1. Experiences from the Australian Bureau of Statistics (ABS)
Generic Statistical Business Process Model (GSBPM) and its contribution to modelling business processes
Experiences from the Australian Bureau of Statistics (ABS)
Trevor Sutton

2. Outline
“Industrialisation” and the need for a strategic focus on statistical business processes
Introduction to GSBPM as a reference model
Recent developments related to the GSBPM
Practical ABS experiences in applying the GSBPM
Some other high level considerations when modelling business processes
Questions
First section provides the link back to Brian Pink’s keynote talk about HLG-BAS, industrialisation etc.

3. Strategic Context HLG-BAS Strategic Vision Industrialisation includes:
We have to re-invent our products and processes and adapt to a changed world
Industrialisation includes:
Common processes
Common methodologies
Common tools
Facilitating commonality through agreeing and applying “industry” frameworks and standards
Recognizing all statistics are produced in similar ways
A common language (eg common reference model) for identifying and describing processes is essential to supporting industrialisation (including standardisation, harmonisation and collaboration).
GSBPM is an example of an agreed “industry” framework (in this case in regard to statistical business processes) for facilitating commonality.

4. Implications in regard to process
We must be able to review our statistical business processes (SBPs) at a strategic level in order to
determine their fitness for purpose & value add
improve, integrate, reuse, transform, industrialise, standardise, harmonise
Each SBP must be described (including modelled) in a manner which facilitates comparison with other SBPs (locally and internationally)
In order to facilitate standardisation and reuse, SBPs should be described independently of the statistical methods and IT tools currently used to perform them
As per definitions used in the GSBPM, a “statistical business process” is a set of activities undertaken by a producer of official statistics that results in data outputs. Statistical business processes consist of phases (eg design, collect, process, disseminate) and sub-processes within each phase.
For example, the business process is imputation, the method is historical unit or hot deck imputation and the IT tools is SAS
Or the business process is apply disclosure control, the methods are perturbation or special uniques analysis, the IT tool is SAS or SUDA (Special Unique Detection Algorithm)

5. The following slides explore, in a simplified manner, the relationship between
the GSBPM
the objective of harmonising statistical business processes, and
Industrialization of methods and technologies at the practical level
Information on GSIM
GSIM is a reference model (still under development, rather than mature like GSBPM) which is focused on the statistical information objects which are used and/or produced by statistical production processes. It defines the information objects (e.g. concepts, classifications, variables) required to drive those processes, as well as the outputs (e.g. statistical data) and the outcomes (e.g. process metrics) from them. GSIM aims to standardise terminology and modelling regarding statistical information. This will assist organisations to develop statistical information management solutions (e.g. systems and frameworks) and facilitate interagency understanding and collaboration. When operationalized, GSIM will support interoperability between new methodologies and technical developments within the industry of producers of official statistics.
GSIM will not attempt to harmonize the definitions of instances of the information objects (e.g. Person or Household - instances of Statistical Unit) but will provide the structure to allow their comparison.

6. Harmonised Statistical Business Processes
The design of each particular statistical business process (eg production of quarterly national accounts) is shaped by relevant conceptual frameworks (eg system of national accounts, analyses of user requirements and priorities for meeting these requirements). The result of the design is a business process which
is able to operate in practice on a sustainable and reliable basis
uses fit for purpose methods and technologies
produces the practical outputs (products) that are required
Statistical business processes therefore bring together conceptual and practical aspects and join the top half and the bottom half of the diagram together.

7. Harmonised Statistical Business Processes
Provides a common categorisation and set of terminology for describing/defining statistical business processes
Harmonised Statistical Business Processes

8. Harmonised Statistical Business Processes
Provides a common categorisation and set of terminology for describing/defining statistical business processes
Harmonised Statistical Business Processes
Drive consistent business requirements for industrialised methods and technologies

9. Introducing GSBPM
Originally based on the business process model developed by Statistics New Zealand
Three rounds of international consultation led by CES Steering Group on Statistical Metadata (also known at the METIS Steering Group)
Added Archive and Evaluate phases
Terminology and descriptions made more generic
Currently Version 4.0
The one page diagram is most often used but complete documentation (in three languages) and other resources are available on the web.
CES=Conference of European Statisticians
Languages : English, French, Russian
Other resources : Presentations, papers, a discussion forum

