EURIM Value of Information Subgroup

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Information management maturity

At present, a large part of the improvement project concerns the assessment of the organisation’s information management maturity. This typically begins by base-lining and benchmarking the maturity of information management capabilities within an organisation across areas such as IT, Processes, Skills and Culture.

A number of Information Management Maturity models have been developed to assist organisations with the process of base-lining their current position ('As is'), targeting future status ('To be') and measuring progress. The rationale for such tools is that 'If you don't know where you are and don't know where you are headed, it is likely to be an unsuccessful or long and expensive journey.

These models include the following:

HMG Information Assurance Maturity Model
The IA Maturity Model and Assessment Framework are designed to ensure that treating information as a key business asset is embedded within the culture of a Department, its delivery partners and arm’s length bodies, and that common standards are applied across Government in response to the growing need for Departments to securely share assured information to meet Transformational Government objectives.

Gartner Enterprise Information Management Maturity model
A 6-stage model that tracks maturity levels.

AMR research Business Intelligence / Performance Management Maturity Model
A four stage model that reviews culture, philosophy and technology to assess progress.

The Data Warehouse Institute
A Business Intelligence Maturity Model with a technology-orientated 6-stage Maturity Model Adoption Curve.

Teradata Enterprise Data Warehouse Maturity Model – link to same slides as above (4)
Employs a Maturity Model framework to improve management processes and technical development within an organization.

SAS Information Evolution Maturity Model
Where does your organization stand in the Information Evolution Model, and how do you get where you need to be?

A 5-stage model that uses 4 assessment criteria (People, Culture, Process & IT). The model now has an established benchmark database of over 1000 organisations globally from across all sectors. For example, on average the public sector tends to lag one stage behind the private sector and the biggest gap/cause is in culture not technology. Similarly, within sectors, specific industries tend to have higher or lower levels of maturity with levels of competition being a key driver for organisations achieving higher maturity.

Outlines a tool for the purpose of assessing the information management maturity of an organisation and includes:

  • Explanation of 5 levels of Information Management Maturity and the 4 criteria used to assess the level (IT, Process, People, Culture).

  • The characteristics of organisations and the typical benefits and weaknesses accrued at each level.

  • An outline road map / action plan for moving from one level to the next.

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