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Business Intelligence Maturity Models: Toward New Integrated Model

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Business Intelligence Maturity Models: Toward New
Integrated Model
Essam Shaaban
Faculty of Information Technology, Misr University for Science and Technology, Egypt
Yehia Helmy
Faculty of Computers and Information Systems, Helwan University, Egypt
Ayman Khedr
Faculty of Computers and Information Systems, Helwan University, Egypt
Mona Nasr
Faculty of Computers and Information Systems, Helwan University, Egypt

Abstract: Business Intelligence (BI) has become one of the most important research areas that help organizations and managers
to better decision making process. This paper aims to show the barriers to BI adoption and discusses the most commonly used
Business Intelligence Maturity Models (BIMMs). The aim also is to highlight the pitfalls of these BIMMs in order reach a
solution. Using new techniques such as Service Oriented Architecture (SOA), Service Oriented Business Intelligence (SOBI) or
Event Driven Architecture (EDA) leads to a new model. The proposed model named Service-Oriented Business Intelligence
Maturity Model (SOBIMM) is briefly described in this paper.

Keywords: Business Intelligence, Business Intelligence Maturity Model, Business Intelligence Barriers, Business Intelligence
Integration, SOBIMM

1. INTRODUCTION the pitfalls of these models. The fourth section gives a

brief about the available approaches that can help in BI
Business Intelligence (BI) can be defined as getting the integration, finally the conclusion and further research.
right information to the right people at the right time [1].
David [2] defines BI as, “The processes, technologies, 2. BARRIERS TO BI ADOPTION
and tools needed to turn data into information,
information into knowledge, and knowledge into plans A barrier is defined in dictionary.com [4] as anything
that drive profitable business action”. There are many that prevents or obstructs passage, access, or progress.
barriers to BI adoption; using BI maturity models (MM) Regarding BI adoption there are many barriers that are
can help in the decision making process and in assessing discussed in many researches [5], [6] and [7]. Some of
the overall performance of an organization. There is a the researchers classify these barriers according to
little number of BIMMs but all of them suffer from some questionnaires, and interviews with BI specialists, the
pitfalls such as integration, and lack of reliability. These others classify them into two categories which are
pitfalls make it difficult to assess and guide the primary and secondary. Let us discuss these barriers in
organization by using a single BIMM model. So the the following section.
need to integrate the organizational departments into one Chaffey states that barriers ‘restrict’ while drivers
pool of services needs to introduce a new BIMM that ‘encourage’ organizational adoption of IT systems [8].
can use a service dimension as a main component. Business Intelligence [5] also announces that the main
Although the importance of BI application is more barriers to BI adoption are ‘cost’ and ‘complexity’. It
widely accepted, there is a limited study to provide also states that BI is the most highly desired technology
systematic guidelines for such resourceful initiative [3]. but it still suffers from a ‘relative inability to prove its
Therefore, this research aims to state the common value’. A survey performed by Information Week in
barriers to BI adoption and finds a way for integrating 2007 cited in the BI guide reports that some BI vendors
the BI levels inside an organization throughout BIMMs. were unable to provide the internal stockholders with the
The remainder of this paper has been structured as benefits of BI. The Guide announces that 40% of the
follows. The next section introduces the barriers to BI cost involved in ‘moving data between systems’, which
adoption from many perspectives. The third section then means that data migration and integration becomes
outlines and discusses the available and the most critical barriers to BI adoption.
important and most commonly used BIMMs and states
The study of the Economist Intelligence Unit [9] reports models define levels of definition, efficiency,
that the BI barriers or problems are: the departmental manageability and measurement of the monitored
data stores remain the biggest barrier to data sharing, environment [15]. A BI maturity model can be
data access and clean data, employee resistance to invaluable in this process as it outlines a path forward
adoption of new technology, and the lack of Chief and helps companies work toward closer alignment of
Information Officer (CIO) participation in decision their business and IT organizations [16]. The following
making process. section describes the recent and the most usable BIMMs;
Another set of barriers to adoption are the organizational during this description it will be obvious to review the
efficiency issue. Fielding [10] stats a set of BI structure (levels and dimensions) of each BIMM.
implementation barriers which are: Usability verses Finally, the pitfalls of each model will be presented.
feature mismatch, enough already about metadata. Jason
and Ari [11] classify the barriers and challenges into two 3.1 AMR research's BI/Performance Management (PM)
categories which are primary and secondary. The MM, version 2
primary contains two reasons which are: working with This MM is introduced in the early 2004 by AMR
multiple data sources and dealing with report elements research and Consultancy Company. This model is
that are currently not collected. But the secondary one oriented to enterprise-wide for BI/PM [17]. As figure 1
