IT and the Business – the CSO experience MSIS 2009 - Oslo Margaret McLoughlin & Joe Treacy Central...
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Transcript of IT and the Business – the CSO experience MSIS 2009 - Oslo Margaret McLoughlin & Joe Treacy Central...
IT and the Business – the CSO experience
MSIS 2009 - Oslo
Margaret McLoughlin & Joe Treacy
Central Statistics OfficeIreland
Central Statistics Office, Ireland 2
Key issues in this paper
Governance
Change Management
Application of corporate standards
Lessons learnt for future enterprise initiatives
… In the context of NSI culture
Central Statistics Office, Ireland 3
About the CSO…
60 years old in 2009 (Anniversary event – 3 June)
About 900 persons work in CSO 750 full-time equivalent
Office locations in Dublin and Cork140 professional statistical staff
Big increase in recent years
IT divisions – total of about 70 staff Some IT functions in other parts of organisation e-Government Census of Population
Central Statistics Office, Ireland 4
Our IT Organisation – “ a loose federation”
Central Statistics Office, Ireland 5
Statement of Strategy 2008-2010- Strategic issues for CSO
Corporate Priority Areas More statistical outputs – scope, quality, timeliness
Developing the Irish Statistical System
Reducing response burden
IT and e-Government
Skills; Training; Efficient work practices
European Statistics Code of Practice
Changing economic climate - pressure on resources
Strategic review being completed by CSO management demand for IT application development
to support organisational change
Central Statistics Office, Ireland 6
CSO’s organisational culture
Professional statistical group was small Cohort of senior / top managers – most recruited in 1970s
“Brain drain” imminent! Need to plan for continuity.
Culture and communications in a small organisation Informal
Based on personal networks more than on formal management processes
Effective in “getting things done”
CSO has grown – especially in past 10 years More staff overall
More professional statistical and IT staff
Projects are more complex than in the past
Central Statistics Office, Ireland 7
Implementing corporate standards to support a larger organisation
Corporate Data Model (CDM) Statistical data an important asset of NSI
Management of that asset at each stage of the production cycle
Conceptual basis for corporate Data Management System
Professional standards for IT services CMM – application development
ITIL – service delivery (from 2007)
Central Statistics Office, Ireland 8
Corporate IT Projects- Enterprise applications and systems
Data Management System (DMS) Corporate databases for statistical data
Central processing applications
Reduction in “islands” of data and processing
Went live – September 2007
SAS Enterprise BI migration Migration of 200+ PC SAS users during 2009
Enterprise rather than desktop system
Greater control & standardisation of end-user computing
Central Statistics Office, Ireland 9
Paths to IT service delivery
ITIL = the official way
In practice, users take many routes to get IT services
… often bypassing corporate standards …
Central Statistics Office, Ireland 10
Moving beyond the status quo- Driving and Restraining Forces
Advancing a corporate vision – enterprise-wide systems
Behaviours which drive or restrain the achievement of a goal:
Driving forces often “top-down”
Reflect corporate benefits
Don’t acknowledge individual cost or effort
Restraining forces often involve individual behaviour Benefits not obvious at individual level
Time taken to realise benefits
Costs & effort are more visible
Need to get balance right: encourage achievement of shared vision.
Central Statistics Office, Ireland 11
How quality assurance can help
European Statistics Code of Practice
Principle 4 – Quality Commitment
Principle 7 – Sound Methodology
Principle 12 – Accuracy and Reliability
Quality assurance of the IT aspects of statistical production
End-user computing - particular quality assurance issues
Spreadsheets – managing the risks
Central Statistics Office, Ireland 12
IT and the Business- Future lessons for CSO’s IT Strategy
Governance: Build on implementation of ITIL Not an “extra layer” – integrate with existing decision making and management systems
Assign new customer service roles within IT
Establish Business Intelligence Competency Unit Business analysts
Dialogue between IT and the Business
Work with our organisational culture Power users
Communications / networking
“Champion” the governance process.
Central Statistics Office, Ireland 13
End of Presentation
Any questions?