Update on the Impact of Corporate Business Architecture on IT at StatCan 2011 MSIS Meeting Karen...
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Transcript of Update on the Impact of Corporate Business Architecture on IT at StatCan 2011 MSIS Meeting Karen...
Update on the Impact of Corporate Business
Architecture on IT at StatCan
2011 MSIS MeetingKaren Doherty
May 2011
2011-05-23Statistics Canada • Statistique Canada2
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
2011-05-23Statistics Canada • Statistique Canada3
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
2011-05-23Statistics Canada • Statistique Canada4
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
2011-05-23Statistics Canada • Statistique Canada5
StatCan Business Process Model
2011-05-23Statistics Canada • Statistique Canada6
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
2011-05-23Statistics Canada • Statistique Canada7
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)
2011-05-23Statistics Canada • Statistique Canada8
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)
IT Delivery – Pre-consolidation
2011-05-23Statistics Canada • Statistique Canada9
IT Org – Post-consolidation
2011-05-23Statistics Canada • Statistique Canada10
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
2011-05-23Statistics Canada • Statistique Canada11
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
2011-05-23Statistics Canada • Statistique Canada12
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
2011-05-23Statistics Canada • Statistique Canada13
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
2011-05-23Statistics Canada • Statistique Canada14
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
2011-05-23Statistics Canada • Statistique Canada15
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
2011-05-23Statistics Canada • Statistique Canada16
2011-05-23Statistics Canada • Statistique Canada17
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
2011-05-23Statistics Canada • Statistique Canada18
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