Self-assessment criteria for GAMSO (excluding Production= GSBPM)
GAMSO aims to provide a common vocabulary and framework to support international collaboration activities, particularly in the field of modernisation. While individual collaborations typically focus on modernising a particular aspect of production (as described by the GSBPM), statistical production occurs within a broader context of corporate strategies, capabilities and support. GAMSO helps to place collaboration in the wider context.
Some expected uses of GAMSO are listed below. They show that the target audience for this model will vary according to use from top management to experts:
- As a basis for resource planning within a statistical organisation
- As a basis for the measurement of costs of producing official statistics in a way that can be compared between organisations
As a tool to help assess the readiness of organisations to implement different aspects of modernisation, in the context of a proposed "Modernisation Maturity Model"2
- To support risk management systems
- To support the development and implementation of enterprise architectures, including components such as capability architectures
- To help to measure and communicate the value of statistical modernisation activities across an organisation.
Ready for testing
Reviewed Proposal for GAMSO (excluding Production= GSBPM)
Proposers: Jenny, Marina
Reviewer: Batia, Remi
Levels Dimensions | Initial | Pre
| Early
| Corporate | Mature | |
|---|---|---|---|---|---|---|
| Business | A few individuals are becoming interested in the potential business value of using GAMSO. The organisation as a whole is unaware of GAMSO | Use of GAMSO is basic and limited to a few individuals. Parts of the organisation are becoming interested in the potential business value of GAMSO | Use of GAMSO is spreading, but practise varies between individuals and across business units. Some individuals and business units are referring to the overarching phases in GSBPM. | A corporate-wide programme/strategy for use of GAMSO is in place. There is a widespread awareness of GAMSO and a consistent approach to it's use across the organisation | GAMSO is perceived as an important part of business operations/management, delivering business value. GAMSO is well understood, integrated into business processes and practices and used in a consistent manner across the organisation. | |
| Methods | Methods are developed on an as needed basis for a particular activity area / product/ process. A few individuals are becoming interested in the potential value of planning, developing, monitoring and supporting methods for more than one activity area/ product/ process The organisation as a whole is unaware of this potential. There is little corporate support for managing methods | Individuals are developing methods to be used in several activity areas/ products/ processes Some business units are becoming interested in the potential value of managing methods as corporate capability elements. There is some corporate support for managing methods. | Methods (e.g. statistical methodology and quality) are being developed and used in more than one activity area/product/process, but consistent implementation is lacking There is corporate support for managing methods | There is a corporate strategy for managing Methods (e.g. statistical methodology and quality, IT methods, process methods e.g. data collection methods and any other methods) as corporate capability elements
|
Management of methods is an integral part of the corporate policy, and is performed efficiently and effectively, regularly assessed and improved | |
| Information | Information is created on an "as needed" basis for a particular activity area / product/ process A few individuals are becoming interested in the potential value of planning, developing. monitoring and supporting information for more than one activity area, product or process. The organisation as a whole is unaware of this potential | Individuals are developing information resources to be shared and used in several activity areas/products /phases. Some business units are becoming interested in the potential value of managing product/process information as corporate capability elements. There is some corporate support for managing product/process information. | Information resources are being developed and used in more than one product/ process/ activity, but practice varies across the organization. There is corporate support for standardised management of information across activity areas/ products /phases. | There is a corporate strategy for managing information as corporate capability elements. GSIM is used to describe and manage information objects in statistical processes. | Management of information is performed efficiently and effectively, regularly assessed and improved. | |
| Applications | A few individuals are becoming interested in the potential value of planning, developing. monitoring and supporting applications for more than one activity area, product or process. There is little corporate support for managing applications | Some business units are becoming interested in the potential value of managing applications as corporate capability elements. There is some corporate support for managing applications | Common and shared applications are being developed and used in more than one product/ process/ activity, but in an inconsistent manner across the organization. There is corporate support for the management of applications. | There is a corporate strategy for managing applications as corporate capability elements | Management of applications is performed efficiently and effectively, regularly assessed and improved according to the corporate strategy | |
| Technology | A few individuals are becoming interested in the potential value of managing technology as a corporate There is little corporate support for managing technology | Some business units are becoming interested in the potential value of managing technology as a corporate capability element. There is some corporate support for managing technology | Technology is being used in more than one product/ process/ activity, but practise varies across the organization. There is corporate support for the management of technology | There is a corporate strategy for managing technology as a corporate capabiility element. | Technology, as a corporate capability element, is seen as an important part of business operations/ management, delivering value across the organisation. Technology, as a corporate capability element, is well integrated into business processes & practices |
EARLY DRAFT VERSION
Participants: Batia, Jenny, Marina
Challenges and questions:
- What is mature implementation of an international standard for a Statistical organisation? Is it to contribute experiences to the further development of the standard?
- Difiicult to find text in GAMSO (the black tet under) that is relevant for every cell.
- In a mature organisation there are no traditional Applications, just components and services, perhaps in the cloud... Need a definition for Applications Dimension that covers traditional to future.
