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A Survey of Maturity Models in Data Management

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DOI: 10.1109/ICMIMT52186.2021.9476197

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 A Survey of Maturity Models in Data
Management
Oumaima Belghith Sirine Zitoun Syrine Ferjaoui
EURA NOVA R&D EURA NOVA R&D EURA NOVA R&D
Tunis, Tunisia Tunis, Tunisia Tunis, Tunisia
[email protected] [email protected] [email protected]
u
Sabri Skhiri dit Gabouje
EURA NOVA R&D
Mont-Saint-Guibert, Belgium
[email protected]

Abstract—Digitalization is taking businesses to a whole needed to manage and deploy the massive influx of
new era as they are becoming data-driven and creating data, due to being unaware of where they stand in
the most wealth by mastering their data and gaining a terms of data management maturity.
competitive advantage. To the best of our knowledge,
very few survey papers are available on data Therefore, the assessment of the digital
management maturity models in academia, from transformation’s progress is an important step that
which we studied their data and findings. every organization needs to understand and go
Consequently, our paper summarizes and organizes a through via the tracking of processes’ improvements
variety of researches that are related to or encompass
and the evaluation of the level of maturity in terms
the data management field. In this context, this paper
is of interest both for scientists as well as practitioners
of growth and capabilities. And thus, to figure out
from different industries and fields as it aims to how to evolve from their current state to become
highlight the importance of such a critically acclaimed mature, gain competitive advantage, and maximize
tool that is a maturity model in the field of data their business value at the same time, while keeping
management. Maturity models are helpful business the focus on the business needs and strategic goals,
tools that refine and develop the way organizations these organizations should benefit from maturity
conduct their businesses and benchmark their models.
maturity status against a scale or with industry peers.
The aim is to better prioritize the actions for There is extensive literature produced by various
improvement and to control the progress in reaching authors in the past decade as well as the
the target maturity stage. From an academic development that led to the current thinking and
perspective, it delivers a thorough literature review as practices of maturity models and their significance
it investigates maturity models that are either for or as assessment and improvement tools, for several
related to data management. Moreover, it offers a
business domains [48][49]. However, for the data
comparative analysis in terms of the main concepts
and features associated with these models through a management field, according to what we reportedly
developed metamodel. This proposed framework believe, we focus and highlight in our study only the
describes the functional coverage of data management most relevant literature works which were
maturity models where models can be compared and conducted throughout the years, while offering new
evaluated based on their approaches to identifying and perspectives in terms of analysis and presentation on
categorizing the data management related functions. this area that requires additional investigation and
Finally, this metamodel can serve as a tool for research in the future.
researchers who can use this framework to position
future maturity models. The following section further clarifies the general
context of our research from a business perspective
Keywords—maturity models, data management, and provides the key concepts and terms related to
maturity assessment, digital transformation maturity models in the field of data management. A
third section is dedicated to the research
methodology adopted to analyze the studied models,
I. INTRODUCTION
using a set of assessment criteria, and in the
Enterprises are currently facing an increasingly elaboration of a metamodel that illustrates some of
competitive and erratic global business the conceptual similarities and differences between
environment, aligning data projects at the edge of them. Afterward, the results of the survey are
technical and organizational projects. They, presented through an overview of a sample of
consequently, encounter changes in IT organization models and then a discussion of the findings from
as well as in the operating models and organizational the extensive analysis is presented. Lastly, a
structure. Moreover, organizations struggle to conclusion on the entire process is drawn and
identify and build the appropriate capabilities contributions are mentioned.
 II. BACKGROUND With that being a research trigger, and to further
To maintain a competitive advantage, companies discuss maturity models, the next section will firstly
strive to provide the best experience for their give an outlook on data management and data
customers and employees. This is achieved through governance, followed by the evolution of the
the modernization and automation of processes and capability maturity concept and maturity models.
operations through digital platforms [1]. Thus, the
key factor is data as described in this context as “The 1) Data Management
Gold” in this current era by Everest Group’s CEO Organizations recognize their data as vital assets, a
who shared that the global market for data and data valuable tool that helps businesses bring not only
analytics is expected to explode [1]. This was further innovative but also strategic goals. Despite its
affirmed by a research report on the enterprise data importance and recognition, data management is
management market which was published by still deemed one of the most vital issues in the
MarketsandMarkets [2]. The study showed that the current technological landscape, and few businesses
size of this market will considerably witness successfully derive value from it [6].
significant growth from USD 77.9 billion in 2020 to Previous research debated on the identification of
USD 122.9 billion by 2025. Nowadays, the reasoning behind the failure of businesses to
organizations strive to sustain a certain level of manage their information assets, hence several
advantage by adopting new technologies and barriers were found to inhibit the issue. Some of
integrating them in their transactional and analytical them were associated more with the people and
operations as well as their customer experience [2]. culture of an organization, such as lack of
Consequently, companies need to monitor and communication, knowledge-sharing initiatives, and
benchmark their data analytics capabilities proficiency and motivation [7]. While others, [8],
regularly, which requires the measurement of their debated that the barriers relate mostly to the
business value and comparison with similar systems incompetent organizational management and
in other companies. As data are useful only when put leadership, organization culture, oblivion towards
into context, another crucial key factor for success is costs, value, and benefits. However, to overcome all,
matching the current maturity level within the regardless of their grounds, data, and information
organization to the appropriate metrics and pacing needed to be recognized as fundamental assets to
its growth via the integrated maturity model. Only day-to-day operations. Nowadays, they are the key
then, the benefit of having a competitive advantage assets for organizations to rely on in their decision-
will be the highest [3]. Thus, it is most crucial for an making process and operational processes. But for
organization to realize this correlation and be aware them to be potent assets, they need to be of good
of the current maturity level of data management quality and well-managed [9].
and of what needs to be achieved to reach the next It has been agreed that data management needs to
level. encompass all major disciplines involved in making
Therefore, employing the right tools to assess the the data accessible, reliable, and appropriate for
level of data management maturity is a critical step internal as well as external use. Nevertheless, it is
in the digital transformation journey of most data- ought to balance the strategic needs of an enterprise
driven companies. In this context, maturity models with its operational ones. Thus, as mentioned in
serve as tools that define levels of efficiency, DAMA International [5], the best way to achieve
definition, manageability, and measurement of the this balance is by embracing dedication towards the
monitored environment selected by the organization successful and effective execution of the
[4]. management of data.

