Update on the Impact of Corporate Business

Architecture on IT at StatCan

2011 MSIS MeetingKaren Doherty

May 2011

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Background

In 2009 StatCan initiated a complete review of the agency’s business architecture

Why? To address the impact of: • successive budget cuts• changing needs of information users• changes in the habits and expectations of both

respondents and users

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Main CBA Principles

Optimize decision making at the corporate level rather than for the local good

Adopt the Generalized Statistical Business Process Model as the basis for the StatCan Business Model

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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Main CBA Principles

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 StatCan Business Process Model

Ownership of functions common to several program areas are being concentrated into service areas and programs are transferring the delivery of these functions to these service areas

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IT Consolidation

CBA decision: All IT services will be delivered from a single corporate IT service area (Informatics Branch) by April 2011

Current status: All IT has been consolidation into the IT Branch except for the Division responsible for collection applications (target June 2011)

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IT Consolidation

The IT Branch must deliver a 10% savings in salary within 4 years

IT employees’ assignments are now based on prioritization decisions made for the good of the Agency rather than the individual client area

All IT procurement is now managed by the IT Branch Focus shifted to developing generic applications and

shared services The IT Branch is now responsible for all IT standards

and methods (decision authority rests with the system Architecture Review Board chaired by the DG IT)

IT Delivery – Pre-consolidation

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IT Org – Post-consolidation

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Consolidation of IT - Impacts

On the surface the consolidation exercise appears to be a simple reorganization of resources• in fact it was the first test as to the readiness of

subject matter areas to adopt CBA recommendations

Main challenges encountered:• managers had trouble “letting go” of their IT team and

the associated control over their IT solutions• after a full year, most managers have adjusted, and a

few have embraced the opportunities afforded with the new IT delivery model

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