contains three reasons which are: improving existing depicts, the model is composed of four-stage progression
data systems and / or developing and implementing new outlining a framework for business and Information
systems, exporting and sorting data from multiple Technology (IT) leaders to assess group and/or firm-
systems. wide actions.
mobcon reports [6] in a paper named ‘The Five Barriers
to Business Intelligence’ that the 5 key barriers for any
organization seeking to capitalize on its stored data are:
the amount of data stored in the corporate information
systems, data quality, the proliferation of IT systems and
technologies the organization employs to manage its
corporate knowledge, the organizational structure, and
corporate culture.
Khan et al. in a study named ‘drivers and barriers to
Business Intelligence adoption’ [7] clarify that the
drivers and barriers to BI adoption change with each user
type. They also point out that the identification of the
challenges and problems also change by time besides
they affirm that the major barrier to BI adoption is “the
lack of user’s awareness”. Mitchell Ocampo suggests, Figure 1: AMR BI/PM MM, Version 2 (source [17])
overcoming these barriers by involving end users early
and often, leveraging executive sponsorship, and AMR as a maturity model, its steps have specific
adapting to change requirements [12]. The following attributes and characteristics which are:
section will discuss the existing BIMMs that may help in
adapting and assessing the BI organizational behavior. Step 1: Reacting—where have we been?
By the end of this discussion, the aim is to reach a The main objective of this step is to display what has
mature model for eliminating the barriers to BI adoption happened in the last business cycle, providing details
and enhancing the efficiency of Business Intelligence and status to support a specific department.
systems (BIS).
Step 2: Anticipating—where are we now?
3. BUSINESS INTELLIGENCE The main objective of this step is to introduce the data
MATURITY MODELS issues and increase the domination of projects. Emphasis
expands to include current performance data, and
Maturity describes a “state of being complete, perfect or dashboards appear as the primary vehicle to inform
ready” [13]. To reach a desired state of maturity, an workers what performance is now. Using real-time or
evolutionary transformation path from an initial to a near real-time data provides the organization with a
target stage needs to be progressed [14]. Maturity prominent role.
 understood. The major challenges at this level are
Step 3: Collaborating—where are we going? identifying business drivers and understanding the
The objective of this step is to use dashboards and current information management structure.
scorecards to align resources and objectives within and
across groups that harness the power of existing data. Level 2: Tactical
Scenarios and models let analysts provide alternatives At this level organizations employ managers who need
and recognize that decisions made are positive or data to drive tactical decisions. Employees and managers
negative. use their own metrics to run specific parts of the
business, but most tools, applications and data are in
Step 4: Orchestrating—are we all on the same page? different data stores. At this level, Executives lack
The objective of this step is to obtain a single, consistent, confidence in the quality and reliability of the data,
and streamlined view of the enterprise. leading to arguments over “whose data is right.”
Regarding the pitfalls of the AMR MM, Hagerty points
out that the unanticipated complexity of this model can Level 3: Focused
be attributed primarily to data issues. Additionally, once At this level, Gartner finds a stronger commitment to BI
companies go into Step 2, they immediately find that and PM among senior executives. Metrics are formally
isolated, disparate, and overlapping data sources are defined to enable management to analyze departmental
barriers to expanding BI/PM more broadly [17]. AMR performance and there is rising demand for management
model doesn’t cover all data structures that customers dashboards. During this level, there is no formal linkage
use in each step it also focuses less on BI, while to broad enterprise objectives, resulting in inconsistent
emphasizing PM. Key areas, focused by the model, are: goals and metrics among departments. The challenge is
technology, processes, and people (responsibility, to extend the successes more widely across systems and
flexibility) [14]. architecture, and expand the scope of the application and
user base.
3.2 Gartner’s MM For BI and PM
Gartner has created a five-level MM to help IT leaders in Level 4: Strategic
charge of BI and PM initiatives to assess the maturity of At this level organizations derive their BI strategy
their organizations’ efforts, and how mature these according to the overall strategic objectives. They
organizations to reach the business goals. [18] integrate BI and PM into critical business processes,
making information available to executives and
managers. At the strategic level, strategic data is trusted
and acted upon at the executive level. The main
challenge for these organizations is developing a
balanced organizational structure, consistent with the
company’s business objectives and strategy.

Level 5: Pervasive
At this level, BI and PM systems are integrated into
business processes and agility is built into the systems.
Users at multiple levels in the organization have access
to information that allows them to do analysis to help
manage, innovate and make decisions to drive
Figure 2: BI and PM Maturity (source [18])
Business intelligence competency centers” (BICCs),
performance.

