0 Chaotic |
Activities |
Data Activities and Operation |
Are there regular failures with business critical systems associated with data activities or operations? |
Failures of critical business systems can occur with little or no warning. The root cause is most likely to be data related |
0 Chaotic |
Activities |
Data Activities and Operation |
How cross functional is collaboration to mitigate risks/fix problems with operational data? |
There is no collaboration between cross disciplinary teams to diagnose/troubleshoot/resolve data issues |
0 Chaotic |
Activities |
Data Activities and Operation |
Is the quality of data regularly problematic in terms of frequent data operations? |
Data is of inconsistent quality, and that quality is impossible to measure |
0 Chaotic |
Activities |
Data Activities and Operation |
Do you have repeatable/documented processes to undertake your most frequent data operations? |
There is not much difference between scheduled and unscheduled operations |
0 Chaotic |
Activities |
Data Activities and Operation |
Are you constantly 'running to stay still' with your daily data activities? |
It always feels like we are firefighting, because we are struggling to keep up with demands of operational and change activity |
0 Chaotic |
Activities |
Data Activities and Operation |
Are you constantly 'running to stay still' with your daily data activities? |
I feel like a headless chicken, running to catch up on a treadmill |
0 Chaotic |
Activities |
Data Activities and Operation |
Is data collected for which there is no obvious purpose? |
Data collection for collection's sake with no obvious rationale other than 'we've always done this' |
0 Chaotic |
Activities |
Data Activities and Operation |
Is data lost/corrupted during initial collection activities? |
Loss (but how much is unknown) of data in collection process |
0 Chaotic |
Activities |
Data Activities and Operation |
Do you have repeatable/documented processes to undertake your most frequent data operations? |
Things are done differently each time even when we're doing the same thing! |
0 Chaotic |
Activities |
Data Activities and Operation |
Are data activities prioritised over other things that need to be done? |
The only priority for data activities is to fix whatever is broken right now! |
0 Chaotic |
Deliverables |
Data Activities and Operation |
What is your organisation's approach/capability around analytics? |
We have no analytics capability other than spreadsheets in individual departments |
0 Chaotic |
Deliverables |
Data Activities and Operation |
How are tools developed and deployed in support of data management operations? |
We have no formal requirements or funding for any technology solutions to support a wider data capability or just daily operations |
0 Chaotic |
Deliverables |
Data Activities and Operation |
What specific data quality management activities are embedded in your organisation? |
We have no formal data quality management activities in the organisation |
0 Chaotic |
Deliverables |
Data Activities and Operation |
How is data/outputs of data valued in the organisation? |
The value of outputs from data are unknown - both in terms of what they are and to whom they provide value |
0 Chaotic |
Org and Culture |
Data Activities and Operation |
Are data improvement initiatives sponsored at a senior management level? |
We have no data improvement initiatives sponsored at a senior level due to lack of buy-in |
0 Chaotic |
Org and Culture |
Data Activities and Operation |
How are issues tracked, resolved and audited? Does this include root cause analysis? |
We fix on fail. No analysis of why the failure occurred is done. We do not track issues after resolution |
0 Chaotic |
Org and Culture |
Data Activities and Operation |
Do data specific roles exist for data management activities. eg. Data Governance Lead, Data Steward etc? |
We don't have specific roles or any concept of why we would need them |
0 Chaotic |
Practices and Technique |
Data Activities and Operation |
Do you have a clear data improvement strategy? If so, how is that manifested? |
We do not have a data improvement strategy in place and there is a sense of apathy towards such initiatives across the business |
0 Chaotic |
Practices and Technique |
Data Activities and Operation |
How would you describe your approach to data modelling? |
There is no data modeling carried out in our organisation that is current or referencable |
0 Chaotic |
Practices and Technique |
Data Activities and Operation |
How is Meta Data management used in your organisation? |
We don't have any formal meta data available for any of our core or non core datasets |
0 Chaotic |
Practices and Technique |
Data Activities and Operation |
What does the function of Enterprise Information management do in your organisation (if it exists)? |
There is no concept of data architecture in our organisation. Therefore we have no formal vision, metrics, principles, etc. |
0 Chaotic |
Practices and Technique |
Data Activities and Operation |
How would you describe your approach to data modelling? |
We have some physical models, but nothing at a logical or conceptual model |
0 Chaotic |
Practices and Technique |
Data Activities and Operation |
Do you have a clear data improvement strategy? If so, how is that manifested? |
We don't know what to do next because we don't know what's important, or even what's broken |
0 Chaotic |
Practices and Technique |
Data Activities and Operation |
What does the function of Enterprise Information management do in your organisation (if it exists)? |
We don't have any aspirations for data so it's hard to decide where to invest time/money/effort |
0 Chaotic |
Practices and Technique |
Data Activities and Operation |
Is there a chain of accountability for data quality security, mastering, etc? |
Development silos are the norm, there are no integrated development initiatives so data is fragmented/misused |
0 Chaotic |
Practices and Technique |
Data Activities and Operation |
What does the function of Enterprise Information management do in your organisation (if it exists)? |
The AS-IS state of data is not understood, and the data landscape is not documented |
0 Chaotic |
Practices and Technique |
Data Activities and Operation |
What level of documentation exists for the datasets? |
Data operations are very people centric with no documentation to support sickness, leave, etc. |
0 Chaotic |
Practices and Technique |
Data Activities and Operation |
Are there principles, goals and best practices in place to understand the scope and reach of data? |
We have no concept of best practice. Our data management is chaotic and we don't have time to understand scope and reach |
0 Chaotic |
Practices and Technique |
Data Activities and Operation |
Are there multiple copies of the datasets with little or no reconciliation? |
Yes. We have no idea how many, where they are or what they are used for. Therefore no master copy exists |
0 Chaotic |
Deliverables |
People and Culture |
How are data management principles and goals embedded into wider policy documents? |
We don't believe data is referenced in any organisational policies |
0 Chaotic |
Org and Culture |
People and Culture |
How do you manage data ownership across the whole organisation? |
We don't have a defined owner or sponsor for any of our core datasets. Individual and unofficial owners are lost in business silos |
0 Chaotic |
Org and Culture |
People and Culture |
Does your organisation have an Enterprise Architecture function, and if so how is EIM integrated within it |
We have no Enterprise Architecture function in our organisation |
0 Chaotic |
Org and Culture |
People and Culture |
Is there a chain of accountability for data quality security, mastering, etc |
Core operational data is living in multiple spreadsheets dispersed in lots of different departments/faculties |
0 Chaotic |
Org and Culture |
People and Culture |
How is data/outputs of data valued in the organisation |
Organisational culture does not understand the value of data at all |
0 Chaotic |
Org and Culture |
People and Culture |
How is data/outputs of data valued in the organisation? |
Data is invisible and not consciously processed (not an end in and of itself) |
0 Chaotic |
Org and Culture |
People and Culture |
How is data/outputs of data valued in the organisation? |
We don't really understand what we collect/process/deliver or even why |
0 Chaotic |
Org and Culture |
People and Culture |
