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

04/03/2016 Statistics Canada Statistique Canada 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

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

Statistics Canada Statistique Canada Metadata-driven

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 04/03/2016 Statistics Canada Statistique Canada 6

04/03/2016 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

04/03/2016 Statistics Canada Statistique Canada 8 GSBPM Phases IBSP Business processes 1 Specify needs 2 Design, content Disseminate 11 Archive 1. Specify needs x 2. Design xxx 3. Build xx X 4. Collect X 5. Process X 6. Analyse X 7. Disseminate x 8. Archive x 9. Evaluate

9 Business Architecture/Analysis Statistics Canada Statistique Canada 9 Process 2.4 Design frame and sample methodology of Phase 2 Design of the GSBPM expanded

10 Information Architecture Statistics Canada Statistique Canada 10 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 analysis and business process analysis

04/03/2016 Statistics Canada Statistique Canada 11 Business use case Description 4.1Select sampleSub-process establishes frame Selects sample Quality assurance – business register 4.2Set up collectionResources ready to collect data Takes place over a period of time 4.3Run collectionSub-process where collection takes place Initial contact with respondents Follow up Records when and how respondents were contacted 4.4Finalize collectionLoading of collected data and metadata for further processing in Phase 5 Extraction of data, converting formats

Statistics Canada atistique Canada12 Common metadata and common tools

04/03/2016 Statistics Canada Statistique Canada 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.

04/03/2016 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.

04/03/2016 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.

04/03/2016 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