Transcript Impact of Corporate Business Architecture on IT at StatCan 2010 MSIS Meeting – Daejeon, Korea Karen Doherty April 26, 2010 Statistics Canada • Statistique Canada 2010-04-26

Impact of Corporate
Business Architecture on
IT at StatCan
2010 MSIS Meeting – Daejeon, Korea
Karen Doherty
April 26, 2010
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Statistics Canada • Statistique Canada
2010-04-26
Background
 StatCan has had to absorb significant budget
cuts over the past five years
 Respondents, especially for social surveys, are
harder to reach through traditional methods
 As a result:
• Program areas are finding it increasingly difficult to
maintain the quality of their data products
• The Agency is less able to invest in new or expanded
programs
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2010-04-26
Corporate Business Architecture
 Early in 2009, after much study, StatCan embarked pm a
complete renewal of the Agency’s Corporate Business
Architecture (CBA)
 The CBA task force developed:
• A vision
• Recommendations based on a set of guiding principles
• Funding proposals aimed at making some headway with the
implementation of the CBA principles
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2010-04-26
Main CBA Principles
 Optimize decision making at the corporate level
rather than for the local good
 Change the statistical process to be meta-data
driven
 Maximize the use of corporate services
• Maximize re-use
• Minimize tool kits
 Strengthen information management and
establish data service centres
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2010-04-26
Main CBA Principles
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Eliminate the reworking of microdata
Focus on the core business
Separate development from on-going operations
Adopt electronic data collection as the preferred
collection mode
 Ensure employees are well trained to use the
corporate business applications and tools
 Remove structural obstacles to efficient
operations
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StatCan Business Process Model
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Changes in Governance
 Before CBA, authority and resources were
vested in the individual program managers which
resulted in local optimization
 Under CBA, the program managers continue to
lead the statistical process but now must work
within the Business Process Model.
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CBA Recommendation on IT
 The IT community at StatCan consists of
approximately 1000 employees
 Before CBA, just over half were in the corporate
IT Branch, the rest were scattered throughout
the program areas in teams of 3 to 25
employees
 The CBA recommendation was that IT services
be centralized in the IT Branch
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Impact of the CBA Decision
 Consolidation of all IT resources into the IT Branch – the
IT Branch must deliver a 10% savings in salary within 4
years
 The work given to IT employees will be based on
prioritization decisions made for the good of the Agency
rather than the individual client area
 All IT procurement will be managed by the IT Branch
 The emphasis will be on developing generic applications
and shared services
 The IT Branch is responsible for IT standards and
methods
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2010-04-26
Consolidation of IT
 Three waves of migration of IT staff: April 1/10,
October/10 and April 1/11
 On April 1, 2011, the IT Branch will have 4
division:
• Infrastructure services
• System engineering (architecture, app tech centres,
Branch services)
• Statistical program portfolio services
• Operations portfolio services
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2010-04-26
IT Work Program
 Software related activities classified as follows:
• Maintenance and production support: minimum
capacity needed to operate in an “as is” mode
• Adaptive maintenance: changes needed to deal with
essential technology and program upgrades
• Enhancements: major functional changes
• Development: new systems to replace rusted out
systems or to modernize business functionality
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IT Work Program
 Establishment of a Systems Capital
Replacement Fund:
• Provides funding for projects to implement
enhancements (major functional changes) and
development projects (new systems)
• Funding is decided by prioritization
 SLAs will be developed annually to cover
maintenance and production support and some
adaptive maintenance activities
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2010-04-26
IT Methods, Standards and Tools
 Prescribed generalized and shared
systems/services supported by the IT Branch
on behalf of the business owners
 Systems developed using a standard suite of
tools based on sound architectural principles
 Technology upgrades will be planned
 Enhanced change management and testing
processes
 Enhanced IT security standards
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2010-04-26
Observations
 If you embark on this type of fundamental change, take
enough time to understand the implications, especially
to the organization’s culture
 Need strong governance and unwavering support from
senior management
 Need clear funding models
 Communications, communications, and more
communications
 IT staff must be trained on the standards
 Engage the staff, use their ideas, make them part of the
transformation
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2010-04-26