GSBPM IMPLEMENTATION IN THE STATISTICAL OFFICE OF THE ... · identification of CSF, risks, barriers...
Transcript of GSBPM IMPLEMENTATION IN THE STATISTICAL OFFICE OF THE ... · identification of CSF, risks, barriers...
GSBPM IMPLEMENTATION IN THE STATISTICAL OFFICE OF THE SLOVAK REPUBLIC - IN THE CONTEXT OF GAMSO
Maria Dologova
Statistical Office of the Slovak Republic
Workshop on NSI internal & external organisation with focus on administrative data and registers
Tirana, 5 – 6 July 2018
GSBPM in the SOSR – in the context of GAMSO
Contents
1. Activities in the SOSR - result of ISO 9001 QMS implementation
Comparison with GAMSO
2. VAP - Production of statistical output – description based on
GSBPM
Activities in the SOSR
Comparison with GAMSO
GSBPM in the SOSR – in the context of GAMSO
ACTIVITIES OF THE SOSR – BASIC APPROACH
ISO 9001:2015 ... Principles
Customer focus; Leadership, Engagement of people,
Process approach, Improvement, Evidence-based
decision making, Relationship management
Cu
sto
me
r
Sa
tisfa
ctio
n
(Ou
tpu
t)
Cu
sto
me
r
Re
qu
ire
me
nts
(In
pu
t)
Continual improvement
of the Quality
Management System
Resource Management
Management
Resposibility
Product Realisation Product
Measurement, Analysis,
Improvement
System, process
ISO 9001:2000 ... Principles
Customer focus; Leadership, Involvement of people,
Process approach, System approach to management,
Continual Improvement, Factual Approach to
Management, Mutually Beneficial Supplier Relationships
Historical background: Implementation of the SOSR QMS
based on ISO 9001 standard
GSBPM in the SOSR – in the context of GAMSO
Process approach:= systematic identification and management of the processes in the organisation and particularly of the interactions between such processes
System approach to management:effectiveness and efficiency in meeting objectives can be achieved betterwhen the processes are identified, understood and managed as a system
(net of interlinked processes)
GSBPM in the SOSR – in the context of GAMSO
Priority task - 2004: identify, specify, describe processes
Involved players:
• Quality Manager (top mgnt representative)
• Top management members (later prevailing process owners)
• People involved in the process
• Consultant
Main steps:
• Decision of the Head of the SOSR
• Set up of project team (leaders: QM + consultant; members: general directors of statistical units, directors of HR, IT, infrastructure, finance, = the highest positions in SOSR
• Meetings with all team members together, after setting up process map number of meetings with each area separately (statistics together), within meetings elaboration of description for each process
• Reporting to the Head of the SOSR
• Continual support from the Head of the SOSR (participation in some meetings, positive communication to the employees, encouragement)
• General training on processes for the complete staff of each process
• Release of process descriptions – as internal directives of the SOSR
GSBPM in the SOSR – in the context of GAMSO
Critical success factors:
• Involvement of the Head of the Office (decision on the project, unconditional support, communication importance to staff)
• Involvement of the highest positioned relevant people (helicopter view necessary)
• Link to strategic direction of the Office
• Positive communication within the Office
• Avoid detailism
Duration: July 2004- Dec 2005
..8/2015
GSBPM in the SOSR – in the context of GAMSO
RESULT - THE SOSR PROCESSES
The SOSR basic process map
to remember:
• the process map is not fixed forever – the processes / process map should be reviewedat least with any formulation / update of the development strategy
• the strategic objectives and initiatives to fulfil objectives are realised via processes – always ask whether the current processes are sufficient or new ones have to be added or some left out or outsourced
• make sure the processes / process map are sufficient for the strategy implementation
GSBPM in the SOSR – in the context of GAMSO
VALUE ADDED PROCESS
specification of needs
design
building & testing
data collection
processing
analysis
publication & provision
evaluation
Description:
• Internal directive for the process
