Professional service to assess the maturity of and benchmark your Information Management Capabilities, Services & Staffing Competencies.

1. P A G E 1
Information Management
Capabilities & Staff
Maturity Assessment
V E R S I O N 1 . 2

2. P A G E 2
EIM goals and strategies are business-driven for
the entire enterprise, underpinned by guiding
principles supported by senior management
Roles, responsibilities, structures and
procedures to ensure that data assets are
under active stewardship
Processes, procedures and
policies to ensure data is fit for
purpose and monitored
Metadata capture, management,
& manipulation to place data in
business & technical context
Proactive planning for the information lifecycle
including from acquisition through manipulation,
access, & use to archiving & disposal
The identification of appropriate data
integration approach for business challenges
e.g. ETL, P2P, EII, DV, EII or EAI
Appropriate and fit for purpose Information
security processes & controls to manage &
provide authorization, authentication,
access & audit of information assets
Organise information to align with business &
technical goals using Enterprise, Conceptual,
Logical & Physical models
Management of Data Warehouses and creation
of actionable Business Intelligence to provide
intelligence and analytics for business benefit
Identification, management and delivery to
consuming applications of the core shared data
concepts required enterprise wide
Manage diverse data sources across the
organisation from transaction data
management, to data warehousing and
business intelligence, to Big Data analytics
Enterprise Information Management Framework
Development of realistic Information Management strategies to align the desired Information capabilities and services with business motivations and
strategies. The information initiatives can be accelerated by use of our Reference Architecture models to understand the capabilities, and typical functional
areas for each IM discipline under consideration (such as MDM, DQ, Data Integration etc.). Our Architecture Reference models contain the typical areas of
functionality & capabilities observed in each IM discipline. Our EIM framework has capability & maturity models for each of the IM disciplines together with
the typical processes and activities observed in mature organisational services for each.

3. Information Management Maturity Assessment*
Our EIM Framework has methods, principles, roles & responsibilities, and Maturity assessment models for each of the IM disciplines. Current state maturity
is assessed, and a target state determined. Following a gap analysis we develop a framework for improving the IM capabilities and a prioritised realistic
transition plan.
Note*: IM maturity frequently varies across business areas & a first cut review assesses overall IM Maturity
2
1.5
2
1.5
1.5
2
1.5
1.5
1.5
2
4
4
4
3
44
3.5
4
3.5
4
0
1
2
3
4
5
IM Principles
Data
Governance
IM Planning
Data Quality
IM Lifecycle
Management
Data
Integration &
Access
Data Models
& Taxonomy
Metadata
Management
Master Data
Management
DW & BI
IM Maturity Assessment
Current
Target
1.5
1.5
1.521.5
1.5
3.5
3.5
4
3.5
3
3
0
1
2
3
4
5
People
Processes
Executive
Sponsorship /
Leadership
Technology
Compliance
Measurement
IM Enablers Maturity Assessment
Current
Target
What? Content
and Artifacts
CONTENT
FRAMEWORK
When and How?
Current and Target
Maturity
MATURITY MODEL
Who? Skills and
Roles
SKILLS
FRAMEWORK
IM Maturity Assessment
To mature the IM Practices within the
existing IT Processes, there is the
need to mature people and process
along with technology
Across all of the IM disciplines key
enablers exist whose maturity
impacts the success of an IM
initiative.
IM maturity is a assessed across the
core IM disciplines. Maturity also
includes the provision of technology
to support the IM area.

4. Competencies, Capabilities, Skills & Services Uplift
Using our Competency framework in association with the maturity assessments, we identify the current maturity and capability related to
methods, principles, roles & responsibilities from provision of IM services to the organisation. From a gap analysis we develop a roadmap and
pragmatic transition steps. The outputs provide organisations with recommended roles, responsibilities, the skills necessary and the
recommended data services and “Information” related artefacts to be produced throughout the SDLC.
What?
Content and
Artifacts
CONTENT
FRAMEWORK
When and How?
Current and Target
Maturity
MATURITY MODEL
Who? Skills
and Roles
SKILLS
FRAMEWORK
Assess current and target position
regarding people, skills & services
to deliver Information capabilities
to the business
Irrespective of role, staff should
exhibit desired behaviours &
attitudes. Typically these are
observed in 4 core areas.
