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METIS 2011 Workshop Session III – National Implementation of the GSBPM Alice Born and Tim Dunstan

Implementation of the GSBPM in the Development of the Integrated Business Survey Program. METIS 2011 Workshop Session III – National Implementation of the GSBPM Alice Born and Tim Dunstan. Thursday October 6, 2011. Background. Integrated Business Statistics Program (IBSP)

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METIS 2011 Workshop Session III – National Implementation of the GSBPM Alice Born and Tim Dunstan

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  1. Implementation of the GSBPM in the Development of the Integrated Business Survey Program METIS 2011 Workshop Session III – National Implementation of the GSBPM Alice Born and Tim Dunstan Thursday October 6, 2011

  2. Background • Integrated Business Statistics Program (IBSP) • Centralizing and standardizing processes from collection to dissemination of business statistics • Complex – phase I includes 60 annual business surveys; 6 generalized systems with different technologies; 400 million transactions per year estimated • Pillars of the IBSP project: • Improve governance across all areas • Use of tax data for estimation of financial variables • Common sampling, editing strategies • Earlier cut-off to active collection • Use of e-questionnaires as principal mode of collection • “data service centres” for warehousing of statistical information • “metadata-driven” Statistics Canada • Statistique Canada

  3. Alignment with corporate business architecture and GSBPM 3 11-03-15 Statistics Canada • Statistique Canada

  4. Metadata-driven Quality Indicators Business Rules IBSP Metadata Repository(s) IBSP 120+ Survey Flow Metadata Configurations Data Source Selection Data Inclusion Control Questionnaire Development Application/Tool Editing Rules for Collection Systems IBSP Processing Applications Data Integration & validation Rules Collection Editing Systems Standards & IMDB IBSP Post-Processing Applications More Static More Dyanamic

  5. Metadata-driven Statistics Canada • Statistique Canada 11-03-15 5

  6. GSBPM and the Integrated Business Statistics Program • Used in the business analysis of IBSP • GSBPM used to breakdown the project into manageable parts • GSBPM used to define and document business processes – future state – more standardized and more efficient • Over 47 business processes identified – detailed descriptions for each • Some variation required for business surveys Statistics Canada • Statistique Canada

  7. Approach • map existing business processes (i.e., IBSP Business Processes) to the GSBPM • business use cases were produced for each of the IBSP business process groups • detailed business process model was produced by expanding the second level of the GSBPM • writing names and descriptions for the customized sub - and sub-sub-processes of the model Statistics Canada • Statistique Canada

  8. Statistics Canada • Statistique Canada

  9. Process 2.4 Design frame and sample methodology of Phase 2 Design of the GSBPM expanded Business Architecture/Analysis 9 11-03-15 Statistics Canada • Statistique Canada

  10. Information analysis and business process analysis • Identify all the information needs and flow throughout the processing • detailed business process analysis carried out at the sub-process level of the GSBPM Information Architecture 10 11-03-15 Statistics Canada • Statistique Canada

  11. Business use case Statistics Canada • Statistique Canada

  12. Common metadata and common tools 11-03-15 Statistics Canada • atistique Canada 12

  13. Benefits of using the GSBPM in the IBSP • duplication and redundancy of processes are avoided by rigorous use of the GSBPM • development of business activity descriptions was facilitated through use of the GSBPM • description of information needs was the by-product of development of the business use cases • documentation of the detailed business process was completed as the business process analysis advanced • Management of future changes in a process or sub process (Change Management) is greatly facilitated by use of the GSBPM. Statistics Canada • Statistique Canada

  14. Lessons learned • mapping of the GSBPM to groupings of existing IBSP Business Processes was confusing • large group of people consulted at the beginning of the process was soon abandoned for a smaller more specialised group • follow through with the momentum built at the beginning of developing the business process for a grouping - once the business process model is complete, follow through with the task descriptions and so on. Statistics Canada • Statistique Canada

  15. Lessons learned • mapping of the GSBPM to groupings of existing IBSP Business Processes was confusing • large group of people consulted at the beginning of the process was soon abandoned for a smaller more specialised group • follow through with the momentum built at the beginning of developing the business process for a grouping - once the business process model is complete, follow through with the task descriptions and so on. Statistics Canada • Statistique Canada

  16. Next steps • Information architects now developing information architecture for the IBSP(similar to GSIM project) • Metadata Model • detailed Information Model • Generalised systems will be updated on the business requirements generated by these models Statistics Canada • Statistique Canada

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