• Internal instruction for regional offices (data collection + primary processing)
• Internal instructions for selected activities
GSBPM in the SOSR – in the context of GAMSO
MANAGERIAL PROCESSES
strategic management (strategic analysis – analysis of external, internal environment,SWOT; vision, mission, common shared values, scenario planning,choice of strategy – generic -, direction, method; determination of strategic goals, strategies, indicators, action programmes; policies (quality, ...);implementation – change mgnt; controlling)
tactical „/“ (setting up, maitanace, development of process map needed to realise the goals, action programmes; documenting QMS; conduct of internal audits, reporting to top mgnt on QMs status)
operational „/“ (integration of indicators and action programmes into operational mgnt(annual plans (statistical and other), KPIs), allocation of resources; controlling)
Description: Internal directive for the process; Responsibility: Head of the SOSR; QM; process owners
GSBPM in the SOSR – in the context of GAMSO
RESOURCE PROCESSES
Information sources mgnt
mgnt - preparation of the PSSS
mgnt - metadata
mgnt - administrative data sources
mgnt - registers
mgnt - classifications, codes
mgnt - data collection support
mgnt – stat. methodology support(development of methods, confidentiality, disclosure)
Description: Internal directive for the process; Internal instructions for selected activitiesResponsibility: process owner
GSBPM in the SOSR – in the context of GAMSO
IT services mgnt
planning of IT services (incl. technolog. change)
preparation and implementation of IT services
provision of IT services, support, security
monitoring, measurement, evaluation
Description: Internal directive for the process; Internal instructions for selected activitiesResponsibility: process owner
Human resources mgnt
planning
recruitment, selection, termination
training and development
appraisal – performance evaluation
rewarding
Description: Internal directive for the process; Internal instructions for selected activitiesResponsibility: process owner
GSBPM in the SOSR – in the context of GAMSO
Realisation of R&D tasks by the contributory organisation
planning
realisation
transmission and take-up of the final results, completion of the task
subsequent SOSR activities – integration of new procedures,sharing knowledge
Description: Internal directive for the process; Internal instructions for selected activitiesResponsibility: process owner
Infrastructure, work environment, purchasing mgnt
work environment, purchasing
assets mgnt
support services
Description: Internal directive for the process; Internal instructions for selected activitiesResponsibility: process owner
GSBPM in the SOSR – in the context of GAMSO
Financial mgnt
creation of financial resources (state budget, outside of the state budget)
realisation of expenditures, mgnt of income
accounting & statistics
Description: Internal directive for the process; Internal instructions for selected activitiesResponsibility: process owner
***
GSBPM in the SOSR – in the context of GAMSO
OTHER ACTIVITIES / MGNTS
Capability development
monitoring of external and internal improvement sources / impulses (external developments, strategic goals, results of internal monitoring, KPIs,..IA, CAPA,management review, ...)
assessment of relevance and feasibility, prioritisation
implementation small improvements via operational management in the process
planning of development projects (in case of „big“ improvements - innovations)
implementation of development projects
deployment of results, integration of new procedures into relevant processessupport of the implementation, sharing knowledge from the project team,later from the relevant process
Capability developments are regulated by internal directive on project mgnt; internal directive on VAP and on other processesResponsibility: process owner (small improvements), project manager (developments)
Internal communication mgnt
determination who, what, when, to whom should be communicated
determination of internal communication channels
assessment of internal communication
formulation, implementation of improvements if necessary
reporting
Internal communication is part of process directives + directive on top mgnt meetings Responsibility: process owner