Having the assistance of such models facilitates the 2) Data Governance

understanding of where a company stands in terms The term ‘Governance’ refers to the process with
of evolving and grants it a competitive advantage which an organization strives to ensure that its
through the offer of an adequate baseline for strategies are set, monitored, and achieved [10].
benchmarking and tracking the evolution of
maturity assessment in comparison with industrial The definition of data governance differed across
competitors or intercompany. researchers. However, the Data Governance
Institute (DGI) defined it in the following way:
A. Literature review
“Data governance is a system of decision rights
Data management maturity assessment is “a
and accountabilities for information-related
method for ranking practices for handling data
processes, executed according to agreed-upon
within an organization to characterize the current
models which describe who can take what actions
state of data management and its impact on the
with what information, and when, under what
organization” [5].
circumstances, using what methods” [11].
 New technologies have enabled the collection and impactful and efficient processes. A data
use of Big Data, and the importance of data ethics management maturity model is an effective tool to
has grown along with humans’ ability to exploit the measure the capabilities’ maturity of an organization
vast amount of data and information produced as in a particular business or technical area. Besides,
part of our daily life. As a result, data governance different authors [19] have shared the same
has been a structure in many organizations. The identified advantages that maturity models’
objective behind it is to achieve a proper and integration results are the enabler of a pathway
sustainable management process of data as an asset, towards continuous improvement and effective
following policies, and best practices [12]. In growth, by being a facilitator in terms of where an
addition to that, the implementation of a good data organization should put its first efforts and allocate
governance framework would enable any its capabilities along with resources. Furthermore,
organization to manage and align its data-related Steenbeek [18] emphasized that amongst other
processes with the organizational vision and things, models are recognized for sharing a common
mission, strategy, values, and culture [13]. development feature which is defining a set of
dimensions, most likely a collection of major key
3) Maturity Models process areas that encompass minor functions or
The concept of maturity is based on the Capability attributes.
Maturity Model (CMM) which was developed in
Additionally, studies throughout the years proved
1984 by the Software Engineering Institute (SEI) to
that most maturity levels for the assessment of an
provide an innovative methodology and tools for
organization’s position are CMM-Based models
improving and establishing software development
[20]. Regarding the maturity evaluation
processes [14].
methodology and assessment criteria, almost all
Consequently, maturity became a term designed models have the same scoring system with 5
for the process conducted in the measurement of incremented stages, labeled levels. The rate of
capabilities of an organization in a particular evaluation is usually a five-stage scale from 0 or 1
business area. It is the collection of functions and being the lowest, to 5 or 6 being the highest. Labeled
processes by which organizations can accurately and explained as such, from lowest to highest.
identify, define, integrate, protect, effectively
collect, and eventually deliver data that is suitable
III. RESEARCH
and fit for internal applications as well as external
METHODOLOGY
usage [15].
This review provides a critical and more in-depth
The success of the pioneer CMMI [16] has been an analysis of the extensive literature produced and
important inspiration, resulting in the literature development that led to the current practices in data
research field that has revealed its rising academic and information management and governance fields.
interest, as well as the increasing overall adoption of The conducted literature review highlighted new
models in practice. This substantially remarkable perspectives on data management maturity models
interest in the domain thereby, explains the which is an area that requires ongoing investigation
significant number of developed and proposed and research.
models by various software companies and
consultancies across multiple diverse domains. To gather the relevant information, we
complemented our research by exploring a set of
For decades, organizations are rooted in the high versatile initially established works, from academia
importance of digital transformation orientation and as well as the industry, from the first introduced
continuous data integration in organizational design. model in 1986 until today, to further figure out the
However, they failed to allocate the impacts of such methodology and development behind data
deployments and improvements. The constraint of management maturity models.
the intractability of their processes’ progress induces