How is data/outputs of data valued in the organisation? |
Data has no obvious value to anyone outside of those informally stewarding it |
0 Chaotic |
Practices and Technique |
People and Culture |
Do data specific roles exist for data management activities. eg. Data Governance Lead, Data Steward etc? |
There are no clear or well understood formal data governance or data management roles and/or activities |
0 Chaotic |
Practices and Technique |
People and Culture |
What does the function of Enterprise Information management do in your organisation (if it exists)? |
There is no clear or published data management strategy |
0 Chaotic |
Practices and Technique |
People and Culture |
How do you manage data ownership across the whole organisation? |
We have no real idea where even the core data is stored/archived |
0 Chaotic |
Practices and Technique |
People and Culture |
Is there a chain of accountability for data quality security, mastering, etc? |
Nobody knows who has permission to access the data or who has accessed it |
0 Chaotic |
Practices and Technique |
People and Culture |
How do you manage data ownership across the whole organisation? |
No one has overall responsibility for information asset ownership, so management is fragmented/missing |
0 Chaotic |
Practices and Technique |
People and Culture |
Is there a chain of accountability for data quality security, mastering, etc? |
Many datasets exist in different parts of the business, seemingly holding the same data |
0 Chaotic |
Activities |
Business Process |
How do you identify issues with your data? |
We have no way of uncovering the unknown issues that exist within our data as business users work-around problems rather than reporting them |
0 Chaotic |
Activities |
Business Process |
Do you have repeatable/documented processes to undertake your most frequent data operations? |
There is a lack of repeatability for standard activities and outputs, so we have to start again every time |
0 Chaotic |
Activities |
Business Process |
Do you have repeatable/documented processes to undertake your most frequent data operations? |
Extracting, changing and reloading data is very expensive and not standardised - even for frequent operational activities |
0 Chaotic |
Activities |
Business Process |
Do you have repeatable/documented processes to undertake your most frequent data operations? |
Data operations are very process light with no formal business processes in place |
0 Chaotic |
Activities |
Business Process |
Do you have repeatable/documented processes to undertake your most frequent data operations? |
Our reporting obligations/funding submissions are chaotic and incredibly time consuming |
0 Chaotic |
Deliverables |
Business Process |
Is there a business continuity process/strategy for data? |
We've never seen a business continuity plan so we assume not! |
0 Chaotic |
Deliverables |
Business Process |
Do you measure data quality? If so, how do you set your metrics and who monitors them? |
We don't measure quality or create any other data specific metrics |
0 Chaotic |
Deliverables |
Business Process |
Do you have repeatable/documented processes to undertake your most frequent data operations? |
We cannot always identify when data/data outputs are needed |
0 Chaotic |
Deliverables |
Business Process |
Do you have repeatable/documented processes to undertake your most frequent data operations? |
To collect/collate data for my job, I have to go and 'find it' or 'ask for it' every time |
0 Chaotic |
Deliverables |
Business Process |
Do you have repeatable/documented processes to undertake your most frequent data operations? |
We are seemingly fully reliant on individuals not processes to perform daily activities |
0 Chaotic |
Org and Culture |
Business Process |
How is the impact of organisation change assessed against current or future data management capabilities? |
We don't consider the impact of change at all. We just try and fit it in as it happens |
0 Chaotic |
Org and Culture |
Business Process |
What consideration is given to data management processes when delivering organisation change? |
We don't seem to have any formal impact analysis to understand changes to business process affecting data |
0 Chaotic |
Org and Culture |
Business Process |
What consideration is given to data management processes when delivering organisation change? |
Data is not integrated with any programme of change |
0 Chaotic |
Practices and Technique |
Business Process |
How reliant is your organisation on systemised tools or well understood processes when resolving data quality issues? |
We are heavily reliant on manual techniques when dealing with operational data issues |
0 Chaotic |
Practices and Technique |
Business Process |
How are the data management processes integrated with the wider business processes? |
We have not mapped out any processes for data so we cannot integrate them with wider business processes |
0 Chaotic |
Practices and Technique |
Business Process |
How secure is your data? How is that security maintained and audited? |
We don't know whether our data is secure, and we don't know how to find out |
0 Chaotic |
Practices and Technique |
Business Process |
How are issues tracked, resolved and audited? Does this include root cause analysis? |
We duplicate time and effort, without wider communication, to solve the same problems |
0 Chaotic |
Practices and Technique |
Business Process |
How is organisation risk appetite applied to security/quality etc datasets? |
We do no risk assessments on our datasets. We have no idea if we are operating legally or within regulatory compliance |
0 Chaotic |
Technology |
Technology |
How do technology solutions support your data lifecycle in some/all of the elements (eg. acquire, clean, use, archive, purge)? |
We're not managing data across its full lifecycle, as investment in this area is not seen as a priority |
0 Chaotic |
Technology |
Technology |
If technology solutions are in place for data management, how widely are they used across the whole organisation? |
We don't use any data quality technology solutions to help manage our operational data |
0 Chaotic |
Technology |
Technology |
How reliant is your organisation on systemised tools or well understood processes when resolving data quality issues? |
Data activities and deliverables are supported by non specific technology or technology providing no measureable value |
0 Chaotic |
Technology |
Technology |
How do technology solutions support your data lifecycle in some/all of the elements (eg. acquire, clean, use, archive, purge)? |
Technology dependencies are hindering us in managing our data |
1 Reactive |
Activities |
Data Activities and Operation |
How cross functional is collaboration to mitigate risks/fix problems with operational data? |
There is some ad-hoc collaboration between IT, operations and other business units to fix serious problems |
1 Reactive |
Activities |
Data Activities and Operation |
Are you constantly 'running to stay still' with your daily data activities? |
The majority of data operations are Fix on Fail |
1 Reactive |
Activities |
Data Activities and Operation |
Are you constantly 'running to stay still' with your daily data activities? |
We are running to catch up and nearly got there, until the next thing comes along |
1 Reactive |
Activities |
Data Activities and Operation |
Are there regular failures with business critical systems associated with data activities or operations? |
Every week we have a number of on-fire incidents/near misses that cannot be predicted |
1 Reactive |
Activities |
Data Activities and Operation |
Is the quality of data regularly problematic in terms of frequent data operations? |
We clean data far too late so we spend a huge amount of time manually modifying it to get it to a minimum quality state |
1 Reactive |
Activities |
Data Activities and Operation |
Is data collected for which there is no obvious purpose? |
We definitely collect data we don't use or collect more than once. We don't know if something will break if we stop collecting it though |
1 Reactive |
Deliverables |
Data Activities and Operation |
How are tools developed and deployed in support of data management operations? |
There is inconsistent adoption of some data quality tools across the organisation leading to them falling out of use as staff leave |
1 Reactive |
Deliverables |
Data Activities and Operation |
What specific data quality management activities are embedded in your organisation? |