Performance mgnt
setting up performance indicators (in relation to: process itself, strategic objectives,trust, customer -, employee satisfaction, mitigation of risk, external providers, etc.)and methods for their monitoring, measurement, analysis and evaluation
monitoring, measurement, analysis, evaluation of performance indicators
formulation, implementation of corr / prev actions
evaluation of the implementation, improvements if necessaryreporting
Performance indicators are „assigned“ to processes, and are defined in annex to each process description (incl. indicator concerning compliance with regulatives); Responsibility: process owner; Administrator: QM
Risk mgnt (risk based thinking)
identification of risks for each process, interested party, development / capabilityproject (incl. strategy) and of possible causes
assessment of risks
formulation, implementation of measures to mitigate risks
evaluation of the implementation, improvements if necessaryreporting
Risks, together with What if analysis and measures are in annex to the QM; Responsibility: process owner; Administrator: QM
GSBPM in the SOSR – in the context of GAMSO
Relationship mgnt
determination of relevant interested parties (IP) + their relationship with the SOSR
determination and prioritization of IP relationships that need to be managed
establishment of relationships (balance short-term gains with long-term considerations)
gathering / sharing resources, info, knowledge, sharing risks with the relevant IP
evaluation of performance, improvements if necessaryreporting
IPs together with their importance to the SOSR are in annex to the QM; Responsibility: relevant process owner; Administrator: QM
Part of strategic goals: CRM (customer relationship mgnt), relationship mgnt with data suppliers (focus on AD, BigData, respondents), - with ESS partners, Coordination of NSS
Change mgnt
identification & planning of change
identification of CSF, risks, barriers concerning the change
formulation of measures to ensure CSF, mitigate risks, overcome barriers
implementation of change
evaluation of the implementation, improvements if necessaryreporting
It relates to implementation of „big“ changes – improvements, i.e. strategy implementation,
implementation of development projects; Responsibility: project manager
GSBPM in the SOSR – in the context of GAMSO
Summary
Main differences (GAMSO – SOSR environment):
partly different terminology
(national environment, translation „shift“)
partly different groupings
(groupings of activities in GAMSO not always the same as activities in the SOSR processes)
partly broader / more complete understanding of activities (in the SOSR)
mgnt of internal communication (explicit in the SOSR)
mgnt of outsourced processes (explicit in the SOSR)
Managerial support
Resource support
VA process
GSBPM in the SOSR – in the context of GAMSO
OK – in principle
broader (strategic mgnt - tactical mgnt - operational mgnt, leadership)
OK
OK – in principlebroader (focus on all improvements)
small improvements (implementation via operational mgnt in processes;„big“ innovations / (implementation via special development projects „going“ through strategy /
strategy up-date – via controlling)
(graphically not proportionalto other GAMSO parts)
GSBPM in the SOSR – in the context of GAMSO
OK
broader -QMS / TQM
OK OK
incl. focuson tacit K
OK
CRM customersconsumers
OK
broader -full HRM
cycle +empl. loyalty
OKOK
Manage buildings and associated utilities, physicalspace, transportation resources & work environment
i.e. „manage infrastrucure other than IT“
OK = „content fit“
(not necessarily terminology)
GSBPM in the SOSR – in the context of GAMSO
OK OKbroader
OK info+deci-sion flow
Description of VAP - Production of statistical outputs –
based on GSBPM
GSBPM in the SOSR – in the context of GAMSO
DESCRIPTION OF VAP – PRODUCTION OF STATISTICAL OUTPUTS
... from description based on 4 subprocesses
2004 - 2014
... to description based on GSBPM 8 subprocesses
2015 - present
GSBPM in the SOSR – in the context of GAMSO
basic terminology
Transition to GSBPM based VAP description
Involved players:
• Quality Manager (top mgnt representative)