Delivery Competencies
Capability Junior Consultant
IPL Grade 5
Consultant
IPL Grade 6
Senior Consultant
IPL Grade 7
Principal Consultant
IPL Grade 8
Director / Officer
IPL Grade C/D
Delivering Business
Change
Aligns work with project
business change requirements
acting in a QA role to ensure
business change is delivered.
Engages with client staff on
the project to explain to them
the change a particular
project is introducing.
Works sensitively with client’s
staff who may be reacting to
the changes Business
Consulting are initiating
within their company.
Aligns projects with business
change requirements ensuring
required change is delivered.
Engages with client staff to lead
them comfortably through
change.
Anticipates any negative
reactions in client staff to the
changes IPL are initiating within
their company and proactively
addresses any likely responses.
Proactively devises and manages
significant programmes of change
within a client operation.
Maintains a focus on core objectives
during periods of change.
Uses uncertainty, where appropriate, as
an opportunity to shape change.
Understands, anticipates and eases
personal resistance to change.
Works effectively with
organisations on the design and
implementation of programmes of
large scale change.
Manages client staff in a
supportive and professional way
through difficult periods of change.
Provides personal leadership
for programme and other client
staff in delivering major change.
Delivering Results
and meeting
Customer
Expectations
Able to build and maintain
credibility with the client
throughout and beyond the
assignment.
Makes a sound judgement
and has the confidence to act
on it.
Aware of the required
standard of quality that needs
to be delivered and takes
personal responsibility for
delivering it.
Demonstrates the confidence to
challenge through questioning,
to move the assignment
forward.
Able to build rapport quickly
with the client to ensure they
create the most productive
working relationship.
Identifies when a client is asking
for something greater than their
brief and asks for support/advice
to ensure the client’s
expectations are exceeded.
Facilitates the client to identify their
perception of the situation through
adopting an effective questioning
technique and correctly interprets and
addresses the true situation while
acknowledging the clients
perception of it.
Provides insightful solutions based on
logical factual data.
Challenges both the client and the
project team to ensure best possible
solutions are implemented.
Has the confidence to assertively
deliver bad news to clients in an
objective manner
Demonstrates a commercial
awareness that enables them to
step outside of their role to make
logical and informed decisions.
Identifies potential risks and
minimises their effect for the client
and the project team.
Applies good judgement when
making decisions that affect the
assignment.
Manages post project reviews
Demonstrates a commercial
awareness that enables Team
members to step outside of
their role to make logical and
informed decisions.
Identifies potential risks and
minimises their effect for the
client and the assignment team.
Ensures project review learning
is embedded
Intellectual Rigour Can take a relatively straight
forward business issue and
define the capabilities needed
to address this issue.
Can take a complex business
issue and define the capabilities
needed to address the issue.
Recommends well conceived
courses of action to clients
which address their
requirements exactly.
Helps clients explore the range of
possibilities in a complex situation.
Leads clients through a rigorous
decision making process towards the
capabilities they need to address this
issue.
Uses current approaches such as
SIPOCs & Critical Thinking, Treacy
Wiersema Value Disciplines, CMMI
confidently in new client situations.
Uses existing approaches
confidently in situations that
are new to IPL as well as to the
client.
Is confident with techniques
such as SIPOC’s, Critical
Thinking, Treacy Wiersema
Value Disciplines, CMMI.
Develops new approaches
which add value in solving
client problems.
Leadership & Management Competencies
Capability Junior Consultant
IPL Grade 5
Consultant
IPL Grade 6
Senior Consultant
IPL Grade 7
Principal Consultant
IPL Grade 8
Director / Officer
IPL Grade C/D
Build Key Skills
& Competencies
Identifies gaps in knowledge
capital and assists in the
development of “consulting
core tools” skill set.
Contributes to specific areas of
practice development.
Manages specific areas of
practice development.
Leads and directs a significant area of
Capability Development, such as
Information Management, Enterprise
Architecture, Business process
Management, or Programme
Management.
Leads and directs multiple areas of
Capability Development.