10. Why do we need GSBPM?
To define, describe and map statistical processes in a coherent way
To standardize process terminology
To compare / benchmark processes within and between organisations
This facilitates collaboration.
To identify synergies between processes
To inform decisions on systems architectures and organisation of resources
GSBPM does not attempt to go to a level of detail sufficient to fully define statistical processes as actually implemented by NSIs. Nevertheless, when documenting detailed definitions of actual processes, GSBPM provides a common point of reference and a common set of terminology. 10

11. Structure of the Model Process Phases Sub-processes (Descriptions)
(statistical business process)
Phases
Sub-processes
(Descriptions)
(Descriptions) : Descriptions are not shown in the diagram but within the detailed documentation there is a description of each sub process.
National implementations may need additional levels of detail
The documentation recognises over-arching statistical processes (The first two are most closely related to the model, and are therefore shown at the top of the diagram also)
Quality management
Metadata management
Statistical framework management
Statistical programme management
Knowledge management
Data management (process independent)
Process data management
Provider management
More general over-arching processes include:
· Human resource management;
· Financial management;
· Project management;
· Legal framework management;
· Organizational framework management;
· Strategic planning.

12. Applicability
All activities undertaken by producers of official statistics which result in data outputs
Producing statistics from raw data (micro or macro-data)
Revision of existing data / re-calculation of time-series
Development and maintenance of statistical registers
A set of activities that fulfills these conditions is termed a statistical business process
National and international statistical organisations
Independent of data source, can be used for:
Surveys / censuses
Administrative sources / register-based statistics
Mixed sources

13. Not a linear model
Sub-processes do not have to be followed in a strict order
It is a matrix, through which there are many possible paths, including iterative loops within and between phases
Some iterations of a regular process may skip certain sub-processes
It is not a blue print for your organisation
For example, a sample survey may implement different processes to a survey using mixed sources (i.e admin plus survey data)

14. Recent Developments : Modelling business processes beyond the scope of GSBPM
This is an example from Korea. Eurostat have a similar reference model spanning business processes beyond GSBPM. The HLG-BAS Workshop in November concluded that more work should be done in this field.
Taking one step further back, it would be possible to develop a reference model showing how processes undertaken by NSIs relate to processes undertaken by data providers and data consumers. (A NSI is not a closed system.)
Opinions vary, but a common perspective is that the need to model other NSI business processes does not imply GSBPM needs to “get bigger”. Other layers of modelling could complement GSBPM, leaving it fit for its current purpose.

15. Outcomes from METIS Workshop
Held 5 – 7 October 2011
The GSBPM will not be revised in the short term
Future work will focus on work on data and metadata flows in GSBPM
METIS is the UNECE group on Statistical Metadata
METIS “owns” GSBPM
They have a workshop ever 12 – 18 months, the most recent one was focused on GSBPM

16. Applying GSBPM to an NSI
GSBPM is a reference model, which has been be used in a number of ways:
Agency adopts it “as is”
Agency adopts a version of it
Agency maps existing process model to it
For more information see National Implementations of GSBPM

17. Applying GSBPM in ABS
ABS sees the GSBPM as a cornerstone for a more generic reference architecture.
It can be utilised to facilitate and enhance communication and understanding, and ultimately, sharing and collaboration across agencies
Bottom left : Six NSIs mapped their high priority needs for new processing solutions to the GSBPM, helping identify common needs for collaboration purposes.
Bottom right : A map from the Sharing Advisory Board (a collaboration facilitation group sponsored by the UNECE) showing existing collaborative projects mapped to the phases of the GSBPM that they address.

18. Applying GSBPM in ABS (2)
GSBPM was formally adopted by the ABS in 2010.
It is our primary reference model for statistical business processes.
It is used in corporate planning and as a cornerstone of ABS Enterprise Architecture.
Corporate planning use includes activity distribution survey and Strategic Investment Committee

19. Applying GSBPM in ABS (3)
Early adopter of GSBPM in ABS was the Prices System Improvement Project.
Project aims to design an end-to-end system for 5 Price Indexes.
GSBPM was used as a
guide to harmonise
processes across the
5 Price Indexes

20. Applying GSBPM in ABS (4)
In February 2010, the ABS announced the Information Management Transformation Program.
A key element of this Program is business process transformation. The approach is to have workshops:
to analyse and map a range of current collection processes
to develop aspects of the "to be" environment from a functional, end to end perspective
These activities will utilise GSBPM as a reference model.

