Ready for testing
Reviewed Proposal for GSBPM
Reviewer: Jenny
Proposers: Christina, Remi, Colin
Self-assessment criteria for GSBPM
Levels Dimensions | Initial | Pre-implementation | Early implementation | Corporate implementation | Mature implementation |
Business | No standard business process descriptions/ definitions are in use across the organisation’s statistical domains. Different business processes are followed by different individuals undertaking the same tasks. Projects/statistical programs exist in isolation, There is little or no business process coordination. A few individuals are becoming interested in the potential business value of the GSBPM, but the organisation as a whole is unaware of the GSBPM. | Use of the GSBPM is basic and limited to a few individuals. Some business units are becoming interested in the potential business value of GSBPM and investigate how adopting the GSBPM as a reference standard could assist standardisation activities. Dissemination/ communication activities are carried out in some statistical domains to demonstrate the benefits of using the model | Use of GSBPM is spreading, but practice varies between individuals and between business units Some business units are documenting/ defining existing statistical production processes using the GSBPM phases/sub-processes. GSBPM phases/ sub-processes are being used for generic project/ statistical program scoping and planning. | A corporate-wide programme/strategy for use of GSBPM for managing statistical production processes is in place. Management uses GSBPM as a framework for all planning of statistical production Organisation standardises and describes procedures for all GSBPM phases and sub-processes in a consistent manner | Management uses GSBPM systematically and regularly for managing and improving business capabilities and services. Organisation has widespread expertise and familiarity with the use and application of the GSBPM. It is the reference framework for all statistical production. GSBPM based responsibilities are shared between job positions and are described in job descriptions. |
Methods | No common approaches regarding the development and use of methods Methods are identified and defined with no reference to GSBPM A few individuals are becoming interested in the potential value of mapping/documenting methods per GSPBM phase | A few individuals are mapping/ documenting existing methods per GSPBM phase/sub-process Some business units are becoming interested in the potential value of mapping/ documenting existing methods per GSPBM phase in order to improve coherence and consistency of the statistical production processes. New methods are developed with reference to GSBPM phases. | Individuals and business units are mapping/ documenting new and existing methods per GSPBM phase/sub-process, but the practise varies, A corporate wide strategy to use GSBPM to map/document methods per phase/sub-process is not in place | There is a widespread awareness of the use of GSBPM to map/ document new and existing methods per phase/sub-process and a consistent approach is adopted across the organisation to carry this out.
| Methods are standardised and optimised within the GSBPM and extensively re-used This standardization facilitates inter-institutional collaboration efforts. The use of GSBPM to map/document methods per phase/process is an important part of methods management and delivers value by identifying duplication and potential for reuse Mapping/documenting methods to GSBPM phases/sub-processes is well understood and applied in a consistent manner |
Information | No standardised way of defining information objects (data and metadata) with reference to their use in GSBPM. No integration of information | Identification and classification of information objects by GSBPM phase carried out for one or two statistical domains in order to improve consistency in information objects being used/referred to in the different sub-processes
| New projects adopt standard methods of classifying information object use and terminology by GSBPM phase and sub-process Existing applications have a varied practise regarding mapping of information objects by GSBPM phase and sub-process | Information objects used within the organisation are mapped to the GSBPM sub-processes, and the changes to information objects through the sub-processes are well defined | Information object usage and nomenclature is harmonised/standardised across the organisation, with GSIM in routine use as the basis for describing and defining information objects. The reuse of information objects is maximised wherever possible |
Applications | Applications are developed without reference to GSBPM Applications are developed stand-alone, at silo level, without reference to common statistical processes across the organisation. Every statistical program has its own production system, with little coordination between the programs Common problems are solved in different ways. | Examination of existing applications where they map to GSBPM phases, in order to facilitate a higher degree of standardisation Applications are mapped within one or more GSBPM phases | Specifications for new application scope start to be defined by GSBPM phases or processes Adoption of plan for the implementation of GSBPM, setting the priorities for the improvement and development of activities Applications are mapped to GSBPM phases and sub-processes. | Using GSBPM to define statistical function and system development mapping for all existing applications, and as a basis for all new application development. Monitoring and coordination of the implementation plan of GSBPM Use of a Service Catalogue to manage service components | All the applications are mapped at component level to GSBPM sub-processes, or lower; Service Catalogue is used across the piece to monitor/maintain all the components of the organisation's statistical production systems.