the importance of the model’s implementation and Throughout this process, the selection approach
its evaluation’s assessment. As a result, model was based on a set of criteria including the
developers have been striving to re-establish the lack identification of different maturity models used to
of key tools when developing and deploying their assess organizations in various business areas,
models, to help organizations assess their level of planning for improvement during their digital
maturity [17]. transformation as well as clarifying the internal data
management procedures and practices used.
According to the data management practitioner,
Irina Steenbeek [18], by implementing a maturity
assessment, a company will be able to identify its
“As-Is” status, create a foundation for the
development of strategies, roadmaps, plans, and
actions to reach the ‘To Be’ status as well as achieve
A. Assessment Criteria versions; this shows if it is adaptable or
1 not)
The analysis was based on a set of criteria, which
● Accessibility (free/charged; availability of
is divided into four main parts, to enable assessing
supporting documentation or demo
and then comparing the selected maturity models
version)
while providing details on some of the strengths and
● Maintenance and support for the long run
weaknesses associated with each model.
● Support for self-assessment
These attributes serve as guidelines by which ● Type of application: Stand-alone or web-
maturity models can be classified and examined. based
Namely, the models’ structure, assessment
4) General Features
processes, and their outputs, means of
The features section is a description of how the
implementation, support details, and more general
models are predefined and established.
features. These different attributes, assigned to each
● The main goal(s) models enable
model, are always taken into consideration by
organizations to achieve
organizations, who have already formalized the data
● Models framework description
management function or those who have not yet.
● Tools that each model is integrated with
Each aspect serves as an important differentiator for
them to select the most suitable model that fits well 5) Strengths and Weaknesses
with their vision and focus and aligns best with their This section of the analysis highlights the positive
business needs. and negative points that each model is identified
with. These aspects will enable readers to swiftly
Examples of the models’ assessment are provided
compare between models and rapidly identify which
with each set of criteria.
is best for the assessment they wish to conduct in
1) Model Structure their organization.
The first section focuses mainly on the structural
aspect of the models as it contains: B. Analysis Approach (metamodel)
● The origin and the main references A systematic comparison between the studied
● The number and names of the attributes maturity models, based on specific criteria, has led
and maturity levels details to a clearer understanding of how these models are
● The practicality of each model that we structured in terms of areas of capability, assessment
defined regarding whether it is general or methods, and features. The purpose of this
problem specific. comparison is to evaluate the different approaches
● The maturity definition as it differs from and use them as input for the development of the
one model to the other. company’s maturity model.
2) Model Assessment Details The metamodel, illustrated in Fig. 1, has been
This second section focuses on the application developed to compare between the different
methods provided by the models. maturity models that have been selected for analysis
and their features. With five main components to
● Availability and description of the model’s
underline the chosen maturity models’ focus areas,
assessment process
each component is a representation to the set of
● Identification of strong and weak points
attributes that were assigned according to the related
for an organization
characteristics and capabilities established for each
● Provision of priority of improvement for
model. “Systems & Technology” component
the organizations.
underlines the features that relate to the technical
● Assessment cost: free
tools and operations. “Data” component represents
● Assessment continuity: If the maturity
the data and information related functions as well as
model aims for a continuous assessment
their associated operations for management. The
● Maturity levels’ calculation/measuring
“Methodology” component underscores the
details
technical methodical capabilities, as for the
3) Model Support “Enterprise & Intent” component, it delineates the
This section focuses on the support types of each business, goals and culture related functions. And
model provided by the models’ authors or stewards. finally, “Supporting Capabilities” which is the
component that designates the supplementary
● Training support and availability
features that some models established to support
● Continuity from different versions (if
their main categories for additional contribution.
there is more than one version of the
model; if there is a continuity between