Our DQM activities tend to be at the wrong end of the data lifecycle - cleaning dirty data after it's been entered |
1 Reactive |
Deliverables |
Data Activities and Operation |
How would you describe your approach to data modelling? |
There are a number of physical/logical models but they exist informally and are incomplete |
1 Reactive |
Deliverables |
Data Activities and Operation |
What consideration is given to data management processes when delivering organisation change? |
Demand outstrips supply so non urgent requests are dropped and we struggle to deal with the urgent ones |
1 Reactive |
Deliverables |
Data Activities and Operation |
Are you constantly 'running to stay still' with your daily data activities? |
The majority of our work is on managing legacy datasets for operational effectiveness |
1 Reactive |
Deliverables |
Data Activities and Operation |
What is your organisations approach/capability around analytics? |
Data is in silo - hard for it to be compared with other datasets |
1 Reactive |
Org and Culture |
Data Activities and Operation |
Are data improvement initiatives sponsored at a senior management level? |
We have some ideas that tend to be specific to big problems we're trying to fix. These initiatives can get priority if they are important |
1 Reactive |
Org and Culture |
Data Activities and Operation |
How are issues tracked, resolved and audited? Does this include root cause analysis? |
We track issues as they occur, but we do not have time for root cause analysis unless it's a very serious issue |
1 Reactive |
Practices and Technique |
Data Activities and Operation |
Do you have a clear data improvement strategy? If so, how is that manifested? |
We have some good ideas, but nothing formal enough to call a plan. We tend to be 'fix and forget' |
1 Reactive |
Practices and Technique |
Data Activities and Operation |
How would you describe your approach to data modelling? |
Some data models exist at the physical and (some) logical layers. Tend to be developed on a project by project basis |
1 Reactive |
Practices and Technique |
Data Activities and Operation |
How is Meta Data management used in your organisation? |
Meta data is used - where available - to help understand impacts to datasets, but no formal taxonomy is in place |
1 Reactive |
Practices and Technique |
Data Activities and Operation |
What does the function of Enterprise Information management do in your organisation (if it exists)? |
There is no formal data architecture but some of the concepts are partially implemented around information governance |
1 Reactive |
Practices and Technique |
Data Activities and Operation |
Are there principles, goals and best practices in place to understand the scope and reach of data? |
There is little data governance activity outside of regulatory compliance |
1 Reactive |
Practices and Technique |
Data Activities and Operation |
Do you have a clear data improvement strategy? If so, how is that manifested? |
There is very little planning or appetite for improving data management |
1 Reactive |
Practices and Technique |
Data Activities and Operation |
What level of documentation exists for the datasets? |
We have mostly silo knowledge around datasets so the data isn't universally understood |
1 Reactive |
Practices and Technique |
Data Activities and Operation |
How is data/outputs of data valued in the organisation? |
Data is living a subsistence life |
1 Reactive |
Practices and Technique |
Data Activities and Operation |
Do you have a clear data improvement strategy? If so, how is that manifested? |
We do not have a balance of People/Process/Technology - we are always led by one |
1 Reactive |
Practices and Technique |
Data Activities and Operation |
Are there multiple copies of the datasets with little or no reconciliation? |
We have some idea of data mastering and we are aware of the location of at least some of the multiple copies of core data |
1 Reactive |
Practices and Technique |
Data Activities and Operation |
Are there multiple copies of the datasets with little or no reconciliation? |
Paper based data is not reconciled in core datasets |
1 Reactive |
Practices and Technique |
Data Activities and Operation |
Are there principles, goals and best practices in place to understand the scope and reach of data? |
We have an awareness of the scope and reach of data but no control over how it is used |
1 Reactive |
Practices and Technique |
Data Activities and Operation |
Do you have a clear data improvement strategy? If so, how is that manifested? |
We only seem to have silo thinking around data, no concept of value of ownership and stewardship |
1 Reactive |
Practices and Technique |
Data Activities and Operation |
How would you describe your approach to data modelling? |
No standard definitions of data e.g. student, course even internally |
1 Reactive |
Practices and Technique |
Data Activities and Operation |
Are there multiple copies of the datasets with little or no reconciliation? |
Faculty and registry student data doesn't reconcile and changes are not supported by robust business process |
1 Reactive |
Roles and Responsibilities |
Data Activities and Operation |
Do data specific roles exist for data management activities,e.g. Data Governance Lead, Data Steward etc? |
Our organisation has an 'informal' network of roles but they are not defined |
1 Reactive |
Roles and Responsibilities |
Data Activities and Operation |
Do data specific roles exist for data management activities, e.g. Data Governance Lead, Data Steward etc? |
We perform the most basic data management roles, mainly around data cleaning, but they are not formalised |
1 Reactive |
Roles and Responsibilities |
Data Activities and Operation |
Do data specific roles exist for data management activities, e.g. Data Governance Lead, Data Steward etc? |
We do have wider data governance/data management aspirations, but the roles are not filled |
1 Reactive |
Roles and Responsibilities |
Data Activities and Operation |
Are all your data activities considered to be IT activities? |
We are very IT focused on our data activities so not integrated with whatever the wider business is doing |
1 Reactive |
Roles and Responsibilities |
Data Activities and Operation |
Do data specific roles exist for data management activities, e.g. Data Governance Lead, Data Steward etc? |
We have a major reliance on knowledge of individuals. Not necessarily the best approach(may be pragmatic though) |
1 Reactive |
Activities |
People and Culture |
Are you constantly 'running to stay still' with your daily data activities? |
We are always firefighting, we can never take a step back to assess how we can improve |
1 Reactive |
Activities |
People and Culture |
Are you constantly 'running to stay still' with your daily data activities? |
People have to go to extreme lengths/work long hours just to 'keep the lights on' so there is not time/energy to improve anything |
1 Reactive |
Activities |
People and Culture |
Are you constantly 'running to stay still' with your daily data activities? |
Huge resource effort required to deliver the basic functions i.e. extracting, loading and changing data between datasets |
1 Reactive |
Activities |
People and Culture |
Are you constantly 'running to stay still' with your daily data activities? |
Huge effort to make quality returns to HESA/HEFCE/etc |
1 Reactive |
Org and Culture |
People and Culture |
How is organisation risk appetite applied to security/quality etc datasets? |
We know when our core datasets do not match our risk appetite. We don't always do anything about it |
1 Reactive |
Org and Culture |
People and Culture |
How secure is your data? How is that security maintained and audited? |
We don't have a risk management framework to support our known risks in our datasets |
1 Reactive |
Org and Culture |
People and Culture |
How do you manage data ownership across the whole organisation? |
Responsibility for data operations is held within the IT team. Accountability for datasets is jointly held by IT and some business owners |
1 Reactive |
Org and Culture |
People and Culture |
Does your organisation have an Enterprise Architecture function, and if so how is EIM integrated within it? |
There is no formal EA function but our data governance is informally integrated with solution architecture etc. |
1 Reactive |
Org and Culture |
People and Culture |
How are data management principles and goals embedded into wider policy documents? |
We have some policies around data but they are not well communicated nor respected |
