Transcript The CSO’s IT Strategy 2010-2012 – using the GSBPM to support good governance MSIS 2010 – Daejeon 26-29 April 2010 Joe Treacy Central Statistics Office Ireland.

The CSO’s IT Strategy 2010-2012
– using the GSBPM to support good governance
MSIS 2010 – Daejeon
26-29 April 2010
Joe Treacy
Central Statistics Office
Ireland
In this paper
Inputs to the CSO’s IT Strategy 2010-2012
Key features of the strategy
Putting the GSBPM at the heart of the strategy
How we are using the GSBPM to influence
corporate strategy and culture
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Inputs to the CSO’s IT Strategy
Users’ concerns and priorities for IT
Strategic review of CSO in 2009
Plan for Business and Organisational Development
Lessons from DMS project
Generic Data Management System (DMS)
Ambitious and far-reaching project
Organisational culture
Informality
Taking “ownership”
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Users’ concerns and priorities for IT
Uncertainties about DMS project
Capacity of CSO IT to maintain and develop DMS
Capacity to meet new business requirements
Not enough support for end-users
Technical support for end-user statistical software
Policies, standards, training
Demand for upgraded desktop & groupware tools
Need for better communications by IT
Decision making processes (governance) perceived
to be difficult
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Plan for Business and Organisational Development
CSO’s potential to deliver on corporate objectives
Statistical outputs; response burden; cost
Co-ordination of Irish Statistical System
Internal co-ordination
Re-organisation:
Business and household surveys – process model
Large Cases Unit – single point of contact
Administrative Data Centre – greater use of administrative sources
IT:
Wide range of IT requirements arising from plan
Re-organisation within IT: System User Support Team & Web
Development
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Lessons learned from DMS project
Data Management System (DMS)
Project began in November 2003
System went live in September 2007
Reviewed in 2009
Outcome of review
DMS project has delivered a solid platform for capturing and
processing statistical data
But: far-reaching project – full ambitions not realised
Input to IT Strategy
DMS is a strategic system – support and develop to meet new needs
Consolidate our statistical IT applications
Implement new developments on a small scale – need faster benefits
realisation
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CSO’s organisational culture
Culture and communications in a small organisation
Informal
Based on personal networks more than on formal
management processes
Flexible - “gets things done”
But at a cost ...
ad-hoc solutions; sub-optimal decisions
Informal management culture not sustainable
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CSO’s IT Strategy 2010-2012
- key features
Applications – Support and Development
Business-driven
Developments we undertake will reflect business
demands
Consolidate existing applications architecture
Develop in small projects
Early benefits realisation (ROI)
DMS is core strategic application for data capture
and processing
Develop in line with business needs
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CSO’s IT Strategy 2010-2012
- key features
Governance & Communications
Manage the corporate toolset
Simplify governance processes
System User Support Team
Pro-active support to business areas in developing
projects and ideas
Better support for end-user computing
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CSO’s IT Strategy 2010-2012
- explaining the rationale
The strategy explains the rationale for corporate IT policies.
For example:
Corporate applications (DMS)
Consolidation of corporate toolset (strategic software)
Effect on allocation of IT resources
Rationale:
More efficient allocation of IT resources
Better response to business requirements
Better decision-making
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CSO’s IT Strategy 2010-2012
- Enterprise Architecture
The phrase “Enterprise Architecture” is absent from
the strategy.
Main target readership: Our staff and managers
We want them to read the strategy.
We want them to understand it.
We want their actions to be consistent with it.
Plain non-technical language makes the message
clearer.
We’re using the GSBPM as a communications tool to
explain the rationale of the strategy.
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Putting the GSBPM at the heart of our strategy
GSBPM is referenced throughout the strategy
Appendix describes the GSBPM
and its contribution to IT and corporate management
GSBPM reflected in:
Data Management System (DMS)
Plans for further statistical application development
But model is more than a set of production or IT
steps
A way of influencing corporate culture
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GSBPM and Governance
Plan
Planning
Production
Improve
Quality
lifecycle
Produce
Evaluation
Evaluate
Good governance
– gives space for proper planning and evaluation
– fosters a culture of quality improvement.
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GSBPM and Governance
- changing the culture
Acceptance that formal processes are worth the effort:
Good documentation
Consistency of approach across the organisation
Planning
Monitoring resources and outputs
Quality management processes
Evaluation
Culture of learning and improvement
Repeatability
Effective response to: new demands, scarce resources,
complex high-level objectives
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GSBPM and Financial Management
- changing the culture
Greater visibility of costs and value of IT contribution:
Better cost metrics
Map costs to GSBPM Level-1
Map costs to business owner areas
Improve budgeting and monitoring of IT spending
Improve awareness of costs, choices and
consequences when allocating IT resources.
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The GSBPM is more than an IT framework
GSBPM is often seen as:
• Description of production processes
• Description of IT processes
• “Belonging” to IT
This is a limited view of what the GSBPM can contribute.
“Other uses of the GSBPM” – Section VII of GSBPM document
• Contribution to Corporate Strategic Planning, Governance,
Quality Management, Building Organisational Capability,
Measuring Costs, Measuring Performance
These “other uses” are a valuable part of the GSBPM framework.
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End of Presentation
Any questions?
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