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Data Capability: Gaps query tool

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From level To level Dimension Theme Gap description Gap mitigation
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