1
https://drive.google.com/file/d/1fF06NcBUw16sswATD9to4W
Z3u8G2QvfE/view
 Fig. 1. Data Management Metamodel.

Hence, through this approach, the metamodel culture capability in the Enterprise and Intent
illustrates similarities and commonalities, and how domain. The two models differ in all others, such as
each model is still connected with another by relating their system and technology capabilities
sharing their practicality, feature, or focus domain, separately, as Deloitte’s DMM specifies in Business
despite some of them having differently structured and/or Technology Architecture, while EIM
attributes and functions. As depicted in our considers the latter as Infrastructure.
metamodel, some conceptual differences can be
The model DAMA DMBOK2 [5] also, alters from
spotted between the models when it comes to
the other models as it does not have any practicality
interpretations and perspectives.
in the Enterprise and Intent domain, nor the
A prime example of this is the variation in defining supporting capabilities. However, it contributes by
functions such as “data governance” as described by focusing on attributes that none of the depicted
DCAM V2 [31] [32] as a “Business Capability”, models have, such as Data Operations in the
while CMMI’s [43] DMM labels it as a “Category”. Systems and Technology area, and Business
Although some of the data management functions’ intelligence management in the Methodology
roles are similar in some models, others are entirely function.
different. This becomes obvious when considering
A further case in point is DELL BDBM [42],
the function “Integration” which is regarded as a
which distinguishes itself from the other models by
data management “Process Area”, that operates in
adopting different approaches to the different
the “Architecture” category in the CMMI’s DMM
domains. The model instigates the monetization
[43]. While it is separated from “Architecture” by
function as a support capability, with introducing
the DataFlux MDM [33] and is treated as an
Data monitoring as a separate attribute in the Data
independent data management “Component”. Some
domain, unlike the majority of the other models,
models also differ in recognizing which functions
which define this latter as a subordinate in the prime
are deliverables of other functions.
capabilities, Data/Information management or
Another example is Deloitte’s DMM [24][27] and Data/Information Governance.
Gartner’s EIM [28][36][40], even though they share
the same domains, they only have one common
attribute, which is Organizational structure and
 Therefore, this metamodel can serve as the starting IV. RESULTS
point for building a new data management maturity
A. Overview of Maturity Models for Data
model. By regrouping most of the capabilities and
Management available in the literature
sub-capabilities used by the depicted models, with
five key components for data management having In total, 22 models have met our selection criteria.
been determined. The components can establish the We used them to form the metamodel that served as
basis for deciding on the number and labels of the a highlight to their commonalities and differences
capabilities, sub-capabilities, and criteria used as regarding focus domains, capabilities, and sub-
well. capabilities, and they were also grouped in families
according to their practicality and assessment focus,
as illustrated in TABLE I.