The characteristics of the Gartner’s model are described Regarding the pitfalls of Gartner’s MM, Lahrmann et al.
in the following section. report that the reliability of this MM is not documented
Level 1: Unaware and also its application needs third-party assistance [19].
At this level no real BI capability is in place. This level
is described as “information anarchy,” because data is 3.3 TDWI’s BIMM
inconsistent across departments, metrics are not Wayne Eckerson originally developed The Data
effectively identified, defined or used, and the value of Warehouse Institute (TDWI) MM in 2004 [20]. In 2009
formalizing and managing metrics is not well the model was redeveloped to be convenient with BI
domain so it is called TDWI’s BIMM [21]. This model architecture of the data warehouse, fully loaded with
is focused mainly on the technical aspect for maturity data, flexible and layered, delivery in time, predictive
assessment of organizations [15]. Figure 3 shows the analysis, performance management, and centralized
main stages of the TDWI’s BIMM and the following management [15].
section describes its grading levels [22]:
Stage 5: The Sage Stage
The Sage stage completes the cycle by converting core
BI/DW capabilities into services and distributing
development back out to the business units via centers of
excellence [22]. The main characteristics of this level
are: distributed development, data services, and extended
enterprise [15].

Regarding the pitfalls of TDWI’s BIMM; there are two

major obstacles on the path from Infant to Sage. First; on
Figure 3: TDWI’s BIMM (Source: [22]) dealing with the Gulf problems such as poor planning
and data quality issues, will stretch the BIS program
Stage 1: The Infant Stage
until it snaps and breaks apart. Second; Chasm combines
The Infant stage is composed of two stages, Prenatal and
challenges and obstacles preventing a company to move
Infant. The Prenatal phase lasts until a data warehouse is
from the Teenager to Adult stage. To overcome this
created. Lack of agility forces business users to take
obstacle, Enterprise Data Warehouse is usually built.
actions themselves resulting in partial data sources [15].
Lahrmann et al. report that the reliability in the TDWI’s
In the Infant phase, a company is faced with numerous
BIMMs is not addressed [19]. Rajterič reports that,
partial data sources called Spreadmarts. Each of them
Gartner’s maturity model, compared to TDWI’s, also
contains a specific set of data; besides the fragmented
offers a more non-technical view and discusses maturity
data sources are producing conflicting views on business
from the business-technical aspect. [15].
information.
The Gulf: The Gulf is not so wide or deep that
3.4 HP Maturity Model
organizations cannot cross it and move from the Infant
In 2009, HP developed a BIMM [23] as a context for
to the Child stage, but it has significant threats.
describing the evolution of its clients’ BI capabilities. It
Combination of poor planning, data quality issues,
represents a formula for success that is a function of
cultural resistance, and spreadmart proliferation prevents
three capabilities: business enablement, information
the organization from making a clean crossing [22].
technology, and strategy and program management as
depicted in figure 5. For long-term BI success,
Stage 2: The Child Stage
companies must achieve a winning formula comprised
At this level, knowledge workers join the community of
of the three core capabilities: first; Business Enablement
BI users. Information demands are gathered on the
which is considered as an understanding of the types of
department level and cover only the needs of the same
business needs and problems that are solved with BI
department members. Regional data warehouses are built
solutions. Second; Strategy and Program Management
on this level are not linked to each other.
which are considered as the key enablers and catalysts
for BI success. Third; Information Management which is
Stage 3: The Teenager Stage
considered as the information strategies and solutions a
The Teenager stage continues the work begun in the
company adopts to solve business problems. By using
Child phase but in a broader, more integrated fashion.
the HPBIMM, companies can obtain the results they
Rather than allowing departments to spawn a
want by working through the five stages of the model,
multiplicity of nonintegrated data marts [15].
which are:
Stage 4: The Adult Stage • Operations: organizations focus on running the
The Adult stage occurs when BI/DW teams cross the business.
Chasm and deliver a strategic, enterprise resource that • Improvement: organizations focus on measuring and
enables organizations to achieve its key objectives [21] monitoring the business.
.The main characteristics of the Adult level are: • Alignment: in which organizations are focused on
centralized management of BI data sources, common integrating performance management and intelligence
• Empowerment: in which organizations are focused on
Chuah divided this EBIMM into 5 levels, each level
business innovation and people productivity
contains 3 dimensions. The 5 levels consequently are
• Excellence: in which organizations are focused on initial, repeatable, defined, qualitative managed, and
strategic agility and differentiation [24]. optimizing. During each level Chuah concentrates on 3
dimensions which are data warehouse, information
quality, and Knowledge process. The following section
describes the levels and dimensions of the EBIMM
model [3].

