1. METIS 2011 Workshop Session III – National Implementation of the GSBPM Alice Born and Tim Dunstan Thursday October 6, 2011 Implementation of the GSBPM in the Development of the Integrated Business Survey Program

2. 04/03/2016 Statistics Canada Statistique Canada 2 Background  Integrated Business Statistics Program (IBSP) Centralizing and standardizing processes from collection to dissemination of business statistics Complex – phase I includes 60 annual business surveys; 6 generalized systems with different technologies; 400 million transactions per year estimated Pillars of the IBSP project:  Improve governance across all areas  Use of tax data for estimation of financial variables  Common sampling, editing strategies  Earlier cut-off to active collection  Use of e-questionnaires as principal mode of collection  “data service centres” for warehousing of statistical information  “metadata-driven”

3. 3 11-03-15 Statistics Canada Statistique Canada 3 Alignment with corporate business architecture and GSBPM

4. 4 Metadata-driven IBSP Metadata Repository(s) Questionnaire Development Application/Tool Editing Rules for Collection Systems Data Integration & validation Rules Quality Indicators Business Rules Standards & IMDB IBSP Processing Applications Collection Editing Systems IBSP 120+ Survey Flow Metadata Configurations Data Source Selection Data Inclusion Control IBSP Post-Processing Applications More Static More Dyanamic

5. 5 11-03-15 5 Statistics Canada Statistique Canada Metadata-driven

6. GSBPM and the Integrated Business Statistics Program  Used in the business analysis of IBSP GSBPM used to breakdown the project into manageable parts GSBPM used to define and document business processes – future state – more standardized and more efficient Over 47 business processes identified – detailed descriptions for each Some variation required for business surveys 04/03/2016 Statistics Canada Statistique Canada 6

7. 04/03/2016 Statistics Canada Statistique Canada 7 Approach  map existing business processes (i.e., IBSP Business Processes) to the GSBPM  business use cases were produced for each of the IBSP business process groups  detailed business process model was produced by expanding the second level of the GSBPM writing names and descriptions for the customized sub - and sub-sub-processes of the model

8. 04/03/2016 Statistics Canada Statistique Canada 8 GSBPM Phases IBSP Business processes 1 Specify needs 2 Design, content 3... 4... 5678910 Disseminate 11 Archive 1. Specify needs x 2. Design xxx 3. Build xx X 4. Collect X 5. Process X 6. Analyse X 7. Disseminate x 8. Archive x 9. Evaluate

9. 9 Business Architecture/Analysis 11-03-15 Statistics Canada Statistique Canada 9 Process 2.4 Design frame and sample methodology of Phase 2 Design of the GSBPM expanded

10. 10 Information Architecture 11-03-15 Statistics Canada Statistique Canada 10 Identify all the information needs and flow throughout the processing detailed business process analysis carried out at the sub-process level of the GSBPM Information analysis and business process analysis

11. 04/03/2016 Statistics Canada Statistique Canada 11 Business use case Description 4.1Select sampleSub-process establishes frame Selects sample Quality assurance – business register 4.2Set up collectionResources ready to collect data Takes place over a period of time 4.3Run collectionSub-process where collection takes place Initial contact with respondents Follow up Records when and how respondents were contacted 4.4Finalize collectionLoading of collected data and metadata for further processing in Phase 5 Extraction of data, converting formats

12. 12 11-03-15Statistics Canada atistique Canada12 Common metadata and common tools

13. 04/03/2016 Statistics Canada Statistique Canada 13 Benefits of using the GSBPM in the IBSP  duplication and redundancy of processes are avoided by rigorous use of the GSBPM  development of business activity descriptions was facilitated through use of the GSBPM  description of information needs was the by-product of development of the business use cases  documentation of the detailed business process was completed as the business process analysis advanced  Management of future changes in a process or sub process (Change Management) is greatly facilitated by use of the GSBPM.

14. 04/03/2016 Statistics Canada Statistique Canada 14 Lessons learned  mapping of the GSBPM to groupings of existing IBSP Business Processes was confusing  large group of people consulted at the beginning of the process was soon abandoned for a smaller more specialised group  follow through with the momentum built at the beginning of developing the business process for a grouping - once the business process model is complete, follow through with the task descriptions and so on.

15. 04/03/2016 Statistics Canada Statistique Canada 15 Lessons learned  mapping of the GSBPM to groupings of existing IBSP Business Processes was confusing  large group of people consulted at the beginning of the process was soon abandoned for a smaller more specialised group  follow through with the momentum built at the beginning of developing the business process for a grouping - once the business process model is complete, follow through with the task descriptions and so on.

16. 04/03/2016 Statistics Canada Statistique Canada 16 Next steps  Information architects now developing information architecture for the IBSP (similar to GSIM project) Metadata Model detailed Information Model  Generalised systems will be updated on the business requirements generated by these models