1 Reactive |
Org and Culture |
People and Culture |
How is data/outputs of data valued in the organisation? |
There is no strategic investment or focus on data from senior staff |
1 Reactive |
Org and Culture |
People and Culture |
Are data activities prioritised over other things that need to be done? |
Other activities are always seen as more important than improving our data quality and troubleshooting |
1 Reactive |
Org and Culture |
People and Culture |
What level of documentation exists for the datasets? |
Documentation is mostly in peoples heads, not in data models or business rules |
1 Reactive |
Org and Culture |
People and Culture |
Are data activities prioritised over other things that need to be done? |
Improvements to data management not recognised as a priority |
1 Reactive |
Org and Culture |
People and Culture |
How do you manage data ownership across the whole organisation? |
We have a lack of ownership of core and peripheral datasets |
1 Reactive |
Roles and Responsibilities |
People and Culture |
Is there a chain of accountability for data quality security, mastering, etc? |
Our data is held in silo and probably in many different repositories. Certainly more than one! |
1 Reactive |
Roles and Responsibilities |
People and Culture |
How do you manage data ownership across the whole organisation? |
There is a lack of business ownership for data assets |
1 Reactive |
Roles and Responsibilities |
People and Culture |
How do you identify issues with your data? |
We have no way of proactively managing data quality issues and they only come to light when raised by the business on an ad-hoc basis |
1 Reactive |
Activities |
Business Process |
Do you have repeatable/documented processes to undertake your most frequent data operations? |
We have a number of standard processes for known activities especially around collection obligations/funding |
1 Reactive |
Activities |
Business Process |
What consideration is given to data management processes when delivering organisation change? |
Disruption causes trouble because it cannot be managed as there is no spare capacity |
1 Reactive |
Activities |
Business Process |
Is there a business continuity process/strategy for data? |
There is a lack of and/or untested business continuity around the information assets |
1 Reactive |
Activities |
Business Process |
What consideration is given to data management processes when delivering organisation change? |
We are always responding to issues as they arrive, there is no 'pipeline' or schedule |
1 Reactive |
Activities |
Business Process |
Do you have repeatable/documented processes to undertake your most frequent data operations? |
Do and forget mentality - no defined business process for many repeatable activities |
1 Reactive |
Activities |
Business Process |
Do you have repeatable/documented processes to undertake your most frequent data operations? |
Process fails when key people are ill/go on leave |
1 Reactive |
Deliverables |
Business Process |
Do you measure data quality? If so, how do you set your metrics and who monitors them? |
We don't provide quality measurements regularly, but we can deliver it on a per project/per issue basis if needed |
1 Reactive |
Deliverables |
Business Process |
Do you have repeatable/documented processes to undertake your most frequent data operations? |
Our basic operational processes are documented, and our frequent ETL is understood |
1 Reactive |
Deliverables |
Business Process |
What consideration is given to data management processes when delivering organisation change? |
We can provide some kind of impact analysis on request but not with any SLA behind it for time or quality |
1 Reactive |
Deliverables |
Business Process |
Do you measure data quality? If so, how do you set your metrics and who monitors them? |
We have frequent challenges meeting arbitrary targets that are hard to measure |
1 Reactive |
Org and Culture |
Business Process |
How is the impact of organisation change assessed against current or future data management capabilities? |
We tend to find out about it after everyone else! It is difficult to understand the impact as we don't fully understand the current state |
1 Reactive |
Practices and Technique |
Business Process |
How reliant is your organisation on systemised tools or well understood processes when resolving data quality issues? |
We have tactical point tools within individual department applications but still rely heavily on manual analysis for issue resolution |
1 Reactive |
Practices and Technique |
Business Process |
How are the data management processes integrated with the wider business processes? |
We have some defined data processes but they are not well aligned with wider business process |
1 Reactive |
Practices and Technique |
Business Process |
How do you identify issues with your data? |
Firefighting issues without ever having time to perform root cause analysis |
1 Reactive |
Deliverables |
Technology |
What is your organisations approach/capability around analytics? |
Data cannot be analysed to support operational or strategic decision making |
1 Reactive |
Technology |
Technology |
How do technology solutions support your data lifecycle in some/all of the elements (e.g. acquire, clean, use, archive, purge)? |
Technology does not support our data lifecycle in any recognised manner. We have some tools but no real processes to use them |
1 Reactive |
Technology |
Technology |
If technology solutions are in place for data management, how widely are they used across the whole organisation? |
We tend to deploy technology tactically on a per project basis |
1 Reactive |
Technology |
Technology |
How do technology solutions support your data lifecycle in some/all of the elements (e.g. acquire, clean, use, archive, purge)? |
We are absolutely dependent on technology but it constrains how we operate |
2 Stable |
Activities |
Data Activities and Operation |
How cross functional is collaboration to mitigate risks/fix problems with operational data? |
We have a forum for sharing issues around quality and other data management issues |
2 Stable |
Activities |
Data Activities and Operation |
Is the quality of data regularly problematic in terms of frequent data operations? |
Our core datasets are of acceptable quality, but its hard work to keep them that way |
2 Stable |
Deliverables |
Data Activities and Operation |
How are tools developed and deployed in support of data management operations? |
We have invested in tools but never provided the support/time to get the best use out of them |
2 Stable |
Deliverables |
Data Activities and Operation |
Do you measure data quality? If so, how do you set your metrics and who monitors them? |
Informal SLA for data retrieval and other frequent requests |
2 Stable |
Deliverables |
Data Activities and Operation |
How is organisation risk appetite applied to security/quality etc datasets? |
We believe our risk appetite matches assessed risk for key/core datasets and we have quality aspirations for these datasets |
2 Stable |
Deliverables |
Data Activities and Operation |
How is organisation risk appetite applied to security/quality etc datasets? |
We would not be too frightened if we were to be ISO audited |
2 Stable |
Deliverables |
Data Activities and Operation |
What is your organisations approach/capability around analytics? |
We have a basic and people driven analytical capability for one or two datasets |
2 Stable |
Deliverables |
Data Activities and Operation |
What is your organisations approach/capability around analytics? |
We have a management information 'hub' available |
2 Stable |
Deliverables |
Data Activities and Operation |
Do you have repeatable/documented processes to undertake your most frequent data operations? |
Resources/operations are aligned to documented business processes at least in part |
2 Stable |
Deliverables |
Data Activities and Operation |
Are data activities prioritised over other things that need to be done? |
Known data outputs - especially those relating to funding or regulatory matters - are prioritised. But improvement activity is not |
2 Stable |
Deliverables |
Data Activities and Operation |
Is data collected for which there is no obvious purpose? |
There is some confusion around why some data is collected, but we understand our primary data feeds and where the master copies are |
2 Stable |
Org and Culture |
Data Activities and Operation |
Are data improvement initiatives sponsored at a senior management level? |