Is acknowledged as expert in one or
more capability areas.
Thought
Leadership
Contributes to specific capability
group areas through research
and knowledge gathering to
help build the latest thinking on
the subject matter.
Supports the Capability Group to
apply the research and
knowledge ensuring that the
latest thinking is mapped across
the capability group expertise.
Supports SC in producing
articles on approaches and
thought leadership within
their own functional area of
expertise (if one exists).
Actively contributes to the development
of thought leadership in a given area on
behalf of IPL.
Supports IPL in producing articles on
approaches and thought leadership.
Leads the development of thought
leadership in a given area on behalf
of IPL
Regularly leads / writes articles on
approaches and thought leadership.
Business
Management
Contributes in the research and
development of information for
PCs and Directors which helps
to better manage the business.
Supports the PCs and Directors
in managing the business
through being involved in
internal work, developing
knowledge objects, etc.
Supports the PCs and Directors
in managing the business
through being involved in
internal work, developing
knowledge
objects, etc.
Support Directors in meeting Business
plan objectives.
Ensure business plan objectives are
met.
Actively monitors their area of the
business for opportunities,
divergence from the plan, areas of
risk etc. and feeds this back into the
business management process.
Recruitment Identifies potential recruits in
the marketplace.
Identifies potential recruits in
the marketplace.
Identifies potential recruits in
the marketplace.
Identifies the type and quantity of
resource required and their profile.
Identifies potential senior recruits in the
market place.
Identifies the type and quantity of
resource required and their profile.
Identifies potential senior recruits in
the market place.
Knowledge
Management
Keeping information up to date. Keeping information up to date. Keeping information up to
date.
Actively contributing
knowledge papers to the IPL
knowledge bank on
approaches, methods, etc.
Keeping information up to date.
Actively contributing knowledge papers
to the IPL knowledge bank on
approaches, methods, etc.
Keeping information up to date.
Actively contributing knowledge
papers to the IPL knowledge bank on
approaches, methods, etc.
Training /
Coaching
Seeks to build relationships with
peers and colleagues for
learning support.
Identifies personal goals, takes
account of business
requirements and then
identifies development
opportunities.
Identifies personal goals, takes
account of business
requirements and then identifies
development opportunities.
Acts as a coach and mentor to
staff.
Identifies personal goals, takes
account of business
requirements and then
identifies development
opportunities.
Manages own personal
development planning.
Acts as a coach and mentor to
staff
Ensures and helps their staff manage
their training and development
requirements.
Ensures staff are developed reflecting
their own personal objectives and the
organisations goals.
Acts as a coach and mentor to staff
being managed.
Ensures and helps their staff manage
their training and development
requirements.
Ensures staff are developed reflecting
their own personal objectives and the
organisations goals.
Acknowledged as highly competent
by staff and acts as a coach and
mentor.
Core Competencies
Capability Junior Consultant
Grade 5
Consultant
Grade 6
Senior Consultant
Grade 7
Principal Consultant
Grade 8
Director / Officer
Grade C/D
Insight Builds understanding of technical
matters.
Demonstrates commercial acumen
Lead input in specialist
area.
Highlights integration
issues.
Resourceful investigation
and resolution of technical
matters.
Frontline knowledge
transfer to client
Lead role in solution
development and project
planning.
Expert input in own area.
Crossdiscipline integration.
Deep expertise in core skill area.
Strong capability in related areas,
enabling content leadership of complex
cross-discipline consulting programmes
Expert assurance role, e.g.
subcontractors’ work, overseeing
suppliers’ responsibilities
Externally and Internally recognised
as expert in a service specialisation.
Expert advisor to clients.
Provides significant contributions to
professional eminence (e.g.
publications, public speaking,
standards committees)
Business
Development
Supports bid development and
solution design.
May be responsible for some areas of
bid development
Identifies new
opportunities.
Contributes key content to
project bids and proposed
solution design
Bid/Project Manager.
Evidence of maintaining
client relationships after
project completion.
Using existing relationships
to generate access to new
relationships
Relationships with senior clients and
identified rising Clients Account opening
and development:
initial sale, on-sale, Non-competitive
sale
Pricing and negotiation experience from
large bids.
Senior Client relationship building and
development.
Board-level consulting (strategy,
programme control)
Planning and revenue responsibility
for major accounts or segment
Leadership and
Relationships
Seeks to build relationships with peers
and colleagues for learning support.
Accurate recording of personal
financial information.
Contributes to the development and
delivery of IPL BC activities.
Learning support to peers,
juniors and colleagues.
Accurate collection of team
and personal financial
information.
Management of staff
matters within team.
Professional mentor to more
junior staff.
Revenue management and
collection at project level.
Formal staff responsibilities – career
counselling / appraisal for 3 - 6 staff
Professional Mentor to more junior
staff.
Delegated P&L responsibility at
Account/Segment level?
Service Group leadership
responsibility for engagements of
staff
Business planning & management.
P&L responsibility within Business
Unit
Assignment
Management
Responsible for discrete areas of
project work.
Identifies issues in project delivery
and communicates to team,
identifying solutions where possible.
Organises work documentation in a
methodical and efficient manner.
Leads project work stream
and small teams (mixed
staff)
Small to mid-scale project
management.
Leads joint client/consultant
teams, including sub-
contractors
Leads large projects and/or major
components of multi-stream
programmes.
Senior delivery responsibility in client’s
eyes.
Leads mixed programme teams
including client project managers.
Complex programme and project
delivery.
Accountable directly to senior client
for delivery / quality assurance
Consultancy
Skills
Able to break down simple problems
into parts and analyse.
Applies tools and techniques to
research data, document results and
present findings in a comprehensive
manner.
Builds relationships with clients.
Prepares quality deliverables.
Undertakes accurate and
insightful analysis
Communicates complex
ideas simply at the working
level.
Builds productive working
relationships and working
consensus.
Prepared high quality
deliverables
Leads creative analysis and
solution development
Builds consensus with
project leadership and key
stakeholders
Facilitates effective working
on dayto- day level.
Senior Supplier role at client’s
programme board.
Senior Influencer in client’s programme.
Expert intervention in the analytical
process
Provides Executive-level facilitation
and support.
Senior Client Board participation
Brings strategic perspective from
other clients’ experience and the
marketplace
Staff capabilities & competencies in
key disciplines should improve &
mature. Typically these are in 5
main areas:
Core Skills
Business Development
Client Relationship Management
Assignment Delivery
People Leadership/management.
People undertake role(s), which are part of a
role family such as “Architecture & Design”
or “Software Engineering & Quality”. Each
role family has many disciplines each with
many roles.
Architecture & Design has
many disciplines including
“Information Architecture”
itself with many roles
A role requires skills at a level of
competency from 1 (awareness)
through to 5 (expert).
Recommendations &
roadmap utilise our
core frameworks

5. P A G E 5
Big Data Readiness Assessment
1. IM & Enablers Maturity: The organizations IM maturity level is measured,
IM processes & technology capabilities & human resource skill sets reviewed.
2. Data Governance: A strong governance program combined with a metadata
management policy will help lessen or mitigate risk intrinsic in broadening the
types of information accessed.
3. Data Sourcing & Access: Identify the sources of information required and the
business case for each.
4. Integration & Exploitation: Determine how to gain value from, interpret and
integrate the data. Big Data vs RDBMS will be assessed.
5. Data Lifecycle: Review the data retention period for each source, what
should be kept long term vs passed through to help in the next step.
6. Technology Enablement & Services: What portfolio of services should be
offered, which are the most appropriate technology enablers
7. Transition: What is the roadmap & pragmatic transition path to accomplish
your vision?
New
Insights
Manage & exploit Big Data
analytical approaches to
yield new actionable insights
What does Big Data really imply, do you need it and are you ready to
exploit it?
Our Big Data readiness assessment helps organisations address these
questions, determine which of the “little data” disciplines absolutely
must be in place before embarking on a Big Data initiative, and what
other foundational aspects must established for a project to succeed.

6. P / 6
@inforacer
uk.linkedin.com/in/christophermichaelbradley/
+44 7973 184475 (mobile) +44 1225 923000 (office)
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Contact
info@DMAdvisors.co.uk
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