|
Reviewed Proposal including Technology Dimension
Levels Dimensions | Initial | Pre-implementation | Early implementation | Corporate implementation | Mature implementation |
|---|---|---|---|---|---|
| Business | No standard business process descriptions/definitions are in use across the organisation’s statistical domains. Different business processes are followed by different individuals undertaking the same tasks. Projects/statistical programs exist in isolation, There is little or no business process coordination. A few individuals are becoming interested in the potential business value of the GSBPM The organisation as a whole is unaware of the GSBPM. | Use of the GSBPM is basic and limited to a few individuals. Some business units are becoming interested in the potential business value of GSBPM and investigate how adopting the GSBPM as a reference standard could assist standardisation activities. Dissemination/ communication activities are carried out in some statistical domains to demonstrate the benefits of using the model | Use of GSBPM is spreading, but practise varies between individuals and between business units Some business units are documenting/ defining existing statistical production processes using the GSBPM phases/sub-processes. GSBPM phases/sub-processes are being used for generic project/statistical program scoping and planning. | A corporate-wide programme/strategy for use of GSBPM for managing statistical production processes is in place. Management uses GSBPM as a framework for all planning of statistical production Organisation standardises and describes procedures for all GSBPM phases and sub-processes in a consistent manner | Management uses GSBPM systematically and regularly for managing and improving business capabilities and services. Organisation has widespread expertise and familiarity with the use and application of the GSBPM. It is the reference framework for all statistical production. GSBPM based responsibilities are shared between job positions and are described in job descriptions. |
| Methods | No common approaches regarding the development and use of methods Methods are identified and defined with no reference to GSBPM A few individuals are becoming interested in the potential value of mapping/documenting methods per GSPBM phase | A few individuals are mapping/ documenting existing methods per GSPBM phase/sub-process Some business units are becoming interested in the potential value of mapping/ documenting existing methods per GSPBM phase in order to improve coherence and consistency of the statistical production processes New methods are developed with reference to GSBPM phases. | Individuals and business units are mapping/ documenting new and existing methods per GSPBM phase/sub-process, but practise varies, A corporate wide strategy to use GSBPM to map/document methods per phase/sub-process is not in place | There is a widespread awareness of the use of GSBPM to map/ document new and existing methods per phase/sub-process and a consistent approach A corporate wide strategy to use GSBPM to map/document new and existing methods per phase/ sub-process is in place. | Methods are standardised and optimised within the GSBPM and extensively re-used This standardization facilitates interinstitutional collaboration efforts The use of GSBPM to map/document methods per phase/process is an important part of methods management and delivers value Mapping/documenting methods to GSBPM phases/sub-processes is well understood and applied in a consistent manner |
| Information | No standardised way of defining information objects (data and metadata) with reference to their use in GSBPM No integration of information | Identification and classification of information objects by GSBPM phase carried out for one or two statistical domains in order to improve consistency in information objects being used/referred to in the different sub-processes
| New projects adopt standard methods of classifying information object use and terminology by GSBPM phase and sub-process Existing applications have a varied practise regarding mapping of information objects by GSBPM phase and sub-process | Information objects used within the organisation are mapped to the GSBPM sub-processes, and the changes to information objects through the sub-processes are well defined | Information object usage and nomenclature is harmonised/standardised across the organisation, maximising reuse of data and metadata objects wherever possible |
| Applications | Applications are developed without reference to GSBPM Applications are developed stand-alone, at silo level, without reference to common statistical processes across the organisation. Every statistial program has its own production system, with little coordination between the programs Common problems are solved in different ways. | Examination of existing applications where they map to GSBPM phases, in order to facilitate a higher degree of standardisation Applications are mapped within one or more GSBPM phases | Specifications for new application scope start to be defined by GSBPM phases or processes Adoption of plan for the implementation of GSBPM, setting the priorities for the improvement and development of activities Applications are mapped to GSBPM phases and sub-processes | Using GSBPM to define statistical function and system development mapping for all existing applications, and as a basis for all new application development. Monitoring and coordination of the implementation plan of GSBPM Use of a Service Catalogue to manage service components | All the applications are mapped at component level to GSBPM sub-processes, or lower; Service Catalogue is used across the piece to monitor/maintain all the components of the organisation's statistical production systems |
| Technology | No mapping of technology resource allocation by GSBPM phases. Hardware/software are procured/implemented at silo level, leading to hardware/software proliferation | Technology resource allocation is mapped for one or more GSBPM phases. Hardware/software are procured/implemented at GSBPM phase level, leading to less hardware/software proliferation | Technology resource allocation is mapped for for all GSBPM phases. Technology resource allocation is mapped for all sub-proceses in one or more GSBPM phases | Technology resource allocation is mapped for all GSBPM phase and sub-process; Development of common interfaces, in order to enable re-use of data and metadata across the whole organisation | The hardware and software is optimised to the requirements and demands of the statistical business processes. |
Proposers: Christina, Remi, Colin
Levels Dimensions | Initial | Pre-implementation | Early implementation | Corporate implementation | Mature implementation |
|---|---|---|---|---|---|
