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Guide

OCU BI maturity model

Part of

Archived
This content was archived in July 2018

About this guide

  • Published: 16 March 2011
  • Updated: 13 March 2013

View full guide as a single page

Contents

Business intelligence
  • Executive summary
  • Attributes of a BI system
  • Getting started
  • Why build a business case for BI?
  • Building a business case
  • What do organisations want to know?
  • Routes to implementation
  • Implementation issues
    • Strategic alignment
    • Process improvement
    • System implementation
    • Change management
    • Data usage
    • Data definition
    • Using external data
    • Data visualisations
    • Vendor issues
  • Building the right team
  • Measuring success
    • OCU BI maturity model
    • Implementation model
    • Progressing through the implementation model

This maturity model has been developed by the Oficina de Cooperación Universitaria (OCU), who have kindly given us permission to incorporate it into this guide. Whilst we would be delighted to receive and pass on any feedback you may have about it, we will not be in a position to make any changes to it ourselves.

We have been participating in an international project, funded and managed by the Spanish Oficina de Cooperación Universitaria (OCU) and including higher education representatives from countries around the world.

Part of the work of this project has involved the creation of a new BI maturity model, based largely on the experiences of a number of organisations from Europe and the United States who have been active in BI for some time.

Download the maturity model

The OCU maturity model (Microsoft Excel) and guidance notes (pdf).

As the following diagrams makes clear, the OCU maturity model considers the question of an organisation’s BI ‘maturity’ from 9 different dimensions, each considered via 5 different levels of maturity.

The OCU BI maturity model represents a major new asset for universities who wish to gain a fresh insight into where they currently sit with regards to differing aspects of their BI capability with a view to planning their ongoing development.

Creative Commons attribution information
Maturity model structure - dimensions and levels
©OCU
All rights reserved

Overall maturity levels – names and general descriptions

LevelNameDescription
1AbsentNo formal institutional intelligence initiative is in place, or it is in such an early state that it cannot be perceived as such. Data usage is, in general, limited to operational contexts.
2InitialThe notion of data as a valuable asset that must be provided to certain addressees in an efficient, trustworthy way is perceived in some functional areas, and some local initiatives arise. Small scale, local success stories regarding data analysis services may happen.
3ExpandingThe potential of data to empower the institution at all levels is clearly perceived. There is a strong desire to build on the small, local institutional intelligence success stories and translate that success to a bigger, global scale. The first global, coordinated efforts are put in place and gradually incorporate/substitute the previous local initiatives.
4ConsolidatedInstitutional Intelligence is clearly established as a permanent, global, visible, and valued program resulting in an effective internal service. Several data products targeted to different user groups and covering different functional areas have been created and are actively used.
5InstitutionalisedInstitutional intelligence forms an integral part of the institutional culture, and is taken for granted. Its effective use by all relevant user groups through an extensive set of data products covering all key functional areas is very high.

By using the OCU maturity model, organisations can:

  • Identify their current maturity level
  • Set a desired maturity level
  • Identify the dimensions of potential improvement, and use them to develop a roadmap or plan to evolve its institutional intelligence initiative to the desired level
  • Share a common language to describe its situation on the road to institutional intelligence excellence, hence allowing comparisons and benchmarking among organisations.

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