data can support existing initiatives or create whole new services |
2 Stable |
3 Proactive |
People and Culture |
Reducing the Burden |
Investment is being made in areas not returning value |
Focus on the 'value chain' of data and target resources and investment there |
2 Stable |
3 Proactive |
Business Process |
Improving Quality |
Targets for data are set but the why and how isn't clear |
Consider all datasets and shift responsibility to information asset owners. Only set targets you can measure and realistically achieve |
2 Stable |
3 Proactive |
Business Process |
Reducing the Burden |
Business processes are undermined when there is a perceived crisis |
Consider reworking processes, they should be the simplest and fastest way to resolve issues |
2 Stable |
3 Proactive |
Business Process |
Reducing the Burden |
Business change tends to be communicated at a very late stage |
Ensure those responsible for business change understand the value of engaging early especially around integrity of data models |
2 Stable |
3 Proactive |
Business Process |
Improving Quality |
Issue tracking and resolution does not follow the correct process |
Consider reworking processes, they should be the simplest and fastest way to resolve issues |
2 Stable |
3 Proactive |
Business Process |
Improving Quality |
Data governance decisions do not always filter into operational activities |
Data governance lead takes responsibility for actionable plans from DG forums |
2 Stable |
3 Proactive |
Data Activities |
Increased Accessibility |
Data is still collected for unknown purposes and inside other business units |
Declare a data amnesty. Use data modelling to understand collection requirements and strive for efficient collection |
2 Stable |
3 Proactive |
Data Activities |
Improving Quality |
Data improvement activity is not prioritised or well supported |
Show value of increasing data management capability, so link to other initiatives and ongoing business change |
2 Stable |
3 Proactive |
Data Activities |
Reducing the Burden |
Data management roles are not trained into (learn on the job) |
Show value of increasing data management capability, so link to other initiatives and ongoing business change |
2 Stable |
3 Proactive |
Data Activities |
Increased Accessibility |
Data models are not complete and the integrity is regularly compromised |
Start with conceptual models and engage senior management. Normalise physical models and create logical models to close the gap |
2 Stable |
3 Proactive |
Technology |
Increased Accessibility |
Technology solutions have no benefit outside of the IT BU |
Probably the wrong solutions. Workshop requirements, create roadmap, increment functionality - no big bang |
2 Stable |
3 Proactive |
Technology |
Improving Student Experience |
Technology solutions around data quality do not have much traction |
Ensure the value of measurement is understood before automating it |
2 Stable |
3 Proactive |
Technology |
Improving Quality |
Tools are disparate without any obvious framework |
Work into a wider roadmap with other tools. Work backwards from real outputs and deliverables that have value |
3 Proactive |
4 Predictive |
People and Culture |
Improving Student Experience |
Data may be over prioritised against other activities |
Ensure data products and services are in support of strategic initiatives |
3 Proactive |
4 Predictive |
People and Culture |
Reducing the Burden |
Data may be draining resource because of perceived value |
Data management activities need to be shown to be linked to benefits and outputs |
3 Proactive |
4 Predictive |
People and Culture |
Reducing the Burden |
Data roles are becoming jobs |
Roles need to be defined and embedded but measured against specific deliverables |
3 Proactive |
4 Predictive |
Business Process |
Reducing the Burden |
Automation of processes may compromise flexibility |
Business processes must change as the business changes. This needs to be built into how these processes act on data management |
3 Proactive |
4 Predictive |
Business Process |
Improving Quality |
Automation masks issues that should be resolved |
Root cause analysis and proper data governance must take precedence over automated event management |
3 Proactive |
4 Predictive |
Business Process |
Increased Accessibility |
Efficient processing does not work for everybody |
Communication is very important to explain why there needs to be only a single way to do data supply, collections, etc. |
3 Proactive |
4 Predictive |
Data Activities |
Increased Accessibility |
Data activities are overly procedural |
Activities - especially if automated - must be regularly monitored to make sure they are supporting wider business processes |
3 Proactive |
4 Predictive |
Data Activities |
Reducing the Burden |
Data improvement activities are over complex |
Data governance must prevail when marginal gains are too expensive/time consuming to implement |
3 Proactive |
4 Predictive |
Data Activities |
Improving Student Experience |
Data Analysis reporting doesn't have any organisation value |
The 'just because you can, doesn't mean you should' principle should apply to BI and MI deliverables and outputs |
3 Proactive |
4 Predictive |
Technology |
Reducing the Burden |
Technology costs are not reflected in the value of the outputs |
Rigorous business/investment cases are mandatory for any technology spend. Must be in support of wider initiatives |
3 Proactive |
4 Predictive |
Technology |
Increased Accessibility |
Technology solutions are not used throughout the organisation |
Training and communication are vital to gain support from the whole organisation. Cottage industries must be discouraged |