From what I've read, the key is not creating another role (CMDB), but rather to hire more proactive Project Managers. http://www.pmhut.com
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CMDB
You hit it right on the head when you said, "The most important challenge with the implementation and operation of a CMDB is culture,". This oh-so-true in the government. The biggest challenge I face daily is dealing with people (feds and contractors) who are very protective of their territory and their image. There must be a top down cultural change in any workplace which is based on honesty and respect.
Not more PMs
Project management might be the worst thing for a CMDB/CMS because it implies a project focus and imparts a project mentality when exactly the opposite is needed -- long-term continuous planning and operational support. A CMDB/CMS positioned as a project is doomed to fail. Ask anyone who has built a CMDB and now can't keep it up to date.
CMDB and Project Management
The essential elements for a CMDB to succeed are to have specific accountability for its maintenance established, whether in a new role or not depends on the degree of volatility, and having an effective change process to control data integrity.
There's nothing new about this, it has been around for years, it is just that some areas of the industry are starting to recognise the importance.
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