Senior management are aware of the value of data improvement, but support is project or issue based |
2 Stable |
Org and Culture |
Data Activities and Operation |
How are issues tracked, resolved and audited? Does this include root cause analysis? |
We track and record all data issues, but we do not record the resolution in a way it can be re-used |
2 Stable |
Org and Culture |
Data Activities and Operation |
How are issues tracked, resolved and audited? Does this include root cause analysis? |
Our risks and issues are reasonably well known and mostly managed |
2 Stable |
Practices and Technique |
Data Activities and Operation |
Are there principles, goals and best practices in place to understand the scope and reach of data? |
The data management function is just fit for purpose and no more. Therefore we do have some best practice but it's not well embedded |
2 Stable |
Practices and Technique |
Data Activities and Operation |
Do you have a clear data improvement strategy? If so, how is that manifested? |
We have data quality targets and KPIs, but these are not always measured and the benefits of improving data management is not well understood |
2 Stable |
Practices and Technique |
Data Activities and Operation |
How would you describe your approach to data modelling? |
data modelling carried out in a consistent manner to support logical and physical models, but no formal conceptual models |
2 Stable |
Practices and Technique |
Data Activities and Operation |
How is meta data management used in your organisation? |
Meta data is available (if not complete) for the core datasets, but generally developed within the IT or operations team |
2 Stable |
Practices and Technique |
Data Activities and Operation |
What does the function of Enterprise Information management do in your organisation (if it exists)? |
We have some formal roles, an information lifecycle, and some metrics, but no formal information governance defined |
2 Stable |
Practices and Technique |
Data Activities and Operation |
How would you describe your approach to data modelling? |
Physical/logical data models exist and are maintained for most structured datasets |
2 Stable |
Practices and Technique |
Data Activities and Operation |
How is Meta Data management used in your organisation? |
There is a nascent, tentative description of data in the core datasets |
2 Stable |
Practices and Technique |
Data Activities and Operation |
How would you describe your approach to data modelling? |
We have some modelling capability within the data team |
2 Stable |
Practices and Technique |
Data Activities and Operation |
What does the function of Enterprise Information management do in your organisation (if it exists)? |
We have a nascent data architecture function but the value is not fully understood |
2 Stable |
Practices and Technique |
Data Activities and Operation |
What does the function of Enterprise Information management do in your organisation (if it exists)? |
Data principles, roadmap may exist but are not communicated widely or embedded in business rules/change |
2 Stable |
Practices and Technique |
Data Activities and Operation |
What does the function of Enterprise Information management do in your organisation (if it exists)? |
We have a data architecture function but it is not fully staffed nor does it have a mandate for real enterprise wide change |
2 Stable |
Practices and Technique |
Data Activities and Operation |
Are there multiple copies of the datasets with little or no reconciliation? |
We have basic mastering/single version of the truth for our core datasets, even if this means we just know where the copies are |
2 Stable |
Practices and Technique |
Data Activities and Operation |
How secure is your data? How is that security maintained and audited? |
We have a technical security framework for our core datasets, and have sufficient confidence in that to be formally internal audited |
2 Stable |
Roles and Responsibilities |
Data Activities and Operation |
Do data specific roles exist for data management activities e.g. Data Governance Lead, Data Steward etc? |
We have a limited number of data specific roles working in operational silos supporting department/faculty objectives |
2 Stable |
Roles and Responsibilities |
Data Activities and Operation |
Do data specific roles exist for data management activities e.g. Data Governance Lead, Data Steward etc? |
We have some basic data governance, primarily in operations but not much data management after that |
2 Stable |
Roles and Responsibilities |
Data Activities and Operation |
Do data specific roles exist for data management activities e.g. Data Governance Lead, Data Steward etc? |
Networks have formed internally - but informally - for data management roles |
2 Stable |
Org and Culture |
People and Culture |
How do you manage data ownership across the whole organisation? |
Core Datasets are a jointly owned asset between those managing the data and those accountable for it. None core data has unclear accountability |
2 Stable |
Practices and Technique |
People and Culture |
How is data/outputs of data valued in the organisation? |
There is some understanding of the value of data outside of technology group, although not consistently amongst the most senior staff |
2 Stable |
Practices and Technique |
People and Culture |
How do you manage data ownership across the whole organisation? |
IT manage data, business own it in principle but not always in practice |
2 Stable |
Roles and Responsibilities |
People and Culture |
Do data specific roles exist for data management activities e.g. Data Governance Lead, Data Steward etc? |
Wider data governance practice defined but not implemented in all roles/activities |
2 Stable |
Activities |
Business Process |
Are you constantly 'running to stay still' with your daily data activities? |
Our most repeated activities are reasonably well resourced. We struggle to deal with change or new initiatives though |
2 Stable |
Activities |
Business Process |
How do you identify issues with your data? |
We have a forum/governance body where business units can come together to raise issues and work on specific action plans |
2 Stable |
Activities |
Business Process |
Do you have repeatable/documented processes to undertake your most frequent data operations? |
There is internal transparency for data activities 'we know what we know' |
2 Stable |
Activities |
Business Process |
Do you have repeatable/documented processes to undertake your most frequent data operations? |
We understand our basic data operations and known ETL requirements/deliverables |
2 Stable |
Activities |
Business Process |
How are FOI requests managed by your organisation? |
FOI - we understand how to manage data requests |
2 Stable |
Deliverables |
Business Process |
Do you measure data quality? If so, how do you set your metrics and who monitors them? |
We have patchy measurement around the core datasets |
2 Stable |
Deliverables |
Business Process |
Do you measure data quality? If so, how do you set your metrics and who monitors them? |
We have some measurement of how well we are doing |
2 Stable |
Deliverables |
Business Process |
Do you have repeatable/documented processes to undertake your most frequent data operations? |
We are using other people's data to add value to own data |
2 Stable |
Deliverables |
Business Process |
Do you measure data quality? If so, how do you set your metrics and who monitors them? |
There is a lack of debate about whether a target has been achieved, and what measures we should take it if hasn't |
2 Stable |
Deliverables |
Business Process |
Do you have repeatable/documented processes to undertake your most frequent data operations? |
We can produce timely and accurate data returns and trust our outputs/quality metrics |
2 Stable |
Deliverables |
Business Process |
Do you have repeatable/documented processes to undertake your most frequent data operations? |
We have a well planned approach to evaluations/collections/returns |
2 Stable |
Org and Culture |
Business Process |
Is there a business continuity process/strategy for data? |
Data is included in the plan, but we don't test it as the business changes so we're not confident it'll work |
2 Stable |
Org and Culture |
Business Process |
How is the impact of organisation change assessed against current or future data management capabilities? |
We are generally represented on the larger projects and change initiatives, but we still find out many changes too late to analyse them properly |
