Data Management Maturity (DMM) Model Update
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gholmoradData Management Maturity (DMM) Model Update
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gholmorad- Contents / Agenda
- DMM Model
- SEI Observations from Our Reviews of the DMM
- DMM Model Requirements
- A Maximal CMMI Reuse Strategy for Developing DMM V1.0
- Plan for Developing DMM V1.0
- Contact Information
- Legal and Copyright Information
Data Management Maturity
(DMM) Model Update
Rawdon Young
November 2012
Software Engineering Institute
Carnegie Mellon University
Pittsburgh, PA 15213
© 2012 Carnegie Mellon University
Contents / Agenda
The DMM
SEI Observations on Core Content Model from EDM Council
DMM V1.0 Requirements
CMMI Reuse in DMM
DMM Development Plan
DMM Update
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© 2012 Carnegie Mellon University
DMM Model
DMM Update
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© 2012 Carnegie Mellon University
Data Management Maturity Model
Partnership between the Enterprise Data Management Council (EDM
Council) and the SEI to develop a model for data management.
Detailed documentation of all components associated with data
management at the project and organization level (practical
measurement criteria based on operational reality)
Consistent measurement criteria for appraising data management
capabilities that can be verified
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© 2012 Carnegie Mellon University
Current Status
Baseline content developed by EDM Council and verified by members
(6 categories, 15 component areas, 36 business process areas, 18
policies/procedures, 200 capability measures)
Core team has been meeting 2/3x per week since January, 2011 to
define components (definition, purpose, core issues, explicit goals,
expected artifacts) and measurement criteria for each business process
area
Prototype of the Data Profiling process area has been produced and is
under review
Core content released by the EDMC
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© 2012 Carnegie Mellon University
Next Steps
Discussions with regulators and market authorities on use of DMM for
evaluating data management capability (in line with Senior Supervisors
Report)
Building upon the prototype creating for certification and regulatory
adoption
• DMM
• Training
• Any needed modification to SCAMPI appraisal methodology
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© 2012 Carnegie Mellon University
Core Content Document Released by EDM
Council – July 1, 2012
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© 2012 Carnegie Mellon University
DMM Proposed Process Areas
Data Data Data Management Objectives Platform and Architectural Architectural Standards
Management Management Data Management Priorities Architecture Framework Architectural Approach
Strategy Goals Scope of Data Management
Platform & Data Management Platform
Program
Integration Application Integration
Corporate Alignment
Release Management
Culture Communications Strategy
Historical Data
Governance Governance Structure
Data Quality Data Quality Data Quality Strategy
Model Organization Model
Framework Development
Oversight
Data Quality Measurement &
Governance Implementation &
Analysis
Management
Human Capital Requirements Data Quality Data Profiling
Measurement Assurance Data Quality Assessment
Data Total Lifecycle Cost of Data Quality for Integration
Management Ownership Data Cleansing
Funding Business Case Support Process Areas Configuration Management
Funding Model Measurement and Analysis
Data Data Requirements Definition Requirements Management
Requirements Operational Impact Risk Management
Lifecycle Data Lifecycle Management
Data Standards and Areas
Management Procedures Promulgation
Operations Business Process and Data Flows
Data Dependencies Lifecycle
Ontology and Business Semantics
Data Change Management
Data Sourcing Data Sourcing Requirements
Procurement & Provider Process
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© 2012 Carnegie Mellon University
SEI Observations from Our
Reviews of the DMM
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© 2012 Carnegie Mellon University
DMM Core Content – Selected Observations from the
SEI Review Team
DMM Core Content could be used to help
• Verify the completeness of the developing model
• Split functional and institutionalization practices
• Resolve material is written at different levels of detail.
Identified relevant CMMI, People CMM and RMM Process Areas
• Human Capital Requirements P-CMM {STAFF, WFP, OCM}, RMM {HRM, PM}
• Measurement Core.{MA, GP2.8}
• Change Requests and Exception Management SVC {IRP}, RMM {IMC}
Capability levels (CLs) are used to stratify practices functionally within a PA
•No separate, detailed characterization of CLs is provided
•Use RMM focus on process governance instead CMMI poliby
Other PAs that might provide value to DMM
• CMMI Process Management (OPD, OPF)
• Support PAs (REQM, CM, RSKM, MA) can be lifted from CMMI Core (augmented by
RMM components: RRM, RISK, etc.)