Level 1: Initial
At this level, the EBIMM concentrates on the lowest
level in the organization.
Knowledge process: this dimension focuses on day-to-
day operations and the long- term plans of the enterprise.
Information quality: this dimension depends on the skills
of the technical programmer analysts, database analysts
and designers, and coders.
Figure 4: BI Maturity Model Business ({source [23]) Data warehouse: this dimension focuses on data resides
in multiple files and databases using multiple formats.
The model also highlights a critical emerging need for a Redundant data marts are often created
new breed of talent and leadership, namely program
managers, business architects, and information Level 2: Repeatable
architects, that can guide the next generation of This level concentrates on system development and
integrated, high-value BI solutions [17]. Regarding the basic information management
pitfalls of HPBIMM, Lahrmann et al. point out that the Knowledge process: in this dimension data management
reliability is not documented and the HPBIMM is processes are well defined within each department but
targeted at HP’s clients. Finally the HPBIMM is not not across department.
available free of charge [19]. Information quality: in this dimension the organization
3.5 Enterprise BIMM (EBIMM) follows a documented procedure for implementing
Chuah developed this model in 2010; it is based on quality control activities.
Capability Maturity Model (CMM) and it does not Data warehouse: this dimension contains data
address the maturity of organizations in which management policy that dictates how and when data
enterprise-scale BI is managed [3]. EBIMM provides structures are created, changed, and managed. It contains
useful basis to firms aspiring to elevate BI endeavor to also fewer independent data marts.
higher levels of maturity. Figure 5 depicts the structure
of each maturity level along the three key Level 3: Defined
dimensions of an enterprise BI initiative. At this level, the EBIMM model treats the enterprise
data as an asset and concentrates on the information
quality.
Knowledge process: in this dimension information
management concepts are applied and accepted.
Information quality: in which the organization develops
its own Information Quality (IQ) processes, which are
documented and used.
Data warehouse: in which treating data as a corporate
asset.

Level 4: Qualitative managed

At this level, the EBIMM model concentrates on
extended enterprise, IQ condition governance, and
managed meta-data environment.
Figure 5: A Preliminary EBIMM (source [3])
Knowledge process: in which Knowledge management 4. TOWARDS A NEW SOLUTION
concepts are applied and accepted.
Information quality: in which the organization provides Although BI and data services offer commercial
adequate resources and funding for the quantitative services, some organizations use Service-Oriented
process management activities Architecture (SOA) to accelerate the development of BI-
Data warehouse: in which data Warehouse projects are enabled solutions. By wrapping BI functionality and
consistently successful and the organization can predict query object models with Web services interfaces,
their future performance with reasonable accuracy. developers can make BI/DW capabilities available to
any application regardless of the platform it runs on or
Level 5: Optimizing programming language it uses. Then, approved
At this level, the EBIMM model concentrates on developers inside or outside the organization, can write
situation matrix, continuous Information Quality applications that use various components encapsulated
Management (IQM) improvement, and low level data by the BI or data services. The most common of these
redundancy. applications today is a portal that displays charts or Key
Knowledge process: in which Knowledge Process Performance Indicators (KPIs) managed by a remote BI
continuously improved. server [21].
Information quality: in which IQM processes are Nowadays, many organizations are oriented to invest in
continually being assessed and improved. phases of BI solutions maturity although; the market is
Data warehouse: in which continually improvement of going faster to increment the use and development of
data access and data warehouse performance. mature BI solutions [25]. From the above investigation
From a practical standpoint the EBIMM model provides about BIMMs, all of these models aim to reach the
useful basis to firms aspiring to elevate their BI highest level of maturity but it is one way to reach
endeavor to higher levels of maturity. Regarding the maturity which is ‘integration’.
pitfalls of the EBIMM; it doesn’t provide guidelines for
the technical issues; although it is the first time a Regarding the last stage of BI maturity, BI providers aim
research related to EBI attempts to identify the to provide a platform that sustains the requirements
dimensions and associated factors influencing EBI imposed by the BI service. Thus, providers must be
maturity. There is no a questionnaire or a qualitative oriented towards the latest technologies that allow them
study that can provide metrics for evaluating the to solve the integration problems among enterprises’
EBIMM model to ensure its efficiency. sectors. Ghilic et al. clarify the problems of integration
which are infrastructure, meta data, development [25],
Why a new model? and reliability [19] in order to find technical or tactical
According to the previous survey we can summarize the solution which may help the existing BIMMs to reach
pitfalls of the existing and the most frequently used the highest level of maturity.
BIMMs as follows:
• No information integration; the data sources are Service Oriented Architecture (SOA), Event Driven
isolated, disparate, and overlapped. Architecture (EDA), and Service-Oriented Business
• Do not cover all data structures that customers use Intelligence (SOBI) are ways to solve the IT integration
in each stage. problems in an organization. SOA is a paradigm for
• They focus less on BI. organizing and utilizing distributed capabilities that may
• Reliability is not documented or addressed and also be under the control of different ownership domains and
their applications need third-party assistance. implemented using various technology stacks [26]. EDA
• Poor planning and data quality issues leads to is a paradigm for communications in SOA, being a SOA
stretching the BIS program. in which the entire communication is achieved through
• Do not provide guidelines for the technical issues events and all services are processes of reactive events
• Targeted to specific clients. (react to entry events and produce exit events) [27]. On
• Not available free of charge. EDA architecture, an application detects an event and
• Need qualitative and quantitative metrics to be truly issues a notification while other applications have
evaluated. handlers which may receive notifications and may react
by invoking the services [25]. SOBI is an attempt to
combine two architectural paradigms that have
developed independently, namely BI and Service
Orientation. SOBI is an attempt to define a framework, metrics such as the system oriented services,
in which both architectures and benefits can exist. Table profitability. The business expertise dimension deals
1 summarizes the strengths of the two terms that with 3 metrics which are enterprise value, business
constitute the SOBI. validity, business services, and steering processes.

