Information Maturity QuickScan
From MIKE2.0 Methodology
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Information Maturity (IM) QuickScan is the tool used to assess current and desired Information Maturity levels within an organisation. The IM QuickScan survey instrument is broad in scope and is intended to assess enterprise capabilities as opposed to focusing on a single subject area. The results of the survey are conducting during Phase 1 of the MIKE2.0 Methodology during the Organisational QuickScan for Information Development Activity.
ECM Maturity Model (ecm3)
Microsoft Office Template
The Microsoft Office version of IM QuickScan described in this page has now been included in MIKE2.0 and maintained on the QuickScan MS Office survey page. An implementation of the survey can also be found at the independent Information-Driven Business website.
Information Maturity Assessment Areas in IM QuickScan
The IM QuickScan survey is based on a series of Capability Statements. Capability Statements represent either:
Each survey interviewee is asked to rate CSs in terms of current and target capability level. We started with 175 candidate CSs that exist in the MIKE2 Methodology and reduce or extend this list as needed. Capability Statements are mapped to Information Development Competencies (IDC). IDCs represent the specific competencies that must be undertaken to improve information management maturity.
Baseline Capability Statements
IM QuickScan contains approximately 175 Capability Statements that are used to gain insight into the corporation’s IMM maturity level. Capability Statements are organized into Data Management Areas, which are used to group questions regarding a particular area. Questions are organized into groups to ensure that the assessment covers the full breadth of information maturity and to provide structure to the implementation roadmap. The following Data Management Areas are included:
For each Data Management Area, a series of Capability Statements are listed in the spreadsheet. The statements include both true business capabilities (e.g. can the business recognize churn events at the point of occurrence) and data management capabilities (e.g. does the business conduct periodic data profiling). Both types of statements are used to gain a broad and deep understanding of the information management practices in place and how they impact business performance.
Each Capability Statement has a set of attributes associated with it in the IM QuickScan spreadsheet. The attributes are defined in the table below. Each attribute is indicated as either user specified or default. User specified attributes do not have a default value and are filled in as part of the survey process for a client. Default attributes have values set in the base IM QuickScan spreadsheet. These may or may not apply to a particular client. All default values that have been populated in IM QuickScan should be reviewed by the project team in the context of each client and either retained or modified accordingly.
Even though the IM QuickScan spreadsheet has numerous attributes associated with each Capability Statement, only a small subset of these attributes will be given to clients as part of the survey process. These attributes are indicated in the table as well. The remaining attributes are to be used by the project team only as part of the survey result analysis. These attributes are used to help identify priority areas to address, are used to develop the roadmap, and are used to create the business case. The usage of these attributes is described further in the appropriate section below.
Information Collected through IM QuickScan
Administering the IM QuickScan Survey
IM QuickScan surveys should be provided to executives, business personnel, knowledge workers, and IT data architects and managers. To keep the survey manageable, a limit should be set on the number of survey participants, however, care should be taken to get enough input to make the results worthwhile (15 to 20 is a good range).
The baseline IM QuickScan spreadsheet includes 133 Capability Statements spanning the different Data Management Areas. In addition, based on any preparatory analysis that the project team conducts with a client, other Capability Statements may be identified. Therefore, the relevant Capability Statements should be selected for the survey and modified as required, and additional statements can be added as well. Whether a Capability Statement exists, is modified, or is new, each of the attributes for the statement should be examined and filled in or modified as necessary. The set of Capability Statement’s should be reviewed with the client’s project management team prior to distribution.
The reason to keep the survey small and simple is to maximize participation and to keep the results analysis manageable.
Once the survey is completed, the Assessment Report can be produced and distributed. Many projects choose to prepare customised commentary or PowerPoint presentations based on the graphs produced within the report.
At a minimum, each survey should be initiated by an in-person meeting with survey participants. The purpose of the meeting is to describe the survey process and to answer any questions that the participants have. Each survey can be administered either in-person or independently. The project team should decide which approach is best based for their client. If given independently, a single point of contact should be provided to clarify any questions. Whether the survey is conducted in person or independently, all completed surveys must be captured electronically. The participant survey worksheets should be included in a common workbook so that the results can be tallied and analysis can begin.