TABLE I. MATURITY MODELS’ OVERVIEW

Name of Family Model Abbreviation Date Author References

DAMA-DMBOK Data Management Maturity DAMA- 2009 DAMA International [5]

Model DMBOK2

Capability Maturity Model in Scientific Data CMM-SDM 2010 School of Information Studies [6]
Management Syracuse University

DataFlux Master Data Management Model MDM 2010 DataFlux Company [33]

Data Research Data Management Maturity Model RDM 2014 School of Information Studies [54]
Management Syracuse University

Data Management Maturity Model DMM 2014 CMMI Institute [43]

Data Management Capability Assessment Model DCAM v2 2019 The Enterprise Data [31][32]
Management Council

The “Orange” Data Management Maturity Model DMMM 2019 Data Crossroad [18]

IBM Data Governance Council Maturity Model DGMM 2007 IBM [29][34][37]

DataFlux Data Governance Maturity Model DGMM 2007 DataFlux Company [33]

The Principles Maturity Model Principles MM 2007 ARMA International [53]

Data/Information Stanford Data Governance Maturity Model DGMM 2011 Stanford University’s Data [35]
Governance Governance Office

Gartner’s Enterprise Information Management EIM 2016 Gartner [28][36][40]

Maturity Model

E-ARK Information Governance Maturity Model A2MIGO 2017 E-ARK [30][39]

Capability Maturity Model CMM 1986 Software Engineering [14]

Institute Of Carnegie- Mellon
Software
Development Capability Maturity Model Integration CMMI 2018 Capability Maturity Model [16]
Institute

Digital Preservation Maturity Model DPMM 2014 Preservica [51]

Digital Preservation Capability Maturity Model DPCMM 2015 Preservica [23][50]

Digital
Assessment
Digital Assets Management Maturity Model DAM 2017 DAM Foundation [26]

Deloitte Digital Maturity Model DMM 2018 Deloitte [24][27]

 TDWI: Analytics Maturity Model & Assessment

TDWI: Self-service Analytics Maturity Model

Analytics TDWI: IoT Data Readiness Assessment TDWI 2018 TDWI - Transforming Data [44]
With Intelligence
TDWI: Advanced Analytics Maturity Model

TDWI: Hadoop Readiness Assessment

ECM Maturity Model ECM3 2009 ECM [52]

Business
Performance Big Data Business Maturity Model Index BDBM 2014 DELL [42]

Data Management Family functions. Moreover, it is the sole model with this
practicality that does not offer training with its
The maturity models of this group share data assessment nor cover the people and culture sides of
management as their assessment focus. Even though organizations.
their specific practicalities may differ, they all serve
TABLE III. COMMUNALITIES OF DATA/INFORMATION
as tools that evaluate the maturity of data assets in GOVERNANCE FAMILY
organizations and how it can be developed. All
models have 5 maturity levels except for DCAMv2 Levels Reactive - Proactive - Managed - Optimized
[31][32] which differs by having an additional level
“Conceptual”. For the “Orange” model, for instance,
its development encompasses the analysis of all the Attributes Information Governance - Data Quality -
Processes - Policies
aforementioned models, from which a metamodel
has been derived to generate the most significant and Approach - Strong & weak points identified
efficient aspects that a maturity model must include. - Inputs diversity
TABLE II. COMMUNALITIES OF DATA MANAGEMENT
FAMILY
- Current State assessment
- Scope definition based on priorities
Levels Ad-hoc/Initial - In development - Defined Strengths - Framework focus on Information
Governance
- Risks & resources allocation
Attributes Data Management - Data Governance - Data
Quality - Data Architecture - Processes
Weaknesses - No workshops
- Identification of strong & weak points
Approach - Assessment Support
- Assessment continuity with roadmap
development strategies Software Development Family