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© 2012 Carnegie Mellon University
DMM Model Requirements
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© 2012 Carnegie Mellon University
DDM Requirements – EDMC and SEI
Align DMM with CMMI to leverage the benefits of the CMMI brand
Levels within Process Areas that emphasize increase functional
capability
Reuse from CMMI constellations, People CMM, and RMM
Address the unique aspects of Data Management
Flexible Model/Training/Appraisal
Incremental builds to
• Test assumptions
• Get stakeholder agreement
• Get-to-market faster
Develop full product suite (Model, Training, Appraisal)
Address Data Management link to Risk Management in-line with the
Senior Supervisors report/financial regulators/Dodd-Frank legislation
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© 2012 Carnegie Mellon University
A Maximal CMMI Reuse
Strategy for Developing DMM
V1.0
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© 2012 Carnegie Mellon University
SEI Recommended Approach
First draft a Prototype PA for DMM V1.0
• Incorporate the CMMI dimension CLs, GGs, GPs
• Scrub DMM Practices, removing GP-isms from the statements of the
practices.
Reconcile CMMI and BITS Glossaries
• Established harmonized glossary
Identify initial CMMI Core PAs to Use in DMM
• MA, CM, REQM, RSKM
• But also DAR, OPF, OPD, PPQA
• And to address higher capability, the HM PAs: OPP, OPM, CAR, and an
adjusted QPM
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© 2012 Carnegie Mellon University
DMM Development Team
Software Engineering Tool Support for
Institute Development and Pilots
• Gian Wemyss, Rusty
Young, Mike Konrad, ISD – Appraisal Wizard
Rhonda Brown • Paul Byrnes, Mike
EDM Council Simmons
• Jim Halcomb, Mike Atkin Method Park - Stages
Booz Allen Hamilton • Eric Meier
• Melanie Mecca
Microsoft Corporation
• Art Freas
Lockheed Martin Corporation
• Lynn Penn
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© 2012 Carnegie Mellon University
Protoype – Principles - 1
1. Minimize the need to learn a new language in order to use the
model.
2. All functional practice statements will appear together grouped by
level.
3. If a statement relates to a generic practice in CMMI it will be
referenced using footnotes/hyperlinks rather than treated as an
elaboration and placed elsewhere in the model.
– Note: We acknowledged that we will find the inconsistent application of
generic concepts across the DMM for a given level (e.g. reviewing status
with higher level management at level 2). We discussed marking these
instances as gaps for further development. We also discussed the
possibility that certain practices should be deemed to be applicable to
every process area and we should avoid making formulaic statements.
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© 2012 Carnegie Mellon University
Protoype – Principles - 2
4. Functional practice statements should adhere to the following quality
criteria:
– Unambiguous (hard to assess "appropriate")
– Orthogonal (independent)
– Acceptable to the users
– Convey what and why (Non-prescriptive and non-negative)
– Minimize compound statements
– Is sufficiently detailed to make the process area recognizable to the user
– Retain statements that pertain to higher and lower levels of activity - it is
useful to see a progression.
5. Target State - Multiple Views of a Single Document: Can “see”
operations, management, executive, appraiser needs in one
document (assign task to M. Atkin) (Technology enabled – push-
button to “see”)
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© 2012 Carnegie Mellon University
Protoype – Priciples - 3
6. Guidelines for Functional Practice Statements:
• While some statements can stand on their own, others may require
additional information to understand.
• May include additional +information to explain what is meant by the
singular statement.
• Expand upon the statement for operational use and appraisal evidence.
Establish boundaries for the statement – what is included and what is
NOT included.
• Try to stay between 3 to 7 statements per PA. Careful to reduce
statements without reducing information.
Levels:
1. Competency (how good am I at this): ad hoc, practiced,
standardized, measured statistically, feedback processes to
facilitate improvements
2. Maturity (at what level are we doing this thing): project, business
unit, organizational level, enterprise level, industry level
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© 2012 Carnegie Mellon University
The Result – Prototype #2
DMM Data Profiling Prototype
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© 2012 Carnegie Mellon University
Plan for Developing DMM
V1.0
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© 2012 Carnegie Mellon University
Milestones
• July 31, 2012 Development activities begin
• November 15, 2012 DMM PA Prototype Approved by Sponsors
• DMM Model – Build 1 Completed on February 15, 2013
• DMM Model – Build 2 Completed on July 8, 2013
• DMM Model – Build 3 Completed on September 12, 2013
• DMM Model – Build 4 Completed on December 5, 2013
• DMM Model Sponsor\EDM Member Draft released December
31, 2013
• DMM Model V1.0 released (Final QA) March 6, 2014
• DMM Product Suite (Model, Training, MDD, Certification)
released March 20, 2014
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© 2012 Carnegie Mellon University
An Opportunity To Get Involved…
• Sponsorship of DMM creation and roll-out
• Data management from a non-financial industry
perspective
• Looking for organizations to pilot the DMM (and partners
to help with piloting activities)
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© 2012 Carnegie Mellon University
Contact Information
Rawdon Young U.S. Mail
Telephone: +1 412-268-2584
Email: rry@[Link] Software Engineering Institute
Dave Scherb
Telephone: +1 412-268-3946
4500 Fifth Avenue
Email: dscherb@[Link] Pittsburgh, PA 15213-2612
Lisa Masciantonio
Telephone: +1 412-268-4652
USA
Email: lm@[Link]
Gian Wemyss
Telephone: +1 412-268-8138
Email: rgw@[Link]
Customer Relations
Web Email: info@[Link]
[Link] Telephone: +1 412-268-5800
[Link]/[Link] SEI Phone: +1 412-268-5800
SEI Fax: +1 412-268-6257
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© 2012 Carnegie Mellon University
Copyright 2012 Carnegie Mellon University.
