1. Update on the Impact of Corporate Business Architecture on IT at StatCan 2011 MSIS Meeting Karen Doherty May 2011

2. 2011-05-23 Statistics Canada Statistique Canada 2 Background  In 2009 StatCan initiated a complete review of the agency’s business architecture  Why? To address the impact of: successive budget cuts changing needs of information users changes in the habits and expectations of both respondents and users

3. 2011-05-23 Statistics Canada Statistique Canada 3 Main CBA Principles  Optimize decision making at the corporate level rather than for the local good  Adopt the Generalized Statistical Business Process Model as the basis for the StatCan Business Model  Change the statistical process to be meta-data driven  Maximize the use of corporate services Maximize re-use Minimize tool kits  Strengthen information management and establish data service centres

4. 2011-05-23 Statistics Canada Statistique Canada 4 Main CBA Principles  Eliminate the reworking of microdata  Focus on the core business  Separate development from on-going operations  Adopt electronic data collection as the preferred collection mode  Ensure employees are well trained to use the corporate business applications and tools  Remove structural obstacles to efficient operations

5. 2011-05-23 Statistics Canada Statistique Canada 5 StatCan Business Process Model

6. 2011-05-23 Statistics Canada Statistique Canada 6 Changes in Governance  Before CBA, authority and resources were vested in the individual program managers which resulted in local optimization  Under CBA, the program managers continue to lead the statistical process but now must work within the StatCan Business Process Model  Ownership of functions common to several program areas are being concentrated into service areas and programs are transferring the delivery of these functions to these service areas

7. 2011-05-23 Statistics Canada Statistique Canada 7 IT Consolidation  CBA decision: All IT services will be delivered from a single corporate IT service area (Informatics Branch) by April 2011  Current status: All IT has been consolidation into the IT Branch except for the Division responsible for collection applications (target June 2011)

8. 2011-05-23 Statistics Canada Statistique Canada 8 IT Consolidation  The IT Branch must deliver a 10% savings in salary within 4 years  IT employees’ assignments are now based on prioritization decisions made for the good of the Agency rather than the individual client area  All IT procurement is now managed by the IT Branch  Focus shifted to developing generic applications and shared services  The IT Branch is now responsible for all IT standards and methods (decision authority rests with the system Architecture Review Board chaired by the DG IT)

9. IT Delivery – Pre-consolidation 2011-05-23 Statistics Canada Statistique Canada 9

10. IT Org – Post-consolidation 2011-05-23 Statistics Canada Statistique Canada 10

11. Consolidation of IT - Impacts  On the surface the consolidation exercise appears to be a simple reorganization of resources in fact it was the first test as to the readiness of subject matter areas to adopt CBA recommendations  Main challenges encountered: managers had trouble “letting go” of their IT team and the associated control over their IT solutions after a full year, most managers have adjusted, and a few have embraced the opportunities afforded with the new IT delivery model 2011-05-23 Statistics Canada Statistique Canada 11

12. Changes – Infrastructure Services  Infrastructure Services have initiated service changes enabled by consolidation: A tiered service desk model A desktop provisioning service Server cloud development The complete redesign of the Public Access Zone (PAZ) A comprehensive IT Security Program 2011-05-23 Statistics Canada Statistique Canada 12

13. Changes – Application Services  IT work is itemized annually  A corporate prioritization process is used to determine which projects are resourced  More generic and shared applications are being developed for use by the program areas  Custom apps are being retired as programs migrate to shared apps  Custom tools are being replaced by corporately endorsed common tools 2011-05-23 Statistics Canada Statistique Canada 13

14. IT Work Program  Development and Maintenance work divided has been into “buckets”: Basic Maintenance and Production Support: an annual Service Level Agreement (SLA) is developed for each Program area Development Projects: proposals supported by business cases are approved during the annual investment funding cycle Major Enhancements: changes are treated as development projects Minor Enhancements and Adaptive Maintenance: change management boards decide what gets implemented based on priority and budget considerations 2011-05-23 Statistics Canada Statistique Canada 14

15. IT Work Program  Decisions are based on 10-year Investment Plan (rust- out replacement projects, business transformational and larger enhancement initiatives)  Program Areas and Senior Management must prioritize  Change Management boards must closely manage change requests that are submitted  IT portfolios are responsible for producing accurate cost estimates and assigning resources  A Project Management Framework (DPMF) introduced by the new departmental PMO dictates how projects are managed, documented and monitored 2011-05-23 Statistics Canada Statistique Canada 15

16. Changing How IT Work Is Delivered  New IT Delivery model: provides a consistent approach to service delivery based on a partnership model requires that IT works collaboratively with clients to support operations and develop/maintain applications forces clients and IT to establish SLAs and project agreements to ensure expectations are met and delivery schedules are respected 2011-05-23 Statistics Canada Statistique Canada 16

17. 2011-05-23 Statistics Canada Statistique Canada 17 IT Methods, Standards and Tools  IT supports prescribed generalized/shared systems/services on behalf of the business owners  Systems are developed using a standard suite of tools based on sound architectural principles  Technology upgrades are planned through the system Architecture Review Board (sARB)  Work is prioritized by Field Planning Boards and controls are enforced by the sARB and the DPMO  Change and release mgt practises are imposed  An extended planning cycle gives managers time to develop in-depth business cases and proposals

18. 2011-05-23 Statistics Canada Statistique Canada 18 Observations (same as last year)  If you embark on fundamental change, take enough time to understand the implications, especially to the organization’s culture  Establish strong governance and ensure unwavering support from senior management  Engage the staff, use their ideas, make them part of the transformation  Establish clear funding models  Communicate, communicate, communicate  Using standard tool sets and development frameworks saves money and decreases risk of failure