2 Stable |
Org and Culture |
Business Process |
What consideration is given to data management processes when delivering organisation change? |
Impact analysis capability is available but restricted in terms of limited time to provide it |
2 Stable |
Org and Culture |
Business Process |
What consideration is given to data management processes when delivering organisation change? |
Data considered as part of change portfolio |
2 Stable |
Org and Culture |
Business Process |
What consideration is given to data management processes when delivering organisation change? |
We can now allocate resource to non operational tasks |
2 Stable |
Org and Culture |
Business Process |
What consideration is given to data management processes when delivering organisation change? |
We can understand and sometimes plan for external impact on data |
2 Stable |
Org and Culture |
Business Process |
How is data/outputs of data valued in the organisation? |
Heavily procedural/bureaucratic approach to those wanting quick responses |
2 Stable |
Practices and Technique |
Business Process |
How reliant is your organisation on systemised tools or well understood processes when resolving data quality issues? |
We use data quality software to measure the quality of our primary datasets, but do not use it for resolution of issues |
2 Stable |
Practices and Technique |
Business Process |
How are the data management processes integrated with the wider business processes? |
We have mapped out our operational processes allowing us to replicate frequent activities in our operational teams |
2 Stable |
Practices and Technique |
Business Process |
How are Data Management principles and goals embedded into wider policy documents? |
We have data policies, but rarely invoke sanctions if they are breached |
2 Stable |
Practices and Technique |
Business Process |
How is data/outputs of data valued in the organisation? |
Business cares about quality and use of data for a small number of datasets |
2 Stable |
Technology |
Technology |
How do technology solutions support your data lifecycle in some/all of the elements (e.g. acquire, clean, use, archive, purge)? |
We analyse data with specific tools so we can measure quality of key datasets and provide some automation of manual processes |
2 Stable |
Technology |
Technology |
If technology solutions are in place for data management, how widely are they used across the whole organisation? |
The technology we use is for IT or operations only |
2 Stable |
Technology |
Technology |
How do technology solutions support your data lifecycle in some/all of the elements (e.g. acquire, clean, use, archive, purge)? |
We have limited data specific technology partially integrated with wider solutions. It is IT led |
3 Proactive |
Activities |
Data Activities and Operation |
How cross functional is collaboration to mitigate risks/fix problems with operational data? |
Multi disciplinary teams work together to resolve data issues - either tactically or as part of a data improvement programme |
3 Proactive |
Deliverables |
Data Activities and Operation |
How are tools developed and deployed in support of data management operations? |
We invest in a range of point tools and technology platforms and try to integrate them where possible |
3 Proactive |
Deliverables |
Data Activities and Operation |
What does the function of Enterprise Information management do in your organisation (if it exists)? |
Data architecture is understood and embedded but not across all disciplines. Formal data governance bodies exist and are seen to add value |
3 Proactive |
Deliverables |
Data Activities and Operation |
What does the function of Enterprise Information management do in your organisation (if it exists)? |
Data architecture and strategy are in place and supported by exec/senior management |
3 Proactive |
Deliverables |
Data Activities and Operation |
Do you have repeatable/documented processes to undertake your most frequent data operations? |
We can move our attention away from core operations because we feel we are operating efficiently and effectively |
3 Proactive |
Deliverables |
Data Activities and Operation |
What is your organisation's approach/capability around analytics ? |
We can combine datasets both externally and internally to create useful new datasets and insights |
3 Proactive |
Deliverables |
Data Activities and Operation |
What is your organisations approach/capability around analytics? |
A Business Intelligence function is in place and providing decisions support to more than one department/faculty |
3 Proactive |
Deliverables |
Data Activities and Operation |
Are you constantly 'running to stay still' with your daily data activities? |
Our daily activities are well understood, staffed and processed efficiently. We are able to handle unexpected events and periods of additional work |
3 Proactive |
Org and Culture |
Data Activities and Operation |
Are data improvement initiatives sponsored at a senior management level? |
Some data improvement initiatives are supported/run at a senior management level although they often lose support in the long-term |
3 Proactive |
Org and Culture |
Data Activities and Operation |
How are issues tracked, resolved and audited? Does this include root cause analysis? |
We track, prioritise, record issues in a way they can be used in future problem management, and be auditable to ISO standards |
3 Proactive |
Practices and Technique |
Data Activities and Operation |
Are there principles, goals and best practices in place to understand the scope and reach of data? |
We have the capability and capacity to create new datasets and insights from multiple trusted data sources |
3 Proactive |
Practices and Technique |
Data Activities and Operation |
Do you have a clear data improvement strategy? If so, how is that manifested? |
We have a data improvement strategy with performance measures that are monitored and assessed |
3 Proactive |
Practices and Technique |
Data Activities and Operation |
Does your organisation have an Enterprise Architecture function, and if so how is EIM integrated within it? |
EIM (or DA) is integrated as part of a full spectrum domain EA group and contributes heavily to EA roadmaps, visions and outcomes |
3 Proactive |
Practices and Technique |
Data Activities and Operation |
Are there principles, goals and best practices in place to understand the scope and reach of data? |
We don't keep data longer than we need to. We have applied our organisational risk appetite to our data archiving policy |
3 Proactive |
Practices and Technique |
Data Activities and Operation |
Does your organisation have an Enterprise Architecture function, and if so how is EIM integrated within it? |
We regularly run PESTLE and other horizon scanning analysis to understand and respond to threats/opportunities |
3 Proactive |
Practices and Technique |
Data Activities and Operation |
How would you describe your approach to data modelling? |
Conceptual schemas are complete, maintained and in use for both operational and change activities |
3 Proactive |
Practices and Technique |
Data Activities and Operation |
Are there principles, goals and best practices in place to understand the scope and reach of data? |
We trust (most of) our data, understand it, and know what will happen when we change it. Our best practice ensures we look after it |
3 Proactive |
Practices and Technique |
Data Activities and Operation |
Is data collected for which there is no obvious purpose? |
We use our data models and business processes to root out unneeded data |
3 Proactive |
Practices and Technique |
Data Activities and Operation |
Are there multiple copies of the datasets with little or no reconciliation? |
A single version of the truth is in place, in line with our data models and data governance for core datasets |
3 Proactive |
Roles and Responsibilities |
Data Activities and Operation |
Do data specific roles exist for data management activities e.g. Data Governance Lead, Data Steward etc? |
We have a number of data specific roles which confer accountability across a variety of departments, for both operations and business change |
3 Proactive |
Roles and Responsibilities |
Data Activities and Operation |
Do data specific roles exist for data management activities e.g. Data Governance Lead, Data Steward etc? |
There has been a formalisation of data governance and data management function and roles |
3 Proactive |