Table 1: the benefits of SO and BI (26])

Service Orientation Business Intelligence

• Provides Application to • Well suited for Data to data
application integration integration
• Well suited to events and • Can handle large data
real-time data – high volumes
frequency • Provides foundation for
• Provides operational business decisions
platform • Provides a combined model
• Allows agile change in of the enterprise data
business processes • Good tools and mechanisms
• Supports reuse of enterprise for transforming data
components • Ability to ask and question
• Encapsulates and abstracts of the data and to answer
functionality key business questions
• Tightly defined data formats
and structures
Horne et al. [28] Point out that SOBI can provide best
practice implementation framework and it also be used Figure 6: SOBIMM. (Source: developed by the authors)
to integrate at the most appropriate architectural level. In order to provide integration to this model a service
This may help in solving the lack of integration and orientation checklist is considered as pool of services'
reliability problems during the grading in maturity evaluation questions. Answering these questions will
levels. The proposed model will be named as Service provide rating for each maturity level.
Oriented Business Intelligence Maturity Model Regarding the computational method, reaching the
(SOBIMM). As the name implies, the model uses mature level the organization should pass through the
service orientation checklist as a pool of services lower levels. Each level has a score of 100% which
evaluation that can be used to assess the technical rather represents 20% of the overall score of the model and the
than the tactical issues in the organization's IT overall final percent of the model is calculated cumulatively.
progress. But some of the existing maturity models focus Using this model will help in solving problems such as
on other areas like Software Development, Knowledge the integration, qualitative, and quantitative metrics
Management, Performance Management and Data which will be clear throughout an investigation in the
Management [15]. In the next section a brief future work.
introduction about the SOBIMM model will be
introduced.
6. CONCLUSION
5. THE PROPOSED MODEL There are many barriers to BI adoption. Barriers such as:
isolation of departmental data stores, employee
The proposed model is named SOBIMM. Its aim is to
resistance, and low data quality vary from general and
solve problems such as No information integration,
organizational to implementation. Using BIMMs can
focus less on BI issues, Reliability, Poor planning, and
help the organizations to assess its BIS to determine in
Need qualitative and quantitative metrics. As figure 6
which maturity level it resides. By discussing the most
depicts SOBIMM model is divided into 5 grading levels
commonly used BIMMs, some pitfalls arise such as: no
(initial, immature, controlled, managed, and mature), 3
information integration, data sources are isolated; less
dimensions (technology, organization, and business
focus on BI and reliability is not documented or
expertise), and service orientation checklist. The
addressed. The most common pitfall is the lack of
technology dimension deals with two critical metrics
integration between data stores which leads to thinking
which are quality (data warehouse, data marts, and
in a way of integration. The available ways of
analytical services) and flexibility of the technology
integration are SOA, SOBI, and EDA. By using SOBI as
used. The organization dimension deals with some issues
a core for the proposed SOBIMM model may help in
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providing an investigation about this model. IEMC 2002, Cambridge, UK, pp. 244-249
[15] Rajterič IH. 2010 “Overview Of Business Intelligence
Maturity”. Development. 2010.
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