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Update on the Impact of Corporate Business Architecture on IT at StatCan 2011 MSIS Meeting Karen Doherty May 2011.

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Presentation on theme: "Update on the Impact of Corporate Business Architecture on IT at StatCan 2011 MSIS Meeting Karen Doherty May 2011."— Presentation transcript:

1 Update on the Impact of Corporate Business Architecture on IT at StatCan 2011 MSIS Meeting Karen Doherty May 2011

2 Statistics Canada Statistique Canada 2 Background  In 2009 StatCan initiated a complete review of the agency’s business architecture  Why? To address the impact of: successive budget cuts changing needs of information users changes in the habits and expectations of both respondents and users

3 Statistics Canada Statistique Canada 3 Main CBA Principles  Optimize decision making at the corporate level rather than for the local good  Adopt the Generalized Statistical Business Process Model as the basis for the StatCan Business Model  Change the statistical process to be meta-data driven  Maximize the use of corporate services Maximize re-use Minimize tool kits  Strengthen information management and establish data service centres

4 Statistics Canada Statistique Canada 4 Main CBA Principles  Eliminate the reworking of microdata  Focus on the core business  Separate development from on-going operations  Adopt electronic data collection as the preferred collection mode  Ensure employees are well trained to use the corporate business applications and tools  Remove structural obstacles to efficient operations

5 Statistics Canada Statistique Canada 5 StatCan Business Process Model

6 Statistics Canada Statistique Canada 6 Changes in Governance  Before CBA, authority and resources were vested in the individual program managers which resulted in local optimization  Under CBA, the program managers continue to lead the statistical process but now must work within the StatCan Business Process Model  Ownership of functions common to several program areas are being concentrated into service areas and programs are transferring the delivery of these functions to these service areas

7 Statistics Canada Statistique Canada 7 IT Consolidation  CBA decision: All IT services will be delivered from a single corporate IT service area (Informatics Branch) by April 2011  Current status: All IT has been consolidation into the IT Branch except for the Division responsible for collection applications (target June 2011)

8 Statistics Canada Statistique Canada 8 IT Consolidation  The IT Branch must deliver a 10% savings in salary within 4 years  IT employees’ assignments are now based on prioritization decisions made for the good of the Agency rather than the individual client area  All IT procurement is now managed by the IT Branch  Focus shifted to developing generic applications and shared services  The IT Branch is now responsible for all IT standards and methods (decision authority rests with the system Architecture Review Board chaired by the DG IT)

9 IT Delivery – Pre-consolidation Statistics Canada Statistique Canada 9

10 IT Org – Post-consolidation Statistics Canada Statistique Canada 10

11 Consolidation of IT - Impacts  On the surface the consolidation exercise appears to be a simple reorganization of resources in fact it was the first test as to the readiness of subject matter areas to adopt CBA recommendations  Main challenges encountered: managers had trouble “letting go” of their IT team and the associated control over their IT solutions after a full year, most managers have adjusted, and a few have embraced the opportunities afforded with the new IT delivery model Statistics Canada Statistique Canada 11

12 Changes – Infrastructure Services  Infrastructure Services have initiated service changes enabled by consolidation: A tiered service desk model A desktop provisioning service Server cloud development The complete redesign of the Public Access Zone (PAZ) A comprehensive IT Security Program Statistics Canada Statistique Canada 12

13 Changes – Application Services  IT work is itemized annually  A corporate prioritization process is used to determine which projects are resourced  More generic and shared applications are being developed for use by the program areas  Custom apps are being retired as programs migrate to shared apps  Custom tools are being replaced by corporately endorsed common tools Statistics Canada Statistique Canada 13

14 IT Work Program  Development and Maintenance work divided has been into “buckets”: Basic Maintenance and Production Support: an annual Service Level Agreement (SLA) is developed for each Program area Development Projects: proposals supported by business cases are approved during the annual investment funding cycle Major Enhancements: changes are treated as development projects Minor Enhancements and Adaptive Maintenance: change management boards decide what gets implemented based on priority and budget considerations Statistics Canada Statistique Canada 14

15 IT Work Program  Decisions are based on 10-year Investment Plan (rust- out replacement projects, business transformational and larger enhancement initiatives)  Program Areas and Senior Management must prioritize  Change Management boards must closely manage change requests that are submitted  IT portfolios are responsible for producing accurate cost estimates and assigning resources  A Project Management Framework (DPMF) introduced by the new departmental PMO dictates how projects are managed, documented and monitored Statistics Canada Statistique Canada 15

16 Changing How IT Work Is Delivered  New IT Delivery model: provides a consistent approach to service delivery based on a partnership model requires that IT works collaboratively with clients to support operations and develop/maintain applications forces clients and IT to establish SLAs and project agreements to ensure expectations are met and delivery schedules are respected Statistics Canada Statistique Canada 16

17 Statistics Canada Statistique Canada 17 IT Methods, Standards and Tools  IT supports prescribed generalized/shared systems/services on behalf of the business owners  Systems are developed using a standard suite of tools based on sound architectural principles  Technology upgrades are planned through the system Architecture Review Board (sARB)  Work is prioritized by Field Planning Boards and controls are enforced by the sARB and the DPMO  Change and release mgt practises are imposed  An extended planning cycle gives managers time to develop in-depth business cases and proposals

18 Statistics Canada Statistique Canada 18 Observations (same as last year)  If you embark on fundamental change, take enough time to understand the implications, especially to the organization’s culture  Establish strong governance and ensure unwavering support from senior management  Engage the staff, use their ideas, make them part of the transformation  Establish clear funding models  Communicate, communicate, communicate  Using standard tool sets and development frameworks saves money and decreases risk of failure

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