Roles and Responsibilities |
Data Activities and Operation |
Do data specific roles exist for data management activities e.g. Data Governance Lead, Data Steward etc? |
Operational data management is proceduralised and auditable |
3 Proactive |
Deliverables |
People and Culture |
How is data/outputs of data valued in the organisation? |
We have the capability to unlock potential from data assets for many business areas |
3 Proactive |
Deliverables |
People and Culture |
How is data/outputs of data valued in the organisation? |
We have a repeatable capability to derive value from the data we have by creating decision support outputs/etc |
3 Proactive |
Deliverables |
People and Culture |
How is data/outputs of data valued in the organisation? |
Our data output is matched to Institutional expectations of what is required and what we can afford to pay to create it |
3 Proactive |
Org and Culture |
People and Culture |
How would you describe your approach to data modelling? |
Business is modelled through conceptual/logical/physical layers and modelling integrated into change activity |
3 Proactive |
Org and Culture |
People and Culture |
How do you manage data ownership across the whole organisation? |
Core datasets have a single point of ownership, but non core data still resides in silos where ownership and sponsorship is unclear |
3 Proactive |
Org and Culture |
People and Culture |
Do you measure data quality? If so, how do you set your metrics and who monitors them? |
We have metrics and quality assessment in place for data deemed important by senior management |
3 Proactive |
Practices and Technique |
People and Culture |
How is data/outputs of data valued in the organisation? |
Organisational culture puts data in the lead when developing new services |
3 Proactive |
Roles and Responsibilities |
People and Culture |
Are data improvement initiatives sponsored at a senior management level? |
We have organisational governance structures with clear remits around data improvement |
3 Proactive |
Roles and Responsibilities |
People and Culture |
How is organisation risk appetite applied to security/quality etc datasets? |
We have the ability to manage risk with data in line with organisational risk appetite and the same for quality |
3 Proactive |
Roles and Responsibilities |
People and Culture |
Do data specific roles exist for data management activities e.g. Data Governance Lead, Data Steward etc? |
Good practice data management is in place and auditable |
3 Proactive |
Activities |
Business Process |
How do you identify issues with your data? |
When issues are reported we attempt to understand the root cause of the issue and fix as part of a data improvement initiative |
3 Proactive |
Deliverables |
Business Process |
Is there a business continuity process/strategy for data? |
Data is a key part of the BCP plan and well integrated with the operational processes that come into play during such an event. We test at least twice a year |
3 Proactive |
Deliverables |
Business Process |
Do you have repeatable/documented processes to undertake your most frequent data operations? |
We can just 'push the button' to process our most repeatable transactions/processes |
3 Proactive |
Deliverables |
Business Process |
Do you measure data quality? If so, how do you set your metrics and who monitors them? |
We measure the impact of data quality across multiple departments and report to senior management |
3 Proactive |
Deliverables |
Business Process |
What specific data quality management activities are embedded in your organisation? |
DQM is at the heart of our KPI/measurement framework. We set the quality required of datasets based on business need |
3 Proactive |
Deliverables |
Business Process |
How is data/outputs of data valued in the organisation? |
We are investing in exploiting data in many business areas and new developments |
3 Proactive |
Deliverables |
Business Process |
What consideration is given to data management processes when delivering organisation change? |
Our processes are well defined and understood, so it is simple to modify them as the organisation changes. Projects always have data representation |
3 Proactive |
Org and Culture |
Business Process |
How is the impact of organisation change assessed against current or future data management capabilities? |
We work with project/change teams to ensure data assets are built/maintained as part of these changes |
3 Proactive |
Org and Culture |
Business Process |
How is Meta Data management used in your organisation? |
Meta data is developed by the information asset owners and is available as part of a lineage/audit process of change |
3 Proactive |
Practices and Technique |
Business Process |
Are data activities prioritised over other things that need to be done? |
Priorities are embedded in the data improvement plan which is sponsored by an accountable individual. We modify this as new priorities emerge |
3 Proactive |
Practices and Technique |
Business Process |
How secure is your data? How is that security maintained and audited? |
Our data is secured in line with the organisational risk appetite and we are regularly externally audited to ISO standards |
3 Proactive |
Practices and Technique |
Business Process |
Is the quality of data regularly problematic in terms of frequent data operations? |
We set, monitor and maintain quality metrics for the majority of our data, and any remedial work is mostly automated |
3 Proactive |
Practices and Technique |
Business Process |
Does your organisation have an Enterprise Architecture function, and if so how is EIM integrated within it? |
We are able to meet businesses needs within a sound, proven framework |
3 Proactive |
Practices and Technique |
Business Process |
How reliant is your organisation on systemised tools or well understood processes when resolving data quality issues? |
We use data quality software for root cause analysis of issues and for analysing specific data metrics across most datasets |
3 Proactive |
Practices and Technique |
Business Process |
How are the data management processes integrated with the wider business processes? |
We have clearly mapped the flow of information across the organisation in order to understand the impact of business change on data models |
3 Proactive |
Practices and Technique |
Business Process |
How are the data management processes integrated with the wider business processes? |
we have a clear organisation wide understanding of processes and who owns them |
3 Proactive |
Roles and Responsibilities |
Business Process |
How are data management principles and goals embedded into wider policy documents? |
We have built actionable policies across multiple functions and they form part of our wider policy library |
3 Proactive |
Technology |
Technology |
How do technology solutions support your data lifecycle in some/all of the elements (e.g. acquire, clean, use, archive, purge)? |
We analyse data so changes and improvements in data quality etc. is measurable and demonstrable |
3 Proactive |
Technology |
Technology |
If technology solutions are in place for data management, how widely are they used across the whole organisation? |
The technology we deploy is for 2-4 specific departments or deployed for larger business change projects |
4 Predictive |
Activities |
Data Activities and Operation |
How cross functional is collaboration to mitigate risks/fix problems with operational data? |
Data issues are worked on collaboratively between all functions, and prioritised according to wider business initiatives and needs |
4 Predictive |
Deliverables |
Data Activities and Operation |
How are tools developed and deployed in support of data management operations? |
We take a platform approach with any discreet best-of-breed point tools integrated into our management framework |
4 Predictive |
Deliverables |
Data Activities and Operation |
What does the function of Enterprise Information management do in your organisation (if it exists)? |
Data architecture forms part of our wider strategic governance and is viewed as important and useful across the whole organisation including senior staff |
4 Predictive |
Org and Culture |
Data Activities and Operation |
Are data improvement initiatives sponsored at a senior management level? |
All data improvement initiatives are sponsored by senior management with strong support for providing the resources needed to undertake them |
4 Predictive |
Org and Culture |
Data Activities and Operation |