• Process owners (statistical top management members), their experts
• Consultant
Duration:
• Nov 2014 – Aug 2015• together with adaptation of the Information sources management description
Result
Internal directive:
• VAP Production of statistical output• SP Information sources management
Methodological instruction for regional offices:
• Data collection and primary processing
GSBPM in the SOSR – in the context of GAMSO
Main changes to GSBPM
Minimum changes:
Titles
3. Build Build & test
4. Collection Data collection
7. Dissemination Publication & provision
Lower level
•3.1. Build collection instrument + 3.2. Build or enhance process components Build and enhance instruments for collection, processing and analysis
•5.3. Review and validate + 5.4. Edit and impute Edit, validate, impute
•6.2. Validate outputs + 6.3. Interpret and explain outputs Validate outputs, interpret and explain outputs
GSBPM in the SOSR – in the context of GAMSO
Príloha č. 2
1 Špecifikácia
potrieb
2
Návrh
3 Vytvorenie
a testovanie
4 Zber
údajov
5
Spracovanie
6
Analýza
7 Zverejňovanie
a poskytovanie
8
Hodnotenie
1.1 Identifikácia
potrieb
1.6 Vytvorenie
projektového zámeru, resp. realizačného
postupu podľa zaužívanej praxe
1.2 Konzultácie
a pochopenie potrieb
1.3 Určenie cieľových
výstupov
1.4 Identifikácia pojmov a ich
definície
1.5 Overenie
dostupnosti údajov a zdrojov;
vykonateľnosť požiadavky
2.1 Návrh
štatistických výstupov
2.2 Vymedzenie
a popis ukazovateľov a premenných
zisťovania
2.3 Návrh zberu
2.4 Návrh opory
výberu a výberového
súboru
2.5 Návrh spracovania
a analýzy
2.6 Návrh postupu
prác a produkčných
systémov
3.1 Vytvorenie
a úprava nástrojov zberu, spracovania
a analýzy
3.2 Vytvorenie alebo
úprava komponentov
šírenia štatistických
výstupov
3.4 Testovanie
produkčného systému
3.5 Testovanie priebehu
štatistického procesu
3.3 Konfigurácia postupu prác
3.5 Finalizácia
produkčného systému
4.1 Vytvorenie opory
výberu a výberového súboru
4.2 Technicko-
organizačné zabezpečenie zberu údajov
4.3 Realizácia zberu
údajov
4.4 Finalizácia zberu
údajov
7.1 Aktualizácia
systémov
7.2 Vytvorenie výstupov
7.3 Riadenie
zverejňovania a poskytovania
výstupov
7.4 Propagácia štatistických
výstupov
7.5 Podpora
zákazníkov
8.1 Zhromaždenie podkladov na hodnotenie
8.2 Vypracovanie
správy o kvalite
8.3 Sumarizácia
a odsúhlasenie aktivít na zlepšenie
a overenie ich plnenia a účinnosti
6.1 Vytvorenie pracovných výstupov
6.2 Validácia výstupov, ich interpretácia a
vysvetlenie
6.3 Aplikácia metód
ochrany dôverných údajov
6.4 Finalizácia výstupov
5.1 Integrácia údajov z rôznych zdrojov
5.2 Klasifikácia a
kódovanie
5.3 Editácia, validácia,
imputácie
5.4 Výpočet
odvodených premenných
a nových jednotiek
5.5 Výpočet váh
5.6 Výpočet
agregovaných údajov a
ukazovateľov
5.7 Finalizácia súborov
údajov
GSBPM in the SOSR conditions- main changes to GSBPM -
GSBPM in the SOSR – in the context of GAMSO
General description of the statistical output production- Internal directive of the SOSR -
Introductory provisions
Basic terms and their definitions
Basic information, process and its parts
Part I – Specification of needs• Basic data on the subprocess• Identification of needs• - other acc. to GSBPM
Part II – VII acc. to GSBPM (Design, Building& testing, Data collection, Processing, Analysis, Publication & provision)
Part VIII – Evaluation• Basic data about the subprocess• Gathering evaluation inputs• - other acc. to GSBPM
Final provisionsAnnex: Identification of VAP, SOSR GSBPM, Graphic representation of the VAP - basic processflow, KPIs, Related regulatives, Related records, Related forms, Abbreviations
• General description (what)
• Responsibilities & authorities (who)
• Link to ISIS
• Link to regulatives
• Problematic or new issues that have to be highlighted
• ... taking into accountthe SOSR contextthe SOSR as knowledgeorganisation (no details necessary)
SOSR example
GSBPM in the SOSR – in the context of GAMSO
Description
of the concrete statistical output production
• Workflow - path (based on general description of the statistical output production)
• Input, Output• Related regulatives• Resources
• KPIs, QI
• Records• Forms
• Brief
• Details if necessary
• Satisfactory description of the concrete production
... taking into accounttacit knowledge of theteam
