Process Mapping Using the GSBPM as a Reference Model Statistics Iceland

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”

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

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.

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

Comparison between NSIs

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.

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

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

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

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?

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

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

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

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

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

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.

Thank you for listening

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

Appendix 2: The GSBPM 5.0