TurkStat’s experiences on mapping business processes using … · 2018. 6. 19. ·...

TURKISH STATISTICAL INSTITUTE

Strategic Management Seminar

Tiran, July 2018

TurkStat’s experiences on mapping business processes using GAMSO

TURKSTAT



Tiran, July 2018

Contents

1. TurkStat work on business process management2. Administrative and supporting business processes3. Challenges4. Example 5. Conclusions



Tiran, July 2018

1. TurkStat work on business process management

• Business process modelling studies have been initiated in 2011

• The work was done in two stages

– Statistical business process modelling

– Non-statistical business process modelling



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1. TurkStat work on business process management(con’t)

• System includes approximately 500 statistical products and non-statistical supporting services

• Products/services are classified according to CSA (Classification of Statistical Activities)

• All products are listed according to their data sources

TÜİK Ürün Hizmet ve Faaliyet Sınıflaması_03042018.xlsx



Tiran, July 2018


• Statistical business processes and non-statistical processes were transferred to the program and mapped to reference model

• All the standards and conventions are documented as “User conventions handbook”



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The program coversstatistical businessprocesses includingthe end to endstructure, and allproducts and servicesclassified according toCSA.



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2. Administrative and supporting processes

• Initiated in 2015

•TurkStatActivity Model inspired from APQC's-PCF andGAMSO

TurkStat Activity Model

A. Vision and Strategy Development

ProductionTurkStatGSBPM

B. Financial Resources Management

C. Human Resources Management

D. Support Services Management

E. External Relations Management

F. Public Relations Management

G. Legal Affairs Management

H. Information Technology Management



Tiran, July 2018

3. Challenges on mapping the processes• Overlaps with Capability Management,

Corporate Support and Strategy & Leadership inGAMSO

• “Manage statistical methodology”, “Manage quality” “Manage information and knowledge” in corporate support is directly related with the statistical production processes

• Manage quality 3.10 has overlaps with the overarching processes in GSBPM



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3. Challenges on mapping the processes (con’t)

• “Manage” were used every level of GAMSO and this made the model complicated and incomprehensible



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4. Example on mapping the processes

Internal Audit Internal Control Crisis managementPlan, Program, Decision and

Legislative Monitoring

Strategic Planning and

Implementation

Execution of internal audit

preparations

Establishment and operation of

internal control system

Monitoring activities carried out

under external audit Performance Program

Fulfillment of internal audit

Monitoring compliance with

internal control standards Monitoring Action Plans Strategic Plan

Risk Management Activity report Sub-Strategy Documents

Unit Activity Report Institutional Strategic Plan

Institutional Activity Report

Decision and Legislative

Monitoring

Performance Monitoring

Unit Performance Monitoring

Institutional Performance

Monitoring

Monitoring Strategic Plan and

Sub-Strategy Documents

Vision and Strategy Management



Tiran, July 2018

5. Conclusions

• Over-arching GSBPM processes have a cross-cutting nature and influence GAMSO in different layers

• The process flow structure in GSBPM may not be adopted to the GAMSO

• There should not be any overlaps between twomodels like methodology, metadata or statistical quality



Tiran, July 2018

Bilge ÇORUMLU

[email protected]

mailto:[email protected]

TurkStat’s experiences on mapping business processes using … · 2018. 6. 19. ·...

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