Analysing Results from IM QuickScan
Once the survey is completed, enter the survey results into the IM QuickScan spreadsheet. For each question, average the participant responses to calculate the Current Average Rating and Target Average Rating fields. The spreadsheet will automatically tally the Current Average Rating and Target Average Rating for each Data Management Area. In addition, aggregate current and target ratings can be produced for each Framework area. Once the results have been tallied, the following scatter groups should be created. These are not currently automated in the IM QuickScan spreadsheet so need to be created. These are straightforward to create in Excel. The following graphs should be produced:
Data Management Areas
The Data Management Areas graph indicates which areas are currently being accomplished adequately and which areas need to be improved. The areas being accomplished adequately are those for which current and target level are aligned. In the scatter graph, these areas will be on or near the diagonal line that extends from the lower left axis to the upper right axis (indicated as the Efficient Frontier on the following figure). This indicates that there is little gap between current capability and target capability. These capabilities should not be the focus of improvement, nor should they be de-emphasized
Those areas that are not important but significant effort is being expended are in the upper right; these are candidates for de-emphasis. Those Data Management Areas contained in the lower right quadrant are the areas that should receive strategic priority focus.
If there are a lot of areas in the lower right quadrant, this may be more work to address than the organization is able to take on. One strategy, therefore, is to classify those areas in the lower right quadrant into multiple buckets. For example, the first phase of an improvement roadmap would addresses anything that has an importance level of 4 or higher and a capability level of 2 or lower. The next phase would then branch out to include the next level of gap, etc.
The Framework Areas graph provides another level of capability analysis. For each framework area of Policy, Practice, People / Organization, Technology, Measurement, and Compliance, this graph indicates the gap between Current and Target capability. This graph should be produced for these areas across all capability results, and it may be useful for analysis at an individual Data Management Area, particularly for the larger areas. This analysis is useful to provide insight into the analysis and to help an organization understand their perceived strengths and weaknesses. For example, it may indicate that the organization is very strong in terms of technology but the data management processes are poor. Therefore, the roadmap emphasis should be on addressing process improvement.
Impacted Process Areas
The Impacted Process Area graph, if produced, will provide insight into those process areas that are impacted most by the gap between current and target capabilities. It may indicate that ordering and billing are working fine but customer service is inadequate. These views of survey results are useful both to provide insights to the project team and in presenting results to the client. These graphs provide aggregate results of the survey feedback based on various views on the results. The individual Capability Statements should also be analyzed to gain insight in the client’s situation. One useful strategy is to list the top 10 capability statements, ranked as follows:
These graphs and views on the survey results are meant to inspire insight into the data results. However, it will be up to the project team to draw conclusions from the analysis. The recommended next step in the analysis is to develop Core Themes. Core Themes represent a small number of improvement topics that the organization should build their improvement strategy around. Each Core Theme will likely embody multiple Data Management Areas. The Core Themes provide a simplification mechanism that makes the improvement strategy easier to grasp. So instead of trying to keep track of 10-15 Data Management Areas, the improvement roadmap can be thought of as a handful of Core Themes. Core Themes therefore consist of one or more Data Management Areas, which in turn consist of one or more Business Capabilities.
Developing Core Themes
Based on our experience developing these Information Developing Blueprinting, some Core Themes have emerged that should be considered. Namely:
These are reference Core Themes only. It may be appropriate in some businesses to use Core Themes that focus on their strategic initiatives. Core Themes may include “provide improved levels of customer service, gather a greater share of the customer wallet, and increase levels of regulatory compliance.”. In either case, the project team should be aware of the business strategy and key projects to ensure that the recommended roadmap is aligned.
Once Core Themes are developed, it would be a good idea to gain some level of consensus regarding the Core Themes prior to the results presentation, perhaps with a smaller customer group. Once consensus is reached regarding Core Themes, the client should be engaged in developing the Strategic Objectives for each theme. The strategic objectives will ensure that there are some goals that can be used to track the improvement roadmap success.
Summarising the Results
Once this analysis has been completed, the results need to be packaged and presented to the client. The resulting package should include the following:
To summarize, Core Themes are conclusions drawn from the priority Data Management Areas based on the survey results. The Business Capabilities are drawn from the individual Capability Statements from the survey. The implications can be drawn from the various benefit information associated with each Capability Statement in the IM QuickScan spreadsheet. The Key Enablers can be drawn from the 5 levels of capability maturity associated with each Capability Statement from the IM QuickScan spreadsheet. Multiple Key Enablers may be required to realize a Business Capability.
Calculating the Economic Value of Information
IM QuickScan results can be used to provide a calculation on the Economic Value of Information in an Organisation.
The high-level steps are as follows:
The detailed approach can be found here
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