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

Explore how GSBPM is used in the Integrated Business Survey Program development, aligning processes, metadata, and quality indicators for efficient business analysis.

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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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