| Measurement categories | Stage 1 Uncertainty
(Ad hoc) | Stage 2 Awakening
(Repeatable) | Stage 3 Enlightenment
(Defined) | Stage 4 Wisdom
(Managed) | Stage 5 Certainty
(Optimising) |
Management understanding
and attitude | Information quality is not considered a management tool. Management tends to blame data administration or information services for "information quality problems" or vice versa. | Management recognizes that information quality management may be of value but is not willing to provide money or time for it. | Through the information quality improvement program, management learns more about quality management; it is becoming more supportive and helpful. | Management is participating. It understands the principles of information quality management and recognizes its continuing role. | Information quality management is considered an essential part of the company system. |
Information quality
organisation status | Data quality is hidden in application development departments. Data audits are probably not part of the organization. The emphasis is on correcting bad data. | A stronger information quality role is "appointed" but the main emphasis is still on correcting bad data. | All assessment is incorporated and managers have a role in developing applications. | The information quality manager reports to a chief information officer. Status reporting and preventive action are effective. The organization is involved with business areas. | The information quality manager is part of the management team. Prevention is the main focus. Information quality is a key consideration in all activities. |
Information quality
problem handling | Problems are dealt with as they occur. There is usually no resolution due to inadequate definition. Conflict is common. | Teams are set up to attack major problems. Long-term solutions are not solicited. | Communication on corrective action is established. Problems are faced openly and resolved in an orderly way. | Problems are identified early in their development. All functions are open to suggestion and improvement. | Except in the most unusual cases, information quality problems are prevented. |
Cost of information quality
as a percent of revenue | Reported: Unknown
Actual: 20% | Reported: 5%
Actual: 18% | Reported: 10%
Actual: 15% | Reported: 8%
Actual: 10% | Reported: 5%
Actual: 5% |
Information quality
improvement actions | There are no organized activities, and understanding of such activities is lacking. | Motivational short-term efforts are made. | Management implements a 14-point program. It thoroughly understands and establishes each step. | A 14-point program is continuing and benefits are starting to be optimized. | Information quality improvement is a normal and continued activity. |
Summation of
company information
quality posture | Denial or bewilderment
"We don't know why we have problems with information quality." | Questioning status quo
"Is it absolutely necessary to always have problems with information quality?" | Acceptance and purposive
"Through management commitment and information quality improvement, we are identifying and resolving our problems." | Supportive
"Information quality problem prevention is a routine part of our operation." | Understanding
"We know why we do not have problems with information quality |
| |
Technology and use
in support of
information quality | None or general purpose, eg Access / Excel / SQL for specific problems | Some process management tools but applied to point solutions. Tools dominate processes. Wheels reinvented | Tools and processes integrated. Process dominates, tools are enablers. Performance metrics | Automated processes. IQ tools so integrated as to be invisible | Expert systems can be used for IQ discovery and monitoring |