How are issues tracked, resolved and audited? Does this include root cause analysis? |
We collect, prioritise, resolve and record all issues in a standard management framework which includes sophisticated root cause analysis |
4 Predictive |
Practices and Technique |
Data Activities and Operation |
What does the function of Enterprise Information management do in your organisation (if it exists)? |
We use data to help plan and assess our future needs and consider changes well in advance of when they are needed |
4 Predictive |
Practices and Technique |
Data Activities and Operation |
Do you have a clear data improvement strategy? If so, how is that manifested? |
Our data improvement strategy links the outputs to the wider organisational initiatives and is monitored by senior management |
4 Predictive |
Practices and Technique |
Data Activities and Operation |
Does your organisation have an Enterprise Architecture function, and if so how is EIM integrated within it? |
EIM (or DA) is a driver of value propositions through the EA function and seen to represent a key part of organisational strategy |
4 Predictive |
Practices and Technique |
Data Activities and Operation |
Does your organisation have an Enterprise Architecture function, and if so how is EIM integrated within it? |
Our planning horizon is 2-4 years. We plan projects to develop future capabilities, not to solve operational issues |
4 Predictive |
Practices and Technique |
Data Activities and Operation |
Do data specific roles exist for data management activities e.g. Data Governance Lead, Data Steward etc? |
Our organisation has a range of data 'super-users' in every part of the business advocating and supporting data as an organisational asset |
4 Predictive |
Practices and Technique |
Data Activities and Operation |
Are there principles, goals and best practices in place to understand the scope and reach of data? |
We have defined and respected data principles, goals and practices which are applied to all of our data operations |
4 Predictive |
Org and Culture |
People and Culture |
How do you manage data ownership across the whole organisation? |
We have a senior management sponsor for all data assets in our organisation. Information asset ownership is well distributed across the organisation |
4 Predictive |
Org and Culture |
People and Culture |
How would you describe your approach to data modelling? |
Data modelling is a key part of value chain/new service design and what if-analysis |
4 Predictive |
Roles and Responsibilities |
People and Culture |
Are data activities prioritised over other things that need to be done? |
Data is core to our operations and strategy and therefore is considered a high priority activity |
4 Predictive |
Activities |
Business Process |
How do you identify issues with your data? |
We have a well defined issue resolution process which is business as usual |
4 Predictive |
Activities |
Business Process |
Are you constantly 'running to stay still' with your daily data activities? |
Daily activities are largely automated and supported by simple business processes. It is very rare we need to intervene |
4 Predictive |
Deliverables |
Business Process |
Do you measure data quality? If so, how do you set your metrics and who monitors them? |
Organisation wide data quality (and other metrics) are monitored as a business as usual activity at the most senior level |
4 Predictive |
Deliverables |
Business Process |
What specific data quality management activities are embedded in your organisation? |
DQM is fully embedded in our organisation and metrics are used in senior dashboards |
4 Predictive |
Deliverables |
Business Process |
How are data management principles and goals embedded into wider policy documents? |
We ensure that the principles and goals of best practice data management are embedded and advocated in all appropriate policy documents |
4 Predictive |
Deliverables |
Business Process |
Is there a business continuity process/strategy for data? |
Data drives a significant portion of the BCP plan as data availability is core to our operations during an event. We ensure the plans are always up to date and regularly tested |
4 Predictive |
Org and Culture |
Business Process |
How is the impact of organisation change assessed against current or future data management capabilities? |
Data Capabilities play a full part in organisational change. Impact assessment is undertaken early and changes are fully funded |
4 Predictive |
Org and Culture |
Business Process |
How is meta data management used in your organisation? |
Meta data is complete, rich, managed and measured. No ambiguity means high re-use and accelerated development of new services |
4 Predictive |
Org and Culture |
Business Process |
What consideration is given to data management processes when delivering organisation change? |
We have a framework to analyse and integrate data requirements as they emerge |
4 Predictive |
Org and Culture |
Business Process |
What consideration is given to data management processes when delivering organisation change? |
We have a plan in place for change and an understanding of when change will happen |
4 Predictive |
Practices and Technique |
Business Process |
How is organisation risk appetite applied to security/quality etc datasets? |
Risk and quality are actively managed for all datasets. Breaches and metrics are flagged and responded to by senior management |
4 Predictive |
Practices and Technique |
Business Process |
How secure is your data? How is that security maintained and audited? |
We ensure all data is security marked in line with our published framework. We run regular sweeps and tests to ensure auditing to the highest external levels |
4 Predictive |
Practices and Technique |
Business Process |
How reliant is your organisation on systemised tools or well understood processes when resolving data quality issues? |
We have tools to profile, visualise and resolve issues around data quality that are embedded and well understood |
4 Predictive |
Practices and Technique |
Business Process |
How are the data management processes integrated with the wider business processes? |
Data processes are clearly documented and rigorously maintained, performance monitoring is in place as a business as usual activity |
4 Predictive |
Practices and Technique |
Business Process |
How is data/outputs of data valued in the organisation? |
We like to think we have a "God like over-view of anything" |
4 Predictive |
Practices and Technique |
Business Process |
Are there multiple copies of the datasets with little or no reconciliation? |
Our data is created, integrated, consumed and purged with traceability to the master data model, and supported by rigorous business process |
4 Predictive |
Practices and Technique |
Business Process |
Is data collected for which there is no obvious purpose? |
We regularly review our data collection activities in line with our operational and strategic needs. Data collection is driven directly from our models |
4 Predictive |
Practices and Technique |
Business Process |
Do you have repeatable/documented processes to undertake your most frequent data operations? |
Our processes are fully integrated with our organisation's operating model and the majority of our data operations are automated |
4 Predictive |
Technology |
Business Process |
Is the quality of data regularly problematic in terms of frequent data operations? |
We ensure our data is rigorously maintained to the published levels of quality using automated tools and rigorous business process |
4 Predictive |
Deliverables |
Technology |
What is your organisations approach/capability around analytics? |
We have made an investment in predictive analytics and technology which is used to support our most important activities |
4 Predictive |
Deliverables |
Technology |
What is your organisations approach/capability around analytics? |
We can provide live data feeds and customised dashboards |
4 Predictive |
Technology |
Technology |
How do technology solutions support your data lifecycle in some/all of the elements (e.g. acquire, clean, use, archive, purge)? |
We manage data across its full lifecycle by analysing, improving and controlling information assets |
4 Predictive |
Technology |
Technology |
If technology solutions are in place for data management, how widely are they used across the whole organisation? |
Any technology we deploy is used across the organisation as part of existing or new capabilities |