Assuring enterprise-wide information quality management capability maturity
Date
2007
Authors
Baskarada, S.
Koronios, A.P.
Gao, J.
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Abramowicz, W.
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Source details - Title: Technologies for business information systems, 2007 / Abramowicz, W. (ed./s), pp.353-363
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Abstract
Contemporary enterprises have in recent times experienced significant changes, most of which have been technologically driven. The result of these gales of change has been an overabundance of information [17]. Yet such information abundance has not necessarily resulted in a more informed organization nor more effective decision making. Enterprises are now managing more information than ever before and are becoming aware of a range of information quality issues. Consequently, IQ problems abound and IQM is becoming ever more important. Many organizations recognize that they are having problems with the quality of information in their Information Systems (IS) however, they often find it difficult to assess their existing IQM capability. For that reason, we propose an IQM Maturity Model as a tool for assessing and enhancing organizational IQM Capability. Maturity models have been very successfully used in many different disciplines, including the Capability Maturity Model (CMM) [20] and Capability Maturity Model Integration (CMMI) [5], which are heavily used in Software Engineering. Borrowing from the idea of CMMI, a similar maturity model is proposed in this chapter comprising five levels, with each level representing an evolutionary stage of IQM capability. It is thought that by separating IQ goals in a number of levels, it may be easier to achieve partial IQ objectives in an incremental way. This research adapts the Total Data Quality Management (TDQM) methodology [24] for IQ improvement and aligns the TDQM cycle stages with maturity levels. Furthermore, it endeavors to provide additional guidance by identifying specific process areas which are thought to be having an impact on IQ. Each level specifies a number of process areas which may provide a more detailed guidance for IQM. This research is still at a nascent stage and the model is now being further developed, enhanced and validated through an action research methodology in a number of asset management organizations.
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