Quality and Risk Management at Brazilian Institute of Geography and Statistics: a short report of a work in progress Ana Cristina Martins Bruno, Brazilian.

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Presentation transcript:

Quality and Risk Management at Brazilian Institute of Geography and Statistics: a short report of a work in progress Ana Cristina Martins Bruno, Brazilian Institute of Geography and Statistics, ana.bruno@ibge.gov.br June, 2018 Session 2

Quality and Risk Management at IBGE RM Maturity Model developed by Federal Court of Accounts Lessons learned and future developments

Portfolio Management – Project Management Functions and legal obligations Strategic Guidelines Time Mission Vision 2027 Guidance Strategic Objectives Multiannual (10 years) Macroprocesses Values Strategic Priorities Business Processes Management Portfolio Management – Project Management CHANGE: INNOVATION AND IMPROVEMENTS Realization (1 to 2 years) Processes Tactical projects Strategic projects Iniciatives Execution Subprocesses Annual Activities Planning Activities Permanent OPERATIONS Business Activities Management Activities Support Activities Results Source: IBGE, 2017, adapted from the Central Bank of Brazil

Portfolio Management – Project Management Functions and legal obligations Strategic Guidelines Time Mission Vision 2027 Guidance Strategic Objectives Multiannual (10 years) Macroprocesses Values Strategic Priorities Business Processes Management Portfolio Management – Project Management Innovation and change CHANGE: INNOVATION AND IMPROVEMENTS Routines Realization (1 to 2 years) Processes Tactical projects Strategic projects Iniciatives Execution Subprocesses Continuous improvement Annual Activities Planning Routines Activities Permanent OPERATIONS Business Activities Management Activities Support Activities Results

GSBPM GAMSO Strategic risks Portfolio risks Project risks Functions and legal obligations Governance Strategic Guidelines Time Mission Vision 2027 Guidance Strategic Objectives Multiannual (10 years) Strategic risks Macroprocesses Values Strategic Priorities Portfolio risks Business Processes Management GSBPM Portfolio Management – Project Management CHANGE: INNOVATION AND IMPROVEMENTS Risk Management – ISO 31000 PMBoK/PMI Statistical program (1 to 2 years) Processes Tactical projects Strategic corporate projects Actions Quality Management System: ISO 9001 Execution Subprocesses Project risks Operational risks Annual Activities Planning Activities Operational risks GAMSO Permanent OPERATIONS Business Activities Management Activities Support Activities Results Strategic Management (Goals and key indicators monitoring)

Risks Map je Board of Directors Strategic Management Strategic Map Governance GAMSO Board of Directors Risks Map Strategic Management Strategic Map Strategic Objectives Institutional Objectives Strategic Risks Corporate Risks Governance, Risks and Internal Controls Committee Management Change risks Project risks Portfolio risks Strategic Projects Tactical Projects PMBoK Project Leader Project Management Processes Activities GSBPM Operational risks Coordinator/ Head of Units Process owner Process Management

Continuous Improvement Quality Management Process-driven approach Risk Thinking ISO 9001 Q Policy Q Committee Risk Management Routine Management Continuous Improvement GAMSO GSBPM POTENTIAL NONCONFORMITY REAL NONCONFORMITY IMPROVEMENT OPPORTUNITY Correction SYMPTOM New Q Standard Preventive Action Corrective Action Improvement Controls POTENTIAL CAUSES ASSIGNABLE CAUSE RANDOM CAUSES Effective action? Standardization? Likelihood x Impact Q Gates Risks Level of risk x Tolerate Risk Acceptable? Consequence/ Effect ISO 31000 RM Policy RM Committee Not acceptable? Risk Identification Risk Analysis Risk Evaluation Risk Treatment Plan

ENVIRONMENT (40) PROCESSES (30) PARTNERSHIPS (10) RESULTS (20) Leadership Policies and Strategies People Risks identification and assessment Response to risks Monitoring and communication Effectiveness of risks management Organizational results Risk Management Maturity Assessment model developed by the Federal Court of Accounts Source: BRASIL, 2017

What are the most important lessons learned so far? Transformation of management style New organizational culture, cross actions, interaction, joint decisions Training in management, methodological domain and its assimilation in culture Implementation phase preceded by a testing phase Internal Audits: closer cooperation

Quality and Risk Management at Brazilian Institute of Geography and Statistics: a short report of a work in progress Thanks! Ana Cristina Martins Bruno Brazilian Institute of Geography and Statistics ana.bruno@ibge.gov.br