- Flexibility & adaptability to company This family group is composed of two of the most
specifications known and referred to models specialized in
Strengths - Well-defined & enriched frameworks software development. CMM [14] represents a path
- Guidance and details on features of improvements recommended for software
- Best practices, actions & recommendations
for maturity level evolution organizations that aim to increase their software
process capability as it identifies and prioritizes
findings. The CMMI institute also developed the
Weaknesses N/A
successor of the CMM model, CMMI [16], which
provides assessment criteria for the following data
management areas Data Management Strategy, Data
Data/Information Governance Family Governance, Data Quality, Platform, and
Architecture, Data Operations, Supporting Process.
This group includes models that are particularly
focused on the governance of data and information
assets. IBM’s maturity model [29][34][37] was one
of the pioneers to introduce and develop such a
model with this particular focus. It is also the only
model to have 11 attributes that are individually
assessed, of which there are exceptionally risk
management, privacy, and audit information
 TABLE IV. COMMUNALITIES OF SOFTWARE TABLE VI. COMMUNALITIES OF ANALYTICS FAMILY
DEVELOPMENT FAMILY
Levels Nascent - Pre-Adoption - Early Adoption -
Levels Initial - Defined - Managed Corporate Adoption - Mature Visionary

Attributes Process Areas Attributes Organization - Infrastructure - Data

management - Analytics - Governance
Approach - Assessment continuity
- Assessment support & training - Described assessment methodology
- Strong & weak points identification Approach - Available tools for interpretation of
guidelines and assessments
- Recommendations for software
development & data integration - Guidelines for all phases
Strengths - Guidance for maturity improvement - Provided recommendations on future
- Accepted & global best practice for the actions
management and delivery of quality Strengths - Opportunity to compare results with other
software processes organizations
- Opportunity to filter companies according
Weaknesses - Unavailable scale metrics to size or industry
- Require high resources and knowledge
- No measurement procedures - No identification of strong & weak points
- Unavailable scale metrics
- No training supports
Weaknesses - The available information on other
Digital Assessment Family companies can be accessed used by
competitors
The maturity models of this family are dedicated to - Limited framework focuses
the management of digital assets, and how the
preservation of digital continuity should be
practiced within companies. This group’s Business Performance Family
assessment tools share the fact that they offer a free
of charge evaluation adherents to their commonly Maturity models of this group are focused on the
collective five maturity levels. Deloitte’s DMM business aspects of organizations. They are
[24][27] however is the only charged assessment, as assessments for organizational performances that
it offers organizations an intricate benchmark offer optimization and strategies for alignment of
against their competitors as well as effective gaps’ capabilities as progress guidelines. However, none
identifications in their digital progress with of this family’s members share the same maturity
established key recommendations for evolution. levels or assessment attributes as the others. But
their practicality is common as they all focus on
TABLE V. COMMUNALITIES OF DIGITAL ASSESSMENT
FAMILY
business processes and business initiatives.
TABLE VII. COMMUNALITIES OF BUSINESS
Levels N/A PERFORMANCE FAMILY