GSBPM in the SOSR – in the context of GAMSO
Integrated production as much as possible
- avoiding stove pipes -
Effective production
- meeting requirements at optimal costs
GSBPM in the SOSR – in the context of GAMSO
Thank you
for your attention
GSBPM in the SOSR – in the context of GAMSO
GSBPM in the SOSR – in the context of GAMSO
DIRECTIVE
Value added process production of statistical output
Responsible departments: Dept. macroeconomic statistics Dept. business statistics Dept. social statistics and demography Dept. provision of statistical products and services Regional offices
Use of GSBPM in the process description
- the SOSR example -
EXAMPLE - SOSR Description of value added process production of statistical output
Contents Introductory provisions Basic terms and their definitions Basic information, process and its parts
Part I – Specification of needs Basic data on the subprocess Identification of needs Consultation and understanding needs
Part II – Design Design of statistical outputs
Emphasize on: What
Who
Problematic issues that have to be highlighted (based on past experience)
New issues that have to be highlighted
Link to Integrated Statistical IS
Link to SOSR regulatives
Taking into account requirements of quality mgmt, ES CoP, GSBPM (adapted to SOSR context)
Ev. číslo: SME-02/2015 Dodatok č.:
RZ/ZH-LU: LG2/A-10
Dátum vydania: 31. 8. 2015
Strana 1 z xx
Štatistický úrad Slovenskej republiky
GSBPM in the SOSR – in the context of GAMSO
Contents Article Page
1 Introductory provisions 2 Basic terms and their definitions 3 Basic information, process and its parts
Part I – Specification of needs
4 Basic data on the subprocess
5 Identification of needs
6 Consultation and understanding needs
7 Determination of output objectives
8 Identification of concepts, their definitions
9 Checking of data and resources availability, feasibility of requirement
10 Elaboration of project intention
Part II - Design
11 Basic data on the subprocess
12 Design of statistical outputs
xx etc.
etc. ...from Part III ... to Part VIII
xx Basic data on the subprocess.
xx etc.
xx etc.
xx Final provisions
Annexes
Article 1 Introductory provisions
1. This directive is published on the basis of Directive on internal legal acts of the
Statistical Office of the Slovak Republic. ... etc. ... etc.
Article 2 Basic terms and their definitions
1. For the purposes of this directive the following terms and their definitions apply:
a) GSBPM - xxx b) Customer - xxx c) Requirement - xxx d) Binding order - xxx e) Appointed employee - xxx f) Project intention - xxx g) Project manager - xxx ... etc. h) Explicit knowledge - xxx i) Tacit knowledge - xxx ... etc. j) Process - xxx k) Subprocess - xxx l) Activity - xxx ... etc.
GSBPM in the SOSR – in the context of GAMSO
Article 3 Basic information, process and its parts
1. The directive implements requirements for execution of the statistical value
added process in line with the requirements of quality management, ES CoP as well as GSBPM.
2. The directive determines subprocesses, activities of the subprocesses and defines basic responsibilities and authorities. The directive does not contain detailed descriptions of execution of particular activities – it is no work instruction. It accepts tacit knowledge of the SOSR employees, explicit knowledge contained in documents of the SOSR and SR, good practice, as well as international documents and procedures relevant for the production of statistical outputs.
...etc. 3. The value added process of the statistical output production consists of 8
subprocesses described in part I to VIII, whereas: Part I represents specification of customer needs, Part II and III covers design and development, Part IV – VI realisation of output, Part VII dissemination and part VIII evaluation.
...etc.
Part I – Specification of needs VAP_1
Article 4 Basic data on the subprocess
1. Aim of the subprocess is … 2. Main activities of the subprocess are:
a) Identification of needs b) Consultation and confirmation of needs ... etc.
... etc. 3. Intention of the SOSR is to identify the current and potential customers of
statistical data / information and to follow their requirements and expectations. … etc.