This material is based upon work supported by the Department of Defense under Contract No. FA8721-05-C-0003 with Carnegie
Mellon University for the operation of the Software Engineering Institute, a federally funded research and development center.
Any opinions, findings and conclusions or recommendations expressed in this material are those of the author(s) and do not
necessarily reflect the views of the United States Department of Defense.
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Common questions
Powered by AICapability levels in the DMM Model are used to stratify practices functionally within a process area. They categorize the maturity of practices, from basic adoption stages to advanced integration and optimization. This segmentation allows organizations to assess and refine their data management practices progressively, targeting improvements in areas that will have the greatest operational impact. By addressing each level separately, the DMM Model provides a structured approach for continuous improvement, ensuring that data management practices evolve in a controlled and measurable manner .
The DMM Model plans to align with CMMI by reusing its framework and components, such as Capability Levels and process areas like MA (Measurement and Analysis), CM (Configuration Management), among others. This alignment offers the advantage of leveraging the established CMMI brand to improve organizational data management processes while maintaining a structured approach to increase functional capability. This integration is also designed to enhance flexibility in model training and appraisal, facilitating incremental builds to test assumptions and achieve stakeholder consensus .
The DMM Model's phased build approach significantly contributes to its development by allowing incremental validation and refinement of the model components. This strategy facilitates testing assumptions with stakeholders and achieving consensus on critical aspects of data management practices. Each build phase allows the development team to incorporate feedback, adapt to evolving requirements, and ensure the model aligns with organizational needs. This approach also expedites time-to-market by iteratively building and releasing model components, thus allowing early adopters to implement and provide insights that further enhance the final product .
The proposed process areas within the DMM Model include Data Management Strategy, Governance Model, Configuration Management, and Data Quality among others. These areas are significant as they collectively encompass the critical aspects of managing data lifecycle, formulating strategies, ensuring data quality, and implementing governed practices within organizations. They focus on aligning data management goals with corporate culture, setting governance structures, and measuring processes to enhance the organization's overall data management capabilities .
The DMM Model incorporates risk management by aligning with the Risk Management Maturity Model (RMM) and addressing unique aspects of data management related to risk. This integration allows organizations to manage data-related risks proactively, ensuring compliance with regulations such as the Dodd-Frank legislation. The benefits of this integration include improved identification and mitigation of data risks, enhanced regulatory compliance, and a comprehensive understanding of how data and risk management interact. By embedding risk management into data processes, organizations can minimize potential data breaches and ensure data governance is robust and responsive to changes in their operational environment .
Harmonizing glossaries between DMM and CMMI is significant because it ensures terminological consistency across models, facilitating seamless integration and understanding. This harmonization helps in avoiding misinterpretations and ensures that users of the DMM model can adopt practices without conflicting terminology. It also aligns the models' frameworks to create a coherent data management strategy that benefits from the established practices in CMMI, enabling users to leverage familiar processes and terminology for enhanced data management capabilities .
The primary purpose of the Data Management Maturity (DMM) Model is to provide a detailed framework for appraising data management capabilities at both project and organization levels. It offers consistent measurement criteria that can be verified to improve data management practices through practical measurement criteria based on operational reality .
The challenges in creating practice statements for the DMM Prototype include ensuring that practice statements remain unambiguous, orthogonal, and acceptable to users. They must clearly convey their intent without prescriptiveness and avoid compound statements. The principles guiding their resolution include adhering to quality criteria that make practice statements understandable, applicable, and aligned across different levels of an organization. Additionally, statements must show progression across competency levels while minimizing language learning requirements for model users .
The DMM Model addresses data quality through a comprehensive framework that includes data quality strategy development, data quality measurement & analysis, data quality assurance, and data profiling. These components are critical in ensuring that data used by organizations is accurate, consistent, and reliable, which is fundamental for effective data management. By focusing on these areas, the DMM Model aims to improve decision-making, reduce errors, and enhance trust in data-driven processes. It establishes standards and procedures to regularly assess and assure data quality, thus maintaining high data integrity across the organization .
The Software Engineering Institute (SEI) plays a crucial role in its partnership with the EDM Council by contributing to the development of the Data Management Maturity Model (DMM). The SEI provides expertise in software engineering and process improvement, facilitating the creation of a structured and consistent model for managing data effectively. It assists in defining measurement criteria and developing core content collaboratively, ensuring that the DMM is comprehensive and aligned with industry standards and regulations. The SEI's involvement also ensures that best practices from other mature models, such as CMMI, are integrated into the DMM .