21. Applying GSBPM in ABS (5)
Create common frame
Select sample
Common Frame
Create survey frame
QEWS Frame
Forms design and approval
Forms
Load sample to PIMS
Label files
Dispatch
Significance
Editing
Time series analyses
NAB and FAS sign off
Time series to PPW
Collection and IFU
Data
Paradata
(Collection Information)
Clean Data
Time Series Databases
Published Data
Business Process Steps
Business Output and Input Artefacts
Derivation Processes
Sample
MRR Proof of Concept 2010/11
Core case study was elements of statistical business process for Quarterly Business Indicators Survey (QBIS)
Part of IMTP project is to build a POC to demonstrate the infrastructure that is being developed by other parts of the Program. The statement of purpose for the POC is to "Establish fundamental supporting infrastructure to manage metadata in a coherent manner; to make this metadata available for active use and reuse; and to drive processes and systems across the ABS and beyond." Using GSBPM as a framework for the statistical production cycle, the POC demonstrates the benefits of the Metadata Registry and Repository (MRR) infrastructure which registers and stores metadata used in the statistical production process.
- GSBPM gives us a generic set of business processes that go in to the statistical cycle
- So, for any collection we should be able to map (at least at a high level) our statistical business processes to the GSBPM
- Here we have some high level processes for QBIS, and as we move through the statistical cycle we can map our processes to the GSBPM
The POC has implemented a Statistical Workflow Management System (SWMs) to ensure efficient end to end flows of statistical metadata within the statistical production process. These metadata driven processes are managed by the SWMs, and the metadata inputs and outputs to the GSBPM based processes are registered and stored by the MRR. This enables the discovery and reuse of processes and metadata, and ensures the efficient flow of metadata throughout the statistical business process.

22. Summary of experiences
Very valuable as a common reference model facilitating comparability within & across NSIs
Use as a consistent high level reference model for statistical business process, eg
framework & context when presenting training about statistical production processes
tracking resources (eg staff effort and other costs) directly related to statistical production
useful when designing quality management for the statistical production process (eg positioning quality gates)
useful point of reference when cataloguing, assessing and managing various methods and IT systems available to support statistical production
Examples of its use as a high level reference model listed here are in addition to those described in previous slides.

23. Summary of experiences (2)
Staff can be unsure about intent
Not a template for designing statistical business processes
Details of processes and workflows as implemented in practice are less generic
Not a blueprint for the “ideal” statistical business process
It provides some value as a reference model for all statistical business processes, but value tends to be greater for some types than others
eg a better (and more obvious) fit for “traditional” business and household surveys vs compilations (eg National Accounts) and processes using administrative sources
Need to keep its scope in mind
Don’t try to use it as a reference for business processes that don’t fit the criteria
Eg when modelling the process an NSI uses to determine human resource needs and recruit/train staff accordingly

24. Other high level considerations when modelling business processes
Ensure the roles of GSBPM as a reference model are understood.
Actual business processes often do not map simply to the GSBPM.
In these cases, document relationships between the process as modelled and the GSBPM
Do not simplify modelling of business processes simply to better align them with the GSBPM
The best approach is a partnership between business staff and staff expert at analysing and modelling business processes (a centre of excellence).
Don’t expect statistical business staff to produce consistent, high quality models on their own (but must include them)
Don’t rely only on IT modelling skills
Must clearly separate “As Is” and “To Be” modelling of business processes
both are usually important
there may be changes to process (eg to move to a process that current methods and/or IT cannot support)
there are very likely to be changes to methods and/or technology used to implement processes
GSBPM is one small but important element of a framework and toolkit for modelling statistical business processes.

25. Other considerations (2)
Ensure practical benefits of investing in modelling is apparent to business areas
Start with well defined plans for using and maintaining the information, not just for gathering it
The case is strong where modelling inputs directly to business process re-engineering which delivers greater levels of automation and reliability and simplifies change
Carefully select methods and tools used for modelling.
Consider factors such as
ease of use
integration with software used for related purposes
the simplest solution which is fit for purpose
“powerful” & “advanced” is not always best!

26. Questions?