sna seminar in the caribbean marie brodeur director general, industry statistics branch, statistics...

SNA seminar in the Caribbean

Marie BrodeurDirector General, Industry Statistics Branch, Statistics Canada

St. LuciaFebruary, 2014

Governance of an

Integrated Approach

Statistics Canada • Statistique Canada

Importance of Governance

Governance is key in developing and managing an Integrated Approach Many stakeholders Interdependencies Strong Project Management Involve all levels of Management and senior managers in

particular Ongoing monitoring of performance Strong communication among the different teams


Results-Based Management CBA is a result-oriented initiative that integrates

Strategy People Resources Processes Performance monitoring Risk management

Driving change / transformation throughout the Agency


Changing Organizational Behaviour

Need to learn to embrace change

Encourage diversity of views Need some constructive tension at the table

Organization must focus on the positive “We have a huge opportunity” and not “we can’t live

with this nightmare any longer”

Repeated communication is key


Impact on Human Resources

Significant culture shift People need to be flexible and mobile Adaptation to new tools and training Opportunities to generate ideas and innovate


Project management Set of standard project management processes, templates

and tools used for all projects throughout their life cycle

Support provided to managers via Departmental Project Management Office

Project status monitored monthly (cost, time, scope)

Governance and approval mechanisms in place at each stage of project life cycle

Corporate repository of project documentation

Statistics Canada • Statistique Canada Statistics Canada • Statistique Canada

Executive Project Dashboard


11

2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 Total 1$0.0 1$0.0 1

Risk # 01 :

Category :

Risk # 02 :

Category :Mitigation :

Risk # 03 :

Category :Mitigation :

Actual/Forecast Project Budget: $0 million1

YYYY/YY

Project Schedule

Approved

Actual/Forecast

Risk Issues

Schedule

Issues New

Open Issues Resolution Plan

0

00

To Date

This PeriodProject Issues

Mitigation : High Impact and High Probability

Project Risk 1Identified Risks Approved

RFC Estimated #Effort Days

Key Milestones/DeliverablesForecasted

Completion DateApproved

Completion Date

Executive Project Dashboard <Monthly or Quarterly> Report ending dd/mm/yyyyProject Health

Variance in months

1 Costs

Project Complexity and Risk Rating: Level 1 - Sustaining

Financial Summary (Cost)

Open

Accountability

1Project Scope / Requests for Change

0To Date

Closed

0 1

Estimated Cost(x 000$)

Impact On Project

Due Date

Project Completion

This Period 0

00

Approved Project Budget: $0 million

Next Project Gate: 1 – Idea Generation

High Impact and High Probability

High Impact and High Probability

Scope

Project Start Date: 1

Organization: Project Stage:Name Initiation

Project: Name Project Manager:

●

Forecast:

Overall Status:

Business Outcomes●

●

Current Period:

Executive Summary Project Sponsor:

0

0

0

1

1

1

$ M

illio

ns

Approved $0.00 $0.00 $0.00 $0.00 $0.00 $0.00

Actual / Forecast $0.00 $0.00 $0.00 $0.00 $0.00 $0.00

Q2 - 09/10 Q3 - 09/10 Q4 - 09/10 Q1 - 10/11 Q2 - 10/11 Q3 - 10/11

Impa

ct (C

onse

quen

ce) 0

0

0

0

0

0 0

High

Medium

Low

Probability (Likelihood)Medium HighLow

0

0



Risk Analysis and Risk Management

Risk identification by project managers Monthly monitoring through project dashboards Use of corporate Change, Issues and Risk

management tool Quarterly updates on overview of risk analysis Integrated with corporate risk profile


Statistics Canada


Statistics CanadaEconomic Statistics

Macroeconomic Accounts

Industry Statistics

Economy-wide Statistics

Agriculture, Technology & Transportation

Nat’l Economic Accts

Environment Accts & Stats

Int’l Acct & Stats

Public Sector Stats

Industry Accts

Manufacturing & Energy

Enterprise Statistics

Service Industries

Distributive Trades

Industrial Organization &

Finance

Producer Prices

Int’l Trade

Consumer Prices Agriculture

Centre for Special Business Projects

Transportation

Investment,Science & Technology


Management of the IBSP ESD provides functional support and coordination A series of committees is charged with process

clarification and decision making

Project Management Team

Operations Management Committee

Frame Operations

Sampling Tax Data Operations

Content/Collection

Processing Operations


Change Management

Essential to manage interdependencies To evaluate the feasiblility of an idea To manage Content Scope Creep To improve communication To document the changes


Lessons Learned

Unwavering senior management support essential

Repeated communication is key Challenge function (question the numbers) Reward and promote early successes Recognize that there are good failures Make senior managers accountable


Lessons Learned

Allocate right people and right resources Experiment at the same time you are innovating Make tough calls before time makes them for

you Share best practices Focus on horizontal interdependencies Focus on risk and change management

sna seminar in the caribbean marie brodeur director general, industry statistics branch, statistics...

Documents

project stage

project gates

project manager

project phase

project launch date

project start date ad0

statistics canadast

stc executive dashboard