Colour coding for text: Deep Purple - TDWI, Light Purple - derived from TDWI, Dark blue - CSPA MM, Green - suggestion from Jenny, Black - from GAMSO, Pink - EIM
Levels Dimensions | Initial | Pre-implementation | Early implementation | Corporate implementation | Mature implementation |
|---|---|---|---|---|---|
| Business | Management are largely unaware of or uninterested in GAMSO A few individuals are becoming interested in the potential business value of GAMSO | Organisation is becoming aware of GAMSO and recognising potential usefulness Individuals are beginning to gain knowledge of GAMSO. Implementation is basic and limited to a few individuals. It is not easy to develop or automate new business processes. | Management sponsorship Pockets of understanding of GAMSO emerging Individuals/single business units/single departments using GAMSO in practise Use of GAMSO is spreading but use is inconsistent across organisation Corporate-wide strategy for use of GAMSO not in place | Formal programme / strategy for use of GAMSO across organisation Widespread awareness of GAMSO Unified approach to use of GAMSO across organisation Business capability has been analysed in detail and broken down into business services residing within a business architecture that ensures that services will inter-operate at the business level. It is now possible to construct a business process utilising services not by bespoke development, but by the use of a business process modelling language. This can be done at design-time with the support of BAs (business analysts), designers and developers | Full management buy-in – GAMSO is an important part of business operations / management GAMSO is well understood across organisation GAMSO is embedded in organisation business processes & practices GAMSO is delivering business value |
| Methods | A few individuals are becoming interested in the potential value of Capability Management in GAMSO
| Individuals are beginning to gain knowledge of Capability Management in GAMSO. The organisation is aware of what methods are being used, but there is little common use of methods across the organisation. | Common methods are used, but each statistical program (statistical survey, statistical domain, statistical line of business) implements them in their own processes (no central use, not controlled). | Statistical methodology activities are managed at the corporate support level including
Methods are singular purpose with clear separation of concerns and are expressed at a business level using canonical descriptions. | Methods are able to be tuned to client requirements.
|
| Information | Individual parts of the organisation are developing their own capabilities and activities independently, with no integration of information Policies, guidelines and standards regarding information management and governance do not exist. The organisation has some awareness about information management.
| Guidelines regarding information management and governance exist in some parts of the organisation. Some parts of the organisation are aware of information standards and are supporting the development and use of information management systems Business and IT leaders react favourably to the demand for consistent, accurate and faster information across key business units.
| Policies, guidelines and standards regarding information management and governance exist, but are not practised consistently across the whole organisation. Information management systems exist but are not used by the Whole organisation. Senior management recognises information as a strategic asset. The organisation has implemented significant portions of EIM, including a consistent information infrastructure.
| Information is managed as a corporate asset Manage information and knowledge at the corporate support level including:
Senior management exploits information to create more value and increase efficiency.
| Policies, guidelines,standards and systems for information management are shared internationally |
| Applications | Individual parts of the organisation are developing their own capabilities and activities independently, with no integration of applications. Applications are developed on a silo-basis. There are no corporate Applications Monolithic applications | Parts of the organisation are co-operating in the design of applications.
Layered applications | Silos have been analysed and broken down into component parts, with a framework in which they can be developed into new processes and systems. Components interface through defined interfaces, but are not loosely coupled. Business and IT applications are discrete and re-usable, but are often replicated and redundant.
|
Emerging Service Oriented Architecture (SOA) | Business and IT applications are designed and built as business and IT services to be shared internationally.
Service Oriented Architecture |
| Technology | Individual parts of the organisation are developing their own capabilities and activities independently, with no corporate choice of technology | Technologies have been put in place to communicate between the silos. Connections may require bespoke code/adapters, leading to a difficult to manage and complex environment.
| IT components are discrete and re-usable, but are often replicated and redundant.
| Capabilities are exposed via loosely coupled services Technical services use open standards and are independent of technology. Technology resources and solutions activities are managed at a corporate level. These activities include management of
| IT assets and services are shared internationally.
|
2 Kommentare
Marina Signore sagt:
Few comments that I have reading the proposals from Jenny are:
It is a little bit difficult to fill in a table without having defined what the level are and what dimensions are (I mean precise definitions) but I guess that we will adapt definitions as we proceed on this work.
- the dimension "Business" is the less clear to me: it seems like it is the same of GAMSO as a whole....But then what happens with the other models?
- the dimension "Methods" is the clearer to me but maybe we could add something for the level "mature implementation"
- quality management is missing as a concept (while metadata and data are mentioned in the dimension "Information") maybe we could add it to the dimension "methods"
Looking forward to our discussion during the meeting
Marina
Essi Kaukonen sagt:
Some comments here, as I will not be able to join the meeting tomorrow...
More generally about the harmonization: In the end we could aim at having same issues for different standards in the same abstaction level and in the same order in certain cells? The abstaction level seems to be differing especially for Methods dimension? We could also decide commonly about certain issues? For example, management's opinion is possibly a bit alike for all standards. So, why not check that same kind of issues are taken into account in the same level? (in Business dimension, I suppose)?
Here in GAMSO I see the same problem I had personally with GSIM. For instance, in the Information dimension at the Mature level things are mentioned which can be true, at least in principle, for an organisation who is or is not using GAMSO. (Perhaps some other model istead?).Could this problem be handled some way? Or, is it a problem?
Last, about standards' interplay. How could that be checked at a certain point?
Have a fruitful meeting!
Essi