Attributes Strategy - Technology Levels N/A

Approach - Strong & weak points identification Attributes N/A

- Assessment support
- Identification of strong & weak points
- Current state assessment for digital assets Approach - Assessment continuity
Strengths - Capabilities gaps’ analysis and - Framework focus on business aspects and
identification processes
- Guidance for capabilities’ improvement
- Improvement & progress tools
Weaknesses - No process continuity - Guidelines for phases, processes &
Strengths business initiatives
- Opportunity to compare results with other
organizations
Analytics Family
Weaknesses - The available information on other firms
This family assembles the 5 tools developed by can be accessed used by competitors
TDWI company [44], that assess and guide
organizations in their analytical programs.
However, the drawback of this group is that all the
assessments are shared with all their users, which
may result in the use of such information by
competitors for beneficial practices and weakness
awareness.
 V. DISCUSSION models as well as data governance, due to easy
adaptability and integration. Moreover, regardless
The analysis conducted has highlighted a great
of their costs, some models offer a great service for
awareness of the different maturity models whose
their clients with their easy way of implementation
number has been increasing throughout the years.
and use as well as the support and training included.
Despite sharing the same domain, that is data
Concerning maturity levels, a common concept
management, the models analyzed differ in terms of
among the studied models is the progressive
origins, tools of assessment, and assessment focus.
maturing from reactive to proactive or predictive.
As emphasized in previous studies as well as The latter is the long term sought out objective
concluded now, the most well-known data which consists of managing risk and anticipating
management or governance maturity models are and preparing for opportunities and threats. It also
DAMA-DMBOK [5], DCAMv2 [31][32], IBM data includes the preparation and development of
governance council maturity model [29] [34] [37], strategies for future implementations to hedge
Stanford’s DGMM [35], Gartner's enterprise against any type of threat or error. This finally
information management [28][36][40]. These renders the enterprise more agile, adaptive, and
models constitute the foundation of almost every dynamic.
developed new model. Though Models like DAMA-
Looking at the dimensions, the models’
DMBOK [5], DCAMv2 [31][32], DMM [43], The
approaches are different when it comes to
“orange” model [18], and CMMI [16] are applied to
determining and defining the key attributes, and
the field of data management, others like IBM
despite the distinct naming of these attributes, we
[29][34][37], Gartner (EIM) [28][36][40], DataFlux
find that few models share the same semantic
DGMM [33], A2MIGO [30][39], DGMM [15], and
labeling process as they are mainly assigned as data
Stanford [35] focus on information governance
quality, data/information governance,
aspects.
information/data security, strategy, architecture,
There is never one model that fits all when it comes infrastructure, metadata, and technology.
to maturity assessment. However, each model has
It is worth noting that the approaches to defining
strengths, can bring valuable perspectives, and
these dimensions are rather different. These
serves as a foundation for planning the
attributes’ association is either “domains” or
implementation of data management. Prime
“categories” in some models but are often used as
examples of this are the Scientific Data Management
“dimensions” or “deliverables” for these dimensions
maturity model SDM [6], Stanford’s DGMM [35],
in other different models. For instance, “data
and IBM’s DGMM [29][34][37], which were based
management strategy”, which appears in five
on the Software Engineering Institute’s (SEI)
models, is a deliverable of one of the main
Capability Maturity Model (CMM) [14][41][45].
categories in CMMI’s DMM [43]. However, it is
DPCMM [23] and E-ARK [39] models also drew
considered as a dimension in Deloitte DMM
from the ISO when constructing their respective
[24][27] and Gartner’s EIM [28][36][40].
dimensions and levels. This is also the case for
A2MIGO [30][39] and “Orange” [18] models that The comparison between the models is challenging
clearly show the use of CMMI [16] in their work and as they have substantial differences in their
development. metamodels; with each having its specific
characteristics and factors. Hence, the family
Another determinant for such matters is the
grouping according to models’ functionalities that
number and name of the maturity levels. For this
we chose to follow. Accordingly, while it may seem
feature, it has been concluded that the number of
that models belonging to the same family with the
levels varies between 5 and 6. Another striking
same practicality may have common attributes and
difference comes with names, types, and numbers of
maturity levels’ metrics and assessment
attributes. For instance, DAMA-DMBOK [5]
methodologies, such as data management family,
operates via key practice areas or knowledge areas,
information/data governance management family,
DCAMv2 [31][32] adheres to a business capability
and analytics family, some groups are different with
concept, Stanford [35] and CMMI [16] use
no commonalities like digital assessment family and
processes as a basis, and IBM addresses competency
business performance family. However, for the
whereas DELL [42] developed its domains as
most, they seem to share an approach to their focus
business phases. As for the rest of the models, they
with organizations, which induces their similarities