... etc. 4. In relation to quality of output the subprocess plays a decisive role in particular in
relation to relevance of the final statistical output. For this reason it significantly influences effectiveness of the production as a whole. To ensure relevance the SOSR puts emphasis on: a) gathering signals / inputs (from external and internal environment) in order to
ensure that employees know (are able to identify) customer needs and expectations,
b) consistent communication with customers, so that the employees not only understand their needs, but realise what is the intended use of the statistical output and importance of the use as well.
... etc.
Article 5 Identification of needs
1. The SOSR identifies needs concerning statistical data and information on the
basis of: 1.1. signals / inputs from external environment,
a) in the form of requirements of external customers, b) within working out of legal acts (impulse from working groups on the
level of SR or ESS / EU), c) resulting from published legal acts (on the level of SR, EU), d) resulting from international obligations of the SR, ... etc. e) resulting from changes enforced by e.g. reduced budget
1.2. signals / inputs from internal environment, in form of requirement: a) on statistical data / information from other department of the SOSR ... etc.,
1.3. own initiative, as result of: a) satisfaction survey, b) discussions in Statistical Board meetings, c) discussions with key customers about their expectations, ... etc. d) reaction to unmet needs, e) past experience – the need to review the current production, f) review of good practice of other NSIs in the area of given statistics.
2. Identified needs are taken by subject matter units’ managers directly or indirectly
via their employees. 3. The employees pass on to department providing information service identified
needs, which can not be completely met using existing outputs of the SOSR. 4. The employees pass on to speaker of the SOSR identified needs of media. 5. The employees pass on to the Office of the SOSR President identified needs of
special character (according to act on free access to information). 6. All other identified needs remain in the relevant department. ... etc. Appointed employees record the identified needs in relevant system (EZOP, Info service system, ao.) or in the way determined by the subject matter unit manager (e.g. minutes from the meeting, ao.).
GSBPM in the SOSR – in the context of GAMSO
Part II – Design VAP_2
Article 12 Design of statistical output
1. Manager of the project (i.e. of approved project intention) elaborates design of
statistical outputs that will meet customer needs and relevant statutory and legal requirements using also experience from similar outputs. Design includes: a) output content, b) type and form (what relevant: table, interactive graphics, data set, ..., printed
/ electronic publication, video etc.), c) distribution channel (SOSR Portal, eDAMIS, direct sale, sale via mediator,
distribution via media, e-mail, ..., etc.), d) update (if necessary) of systems which store data and metadata ready for
dissemination, e) tools necessary for creation of outputs (special sw, DTP, etc.) incl. data
models for creation of reports and queries using COGNOS tools (ISIS). Project manager elaborates parts of the design determined in 1.b) – 1.e) in cooperation with unit providing dissemination, IT support and in relevant cases with unit providing methodological support.
2. Within the activity the project manager in cooperation with unit dealing with methodology of protection of confidential data also designs the way of protection of confidential data and of access to the data. The project manager follows the SOSR internal legal act on protection of confidential statistical data which defines confidential statistical data and determines when the statistical information or aggregates can be published, methods of confidential statistical data protection, the way and conditions of access to statistical microdata for scientific and research purposes.
3. In order to ensure data security, prevention of data leakage and of breaching statistical confidentiality the project manager follows the relevant SOSR internal legal act on protection of confidential statistical data, on information system security as well on reticence.
… etc.
Article 6 Consultation and understanding needs
1. Appointed employees of SMU:
1.1. in case of external signal / input consult the needs with the aim to understand the needs, in particular why the need emerged, where a how the statistical output will be used (what is the intended use of the output), how important is the use (creation of knowledge „I know why“); they consult the needs with external customers. It also applies in case of creator of national and EU legal acts (preferably before the act is approved and published).
1.2. in case of internal signal / input consult the needs with internal customer as determined in Article 6, para 1.1.
1.3. in case of own initiative and of needs not specified by customer - consult the needs with relevant permanent user groups, potential key customers or with other relevant bodies (Statistical Board ao.) or experts from science, research or universities.
2. Appointed employees of SMU consult with customer detailed understanding of the needs.
...etc.