| Business (management) | Top and Senior management is unaware or uninterested in GSBPM business value. | Top and Senior management begins to recognize the value added for the application of GSBPM. Commences dissemination/ communication activities to business domains to demonstrate the benefits of using the model | Supportive Top and Senior management, (clear mandate for the implementation of GSBPM). | Top and Senior Management uses GSBPM as a framework for defining and scoping business capability and business services. | Top and Senior Management uses GSBPM systematically and regularly for managing capabilities and business services. |
| Business (standardization) | No standard business process model definitions in use. Ad hoc approaches applied on case-by-case basis. Lack of common process terminology in use across the organisation’s statistical domains. Similar procedures followed by different individuals undertaking same task. | Organisation adopts the GSBPM business process model as a standard, in order to use it as a framework to facilitate a higher degree of standardisation | Start documenting/ defining existing business processes using the model as a framework Development of a plan for standardised and documented procedures | Organisation has started to standardise ja describe procedures for all GSBPM sub-processes | Organisation has widespread expertise and familiarity with the use and application of the model, and is the reference framework for all statistical activity. GSBPM based responsibilities are shared between job positions and are described in job descriptions. Organisation has standardised ja described procedures for all GSBPM sub-processes Statistical activities are harmonised to the statistical process model – business functions are standardised to the model |
| Business (planning) |
Statistical programs exist in isolation - little or no coordination between statistical programs | ? | High level model starts to be used for generic project/programme scoping and planning; | Process Model is used as a framework for all corporate work planning | Process Model is used for identification and planning of improvement activities. |
| Methods | No common approaches regarding methodology Methods identified and specified with no reference to specific process model phases | Carrying out an examination of existing methods, mapping to GSBPM phases and/or sub-processes
| New or common methods, tools and approaches are identified and defined within the context of particular GSBPM phases, in order to improve coherence and consistency of the statistical production processes | Existing and new methods are defined using the lower level processes and sub-processes of the model
| Methods are standardised and described within the model framework sub-processes, and extensively re-used
|
| Information | No standardised way of defining information objects (data and metadata) and their use in different stages of the production process No integration of information | Initial identification and classification of information objects by phase or process carried out for one or two statistical domains Evaluation of the functionality in relation to the needs of the survey
| New projects adopt standard methods of classifying information object use and terminology by GSBPM process
| Information objects used within the organisation are mapped to the GSBPM phases, and the changes to information objects through the phases are well defined | Information object usage and nomenclature is harmonised/standardised across the organisation, maximising reuse of data and metadata objects wherever possible |
| Applications | Applications developed without reference to standardised process model; Applications developed stand-alone, silo-ed, without reference to common statistical processes across the organisation - every survey has its own production system, with little coordination between the surveys Common problems are solved in different ways
| Examination of existing applications where they map to GSBPM phases/high-level processes, in order to facilitate a higher degree of standardisation
| Specifications for new application scope start to be defined by GSBPM phases or processes Adoption of plan for the implementation of GSBPM, setting the priorities for the improvement and development of activities | Using GSBPM to define statistical function and system development mapping for all existing systems, and/or as a basis for all new system development. Monitoring and coordination of the implementation plan of GSBPM Start to use a Service Catalogue to manage service components | All the applications are mapped at component level to GSBPM sub-processes, or lower; Service Catalogue is used across the piece to monitor/maintain all the components of the organisation's statistical production systems |
| Technology | No specific mapping of classification of technology to process phases. Technology implementation carried out by demand satisfying individual, isolated, requirements Hardware/software procured/implemented at silo level, leading to hardware/software proliferation | Examination of current allocation of technology resource to statistical production systems (may be dedicated silo-specific hardware and software) | Commence mapping of existing tech resource to GSBPM phases/processes
| Technology resource allocation mapped by GSBPM phase, process, or sub-process; Statistical processes mapped onto specific hardware and software components, Development of common interfaces, in order to enable re-use data and metadata objects | The hardware and software is optimised to the requirements and demands of the statistical processes; utilisation of ‘cloud’ resource, allowing flex up or down depending upon demand Transformation to an interactive production environment in the organisation |
6 Kommentare
Remi Prual sagt:
We must draw a clear line between applications and technology, actually between all dimensions. Some sort of descriptions of dimensions would be very helpful on Proposals for Levels and Dimensions for example.
Essi Kaukonen sagt:
How could the standards interplay be decribed?
-Should GSIM be mentioned here in the Information dimension or not? The information objects mentioned here could be GSIM-based or not?
-Should CSPA and GSIM be mentioned in the application dimension or not?
Jenny Linnerud sagt:
See Notes of Meetings
"Next Meeting 12th April CET 13:00 - 15:00
Draft Agenda
1 Definitions of Levels and Dimensions (Jenny & Guillaume)"
for latest proposal
Colin Bowler sagt:
I have added some further criteria, and amended some existing, for discussion, and marked them in red .....
Remi Prual sagt:
Yes Essi, I think that GSIM should be mentioned in the information dimension. CSPA should be mentioned in the application dimension, not so sure about mentioning GSIM in the application dimension at the moment. Needs futher discussions definately.
Jenny Linnerud sagt:
At what Maturity Level should CSPA be mentioned for Applications Dimension in the GSBPM MMM?