1. Process Mapping Using the GSBPM as a Reference Model
Statistics Iceland

2. Process Mapping To ensure quality (quality assurance)
To improve quality
Process mapping is one of the basic “tools” for analyzing processes as a part of quality improvement
Process mapping can be “as-is” and “to-be”

3. Process Mapping Different approaches Different sets of symbols
e.g. swim lane, value stream maps, simple flow diagrams, text
Different sets of symbols
Process mapping on different levels
macro processes
micro processes

4. Process Mapping
All this flexibility with no standardization in process mapping makes comparison and benchmarking difficult, both between processes within the same NSI and between NSIs.

5. ESS Vision 2020
We will improve our efficiency through systematic collaboration within the ESS
We will intensify our collaboration by further intensifying the sharing of knowledge, experiences and methodologies but also by sharing tools, data, services and resources where appropriate
The collaboration will be based on agreed standards and common elements of technological and statistical infrastructure
We will adopt enterprise architecture as a common reference framework

6. Comparison between NSIs

7. GSBPM
To really harness the power of the GSBPM, it is necessary (or at least better) if the NSIs use the model in a unified way. Some implementation guidelines, including a standard for process mapping, might be necessary.

8. Process Model High Level Process Map
Three core processes, produce products and services for customers
Four enabling processes, service the core processes (and each other)
One management process called Get the right things done
Maintain housing
Get the right things done
Maintain good human resources
Ensure data security and provide suitable computer systems
Ensure secure supervision of finance
Create and disseminate statistics
Design products and services
Do research and forecasts
GAMSO
Production
Corporate support
Capability management
Strategy & leadership

9. High Level Process Map - the highest level of the Process Model -
Maintain housing
Get the right things done
Maintain good human resources
Ensure data security and provide suitable computer systems
Ensure secure supervision of finance
Create and disseminate statistics
Design products and services
Do research and forecasts

10. Process Model
Drill-down structure from each of the business processes on the High Level Process Map
Four levels:
High Level Process Map (Level 0)
Business Processes (Level 1)
Standard Operating Procedures
(Level 2)
Work Descriptions, Forms, Checklists, etc. (Level 3)
Maintain good human resources
Provide people
Maintain good work morale
Develop people
Train people
Manage people exits
Work Description
Check-list
Manual
Form
Maintain housing
Get the right things done
Ensure data security and provide suitable computer systems
Ensure secure supervision of finance
Create and disseminate statistics
Design products and services
Do research and forecasts

11. Process Model Maintain good human resources Work descriptions: How?
Provide people
Maintain good work morale
Develop people
Train people
Manage people exits
High Level Process Map (Level 0)
Business Process (Level 1)
SOP
(Level 2)
Work Description (Level 3)
Check-list
Manual
Form
Maintain housing
Get the right things done
Ensure data security and provide suitable computer systems
Ensure secure super-vision of finance
Create and disseminate statistics
Design products and services
Do research and forecasts
Process Model
Work descriptions:
How?
Operating procedures:
What?
When?
Who?

12. Statistical Business Process
Many different versions of the production process for the different statistical products
We started to map the statistical business processes just like all the other business processes, that is to say, on a blank piece of paper
The different versions were not comparable to each other
We decided to start mapping the statistical business process using the GSBPM as a reference frame

13. GSBPM To make the GSBPM usable:
Translate levels 1 and 2 to the local language
Create level 2b in the local language using the explanation text from the GSBPM in a way it can be used for process mapping
Make sure that there is a general agreement throughout the NSI on the language (words) used
Around 20 meetings
All managers (directors and heads of units)
+ one third of experts

14. Template based on the GSBPM for process mapping of the data collection process
The process map is used as part of the operating procedures
The horizontal lines show level 2 from the GSBPM and the boxes show the level 2b from the local version of the GSBPM

15. An operating procedure for the CATI process drawn up from the previous template

16. Pros and Cons Pros Cons Much quicker to map the processes
Much better to compare same processes for different products
Easier to communicate with colleagues in other countries on process matters
Cons
Some complications in the processes can easily be lost

17. Guidelines
If possible, use the GSBPM as it is. If absolutely necessary, make an organization specific adaption of the model, but try to keep it as close to the GSBPM as possible and use the same numbers.
Create level 2b in the local language. This level is based on the explanation text that comes under each sub-process in the GSBPM. Make sure that there is a general agreement within the NSI on the vocabulary used to describe what is done in the process.
Map the current condition (as-is processes) using the vocabulary from level 2b.
Mark each part of the process with references to the GSBPM.

18. Thank you for listening

19. Appendix 1: The Management Process
Create vision and strategy
Review and evaluate
Organize
Make plans
Get the Right Things Done
Improve

20. Appendix 2: The GSBPM 5.0