Overview of the Web Analytics Maturity Model
I've been talking about a Web Analytics Maturity Model for a while now, both on this blog and at previous eMetrics conferences. I'm pursuing my research as part of my MBA thesis and in the coming days and weeks I will share some elements of an upcoming paper (or book?) on this topic. Of course, I'd love to hear from you! Any feedback is welcomed, good or bad :)
The Web Analytics Maturity Model (WAMM) is adapted and derived from proven models in fields such as business intelligence and process optimization, or inspired from models proposed by industry analysts and leaders. Based on the critical success factors contributing to the “use of analytics to make better decisions and extract maximum value from business processes”, those are applied to a five level multi-dimensional capability maturity model.
The proposed model presents five maturity states:
All proposed models share some similarities in their attempt to define a “framework and objective criteria to determine the sophistication of an organization’s measurement and analysis skills”.
I have reviewed a number of existing models and how they apply to the objective of defining a web analytics maturity model. The following models were evaluated:
For further information regarding the WAMM and its future evolution, including speaking, consulting and training, visit the Web Analytics Maturity Model area on immeria.net.
Overview
Jim Sterne, dubbed as the “godfather of web analytics”, was pushing for online marketing as early as 1994. In his “E-Metrics: Business metrics for the new economy” paper published in 2000 he mentioned that “while all e-business managers clearly recognize the tremendous value of e-customer analytics, most lack the staff, technical resources, and expertise to harness and put to effective use the flood of raw data produced by their Web systems“. A decade later, we can only admit this statement remains true.The Web Analytics Maturity Model (WAMM) is adapted and derived from proven models in fields such as business intelligence and process optimization, or inspired from models proposed by industry analysts and leaders. Based on the critical success factors contributing to the “use of analytics to make better decisions and extract maximum value from business processes”, those are applied to a five level multi-dimensional capability maturity model.
The proposed model presents five maturity states:
- Analytically impaired
- Analytically initiated
- Analytically operational
- Analytically integrated
- Analytical competitor
- Management, Governance and Adoption
- Objectives definition
- Scoping
- The Analytics Team and Expertise
- The Continuous Improvement Process and Analysis Methodology
- Technology and Data Integration
What is a Maturity Model anyway?
A capability maturity model (CMM) contains the essential elements of effective processes for one or more disciplines. It also describes an evolutionary improvement path from ad hoc, immature processes to disciplined, mature processes with improved quality and effectiveness.All proposed models share some similarities in their attempt to define a “framework and objective criteria to determine the sophistication of an organization’s measurement and analysis skills”.
I have reviewed a number of existing models and how they apply to the objective of defining a web analytics maturity model. The following models were evaluated:
- Capability Maturity Model Integration (CMMI) from the Software Engineering Institute at Carnegie-Mellon University
- The Data Warehousing Institute Business Intelligence Maturity Model
- Gartner’s Maturity Model for Web Analytics
- WebTrends Digital Marketing Matutiry Model (DM3)
- Competing on Analytics maturity by stage, by Thomas Davenport in "Competing on Analytics: The New Science of Winning
"
Coming up
In the next post: my take on a definition of web analytics and later on, a critique of other maturity models. Also, I'm putting the model to the test with some organizations and those cases promise to be very interesting! View all posts on Maturity Model topic.For further information regarding the WAMM and its future evolution, including speaking, consulting and training, visit the Web Analytics Maturity Model area on immeria.net.


8 comments:
There's definitely a challenge in any actual application of models, since they are rather theoretically constructed. It is not always obvious to determine that a case fully and completely falls into one of the "boxes". There are often hybrid, intermediary stages where most companies end up falling into.
I look forward to seeing how your model clearly categorizes and distributes cases.
Jacques: Thanks for your feedback! Here's what I'm saying in my paper: "Some people might take maturity models as strict paradigms, easily prompting for criticism whenever a specific item doesn’t match their view of the world. While it is acknowledged maturity levels and their features contains gray areas and are subject to interpretation, the important elements are not so much the specifics of each level but the structure of the maturity model"
The first benefit of a maturity model is the conversation it sparks. It puts the team in a mindframe to imagine what could be and to measure where they are. As an author of one of the models being studied, I recognize how much more research needs to be done and look forward to Stephane's results. Every WA maturity model I've seen is different, yet is a valuable addition to the topic. The biggest need is for prescriptions of how to improve. What has (and has not) worked for others?
I agree, Bill. There's a level of accountability that becomes established within an organization that adopts any type of strategy or model. Stephane, I'm looking forward to seeing your results! If you're looking for another model to research, feel free to take a look at ours:
http://bit.ly/1RnG2Y
http://bit.ly/PKROZ
Bill (Gassman): Can't agree more! A maturity model isn't blank or white, and isn't a Jello recipe either... it should be discussed, adapted, agreed and reviewed again!
Bill (Bruno): I will include your model into my analysis, it brings an interesting focus on "marketing analytics". I'm trying to fill the gap between the actual focus on marketing optimization and push the envelope toward "analytics" and "business optimization" (that's why I'm including BI and process optimization)
These models are also good at creating a working team in the first place. Especially if you have people from different departments (who don't know or even don't like each other) and some more external consultants.
If the creator of the model is not part of the team, he (and the model) can be in the role of a neutral referee.
Then action items are derived from that - and people work together to get things done.
Hi Stephane,
Following up on your comments over here on http://tr.im/ycfm ...
Is there a definition of the 6 success factors that I've missed?
Just wondering if the 6 factors can be reduced (?) and clarified.
For example, wouldn't "scoping" and "objectives definition" be part of the "process" and as well as a key deliverable of having "governance"?
A good discussion. Definitely worth having.
June: Those are covered in more details in the full series of posts (lots of reading, but I've been working on this for nearly 2 years now!). I will publish a full paper within a couple of weeks.
In the model, Scope, Objective and Process are really not the same.
- Scope basically determine the size of the playground.
- Objective specifies what needs to be done, defined as SMART objectives.
- Process determine how you will do it.
You can be good at some aspects, probably not at all six. I will post several case studies which will make it clearer.
Post a Comment