Implementation Checklists

• Introductory sessions have been held explaining GSBPM 

• Each phase and sub-phase has been explained

• An example from statistical production has been mapped to GSBPM

 to show how it works i.e. doesn’t have to be linear, not every phase needs

 to be used

•  The implementation team has been made aware of the GSBPM.

•  A template has been made available for statistical producers to map   

 their processes to the GSBPM

•  A systematic mapping of statistical production processes has started

 in some business units/subject areas

•  The organisation has publicised GSBPM e.g. posters on walls, wikis,

internal communication, focus groups, external communication

• A corporate wide strategy for the use of GSBPM is in place

• A wide spread knowledge of GSBPM, its value and use has been

achieved across the entire organisation(e.g. training courses, workshops,

group work)

•  Statistical production processes have been documented/mapped

according to GSBPM in a standard way for the entire organisation

•  The mapping of statistical production processes to GSBPM is being

 used by management to improve business capabilities and standardisation.

•  Mapping to the GSBPM has resulted in more standardised production

 processes, methods and applications

• An action plan for improvements in production processes, methods and

applications has been created as a result of the use of GSBPM

• Introductory sessions have been held explaining GAMSO           

• Each activity area has been explained

• The three levels have been explained

• The relationship between GSBPM and GAMSO has been explained

• Stakeholders for the strategy and leadership activities are identified

 and any important missing activities (local extensions) are identified

• There is awareness that Capability development needs to be actively

managed

• Stakeholders who plan, develop, monitor and support capability

improvements are identified

• Stakeholders for each activity under corporate support are identifed

• Stakeholders for risk management and enterprise architecture

are identified

• The organisation has publicised GAMSO e.g. posters on walls, wikis,

internal communication, focus groups, external communication

•  A corporate wide strategy for the use of GAMSO is in place

•  A wide spread knowledge of GAMSO, its value and use has been

achieved across the entire organisation(e.g. training courses, workshops,

group work)

• GAMSO is used effectively across all activity areas from strategy

 and leadership to corporate support, capability development and statistical

production

• There is corporate support for standardised management of

business performance and legislation across activity areas /products /

phases

• There is corporate support for standardised management of

statistical methodology across activity areas /products /phases

• There is corporate support for standardised management of

quality across activity areas /products /phases

• There is corporate support for standardised management of

information across activity areas /products /phases

• There is corporate support for standardised management of

consumers and data suppliers across activity areas /products /phases

• Capability development has become an integral part of the

organisation and activities in this activity area are guided by GAMSO

• GAMSO is integrated fully into the organisation and is being used

for a wide range of activities including enterprise architecture and 

risk management

•  GAMSO is used for resource planning

• GAMSO is used for cost management

• Capability development is commonplace and used as the common

tool set in the organisation

• Introductory sessions have been held explaining GSIM

• Each GSIM group has been explained

• An example from statistical production has been mapped to GSIM

 to show how it works i.e. high-level information objects, not every

information object needs to be used and conversely not every internal

information object can be mapped

• The implementation team has been made aware of GSIM.

• A template has been made available for statistical producers  to

map internal information objects to GSIM information objects

• A systematic mapping of internal information objects has started in

some business units/subject areas

• The organisation has publicised GSIM e.g. posters on walls, wikis,

internal communication, focus groups, external communication

• A corporate wide strategy for the use of GSIM is in place

• A wide spread knowledge of GSIM, its value and use has been

achieved across the entire organisation (e.g. training courses,

workshops, group work)

• Guidelines for documenting/mapping information objects to

GSIM information objects have been drafted in a standard way for the

entire organisation

• Consistency of the mapping has been checked in areas where

GSIM was implemented

•  GSIM is used by management to direct future investment

towards areas of statistical production where the common need is

greatest.

• The use of GSIM has resulted in more standardised information

models, methods and applications

• There is a systematic mapping from GSIM to implementation

  standard through standardised tools (e.g SDMX / DDI profiles)

• An action plan for improvements in information systems, methods
• and applications has been designed as a result of the use of GSIM

• Plans are designed to increase standardisation in information

systems, methods and applications as a result of a corporate use of

GSIM

• Introductory sessions have been held explaining the CSPA objectives
  and describing the various material supporting it.

• There is already a good understanding of the GSBPM and especially
  the GSIM in the organisation.

•  The "separation of concerns" and the related CSPA "perspectives"
  have been explained.

• The GSBPM and the GSIM are already at a corporate implementation
  stage (at least) in the organisation.  

• The Architects (Enterprise, Business, Information, Technology) within

the organisation have been made aware of CSPA. This is to ensure

that CSPA starts being used in development projects. 

• The organisation has publicised CSPA e.g. posters on walls, wikis,
  internal communication, focus groups, external communication

•  A corporate wide strategy for the use of CSPA, including the
• CSPA-LIM, is in place

•  A wide spread knowledge of CSPA and the CSPA-LIM, its value and
  use has been achieved across the entire organisation (e.g. training 
  courses, workshops, group work)

• CSPA and the CSPA-LIM are used to support the development,

sharing and reuse of Statistical Services within the organisation

• CSPA is perceived as an important part of business operations/
  management, delivering value across the organisation.

•  CSPA is well understood, integrated into business processes and
  practices and used in a consistent manner across the organisation. 

• CSPA is used to support the development, sharing and reuse of

Statistical Services across statistical organizations

• The organisation has contributed one or more CSPA services to the

CSPA Service Catalogue

• The organisation updates the Investment Catalogue at least once a

year

• The organisation checks the Capability Catalogue before developing
  new Statistical Services in-house