mostly use dimensions. The next features are the
in the offered model’s strengths as well as
assessment method of the models, the means of its
weaknesses. These aspects were greatly noticed in
implementation as well as the supporting system
all the family groups. Nonetheless, the distribution
provided for the integration.
of our selected maturity models was more
Additionally, another feature is the level of highlighted in the metamodel framework that we
adaptability in which the CMMI [16] model has developed, as it shows that despite their different
been used successfully in master data management structures and functions, the models are similar in
different aspects such as the functions’ definition For further research, we proposed taking a
and the supporting capabilities chosen to include in different approach with regards to picking the
their assessment methodology. The most present maturity models fit for the analysis. Maturity models
supporting capability in a high number of maturity that cover more areas other than data management,
models is Security & Policies. In addition to that, the could offer a new perspective on how to manage and
selected maturity models tend to always include govern other aspects that are not necessarily data
data/information governance as the main attribute to related but critical within any organization. Such
their framework as it is an important feature in their aspects can relate to people and culture, business
assessment when it comes to data management and strategies, and processes.
related domains.
VI. OPEN CHALLENGES
The metamodel has also illustrated major
differences between the models regarding the Implementing a maturity model in a company is
interpretations and definitions of data management bound to bring changes in its culture, operation
functions, their roles, and the manner with which model, organizational structure, and most
they intersect. The selected models’ division importantly, the way data is foreseen and
according to families confirmed such differences, as manipulated. As a result, the evaluation conducted
many models do not define their function the same needs to encompass the traceability of data within
way as their family members despite belonging to companies and the steps needed for its progress.
the same group of practicality. The importance and With that being said, developing a maturity model
roles of their features also differ, as for some in the data management field necessitates expertise
models, an attribute could be the “parent” [26], “key and knowledge in its different features and how to
process area” [5], or “main category” [43] however use them for the most suitable future state for each
for another, it is a “sub-capability” [18] or company and their capacities. Thus, it introduces
“dimension” [33]. more open challenges to researchers and developers,
which requires an ongoing methodological process
VI. CONCLUSION that combines continuous and futuristic glance at its
implementation in different aspects of business
The comprehensive literature review has put more
fields. Therefore, it is necessary to dig into the
emphasis on the importance of maturity models in
rationale and frameworks conducted behind
determining the current or desirable maturity state
different models and their development processes.
and how it proved to be a valuable asset and “a path
And through that, we understood that a maturity
towards an increasingly organized and systematic
model is not a simple assessment tool, but a solution
way of doing business” [48]. Although there is a lot
for organizations to assess their present capabilities
of research done on maturity models in the fields of
and build strategies and factual roadmaps for
data and information management as well as
improvement upon them while preserving the
governance, the academic literature focuses mostly
alignment with their main goals. Which has
on the scope and general features of the models
advocated us to develop our data management
rather than the supporting scorecard or assessment
maturity model.
tool, and how maturity levels can be measured and
identified.
VII. OUTLOOK
In this context, this survey paper is a contribution
The conducted literature review on this domain
to the research community in the field of data
and the analysis of the numerous maturity models
management and maturity models as it highlights the
related to data management enabled us to understand
valuable combination of academic research and
further the major factor for such a tool and how it
practice into the service of business needs.
must focus and embed an enriched architecture.
Through this study, which has started with the Thereby, this motivated us to develop methods and
existing knowledge from literature, we have sought techniques for our maturity assessment model in the
to examine a large sample of diverse maturity data management field, that will not only focus on
models, both academic and industrial, that are either the implementation of data but also the
for or related to data/information management as organizational intents such as strategies and
well as governance. The results of this study suggest cultures, as well as the operating systems and their
that companies should be more attentive and direct deployment. Thus, our tool will allow organizations
more focus on data management principles and that either plan on embarking on its digital
practices. This journey made us aware of the transformation journey or already have, to get a
significance of maturity models for organizations, refined and deepened scope on a high number of
regardless of their industries, as this tool serves as areas.
guidance in their digital transformation and their
data management performance.
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