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


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


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)


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


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


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


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


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


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


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


Human resources mgnt

planning

recruitment, selection, termination

training and development

appraisal – performance evaluation

rewarding



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


Infrastructure, work environment, purchasing mgnt

work environment, purchasing

assets mgnt

support services



Financial mgnt

creation of financial resources (state budget, outside of the state budget)

realisation of expenditures, mgnt of income

accounting & statistics


***


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


Risks, together with What if analysis and measures are in annex to the QM; Responsibility: process owner; Administrator: QM


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


It relates to implementation of „big“ changes – improvements, i.e. strategy implementation,

implementation of development projects; Responsibility: project manager


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


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)


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)


OK OKbroader

OK info+deci-sion flow

Description of VAP - Production of statistical outputs –

based on GSBPM


DESCRIPTION OF VAP – PRODUCTION OF STATISTICAL OUTPUTS

... from description based on 4 subprocesses

2004 - 2014

... to description based on GSBPM 8 subprocesses

2015 - present


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


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


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 -


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


SME_XX_2015_1_Specifikacia potrieb_F_1_EN.doc

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


Integrated production as much as possible

- avoiding stove pipes -

Effective production

- meeting requirements at optimal costs


Thank you

for your attention



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


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.


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.).


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.

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