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

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DMM Model

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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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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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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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Core Content Document Released by EDM
Council – July 1, 2012

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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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SEI Observations from Our
Reviews of the DMM

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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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DMM Model Requirements

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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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 A Maximal CMMI Reuse
Strategy for Developing DMM
V1.0

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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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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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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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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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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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The Result – Prototype #2

DMM Data Profiling Prototype

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Plan for Developing DMM
V1.0

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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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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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Contact Information
Rawdon Young U.S. Mail
Telephone: +1 412-268-2584
Email: rry@sei.cmu.edu Software Engineering Institute
Dave Scherb
Telephone: +1 412-268-3946
4500 Fifth Avenue
Email: dscherb@sei.cmu.edu Pittsburgh, PA 15213-2612
Lisa Masciantonio
Telephone: +1 412-268-4652
USA
Email: lm@sei.cmu.edu
Gian Wemyss
Telephone: +1 412-268-8138
Email: rgw@sei.cmu.edu

Customer Relations
Web Email: info@sei.cmu.edu
www.sei.cmu.edu Telephone: +1 412-268-5800
www.sei.cmu.edu/contact.cfm SEI Phone: +1 412-268-5800
SEI Fax: +1 412-268-6257
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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.

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necessarily reflect the views of the United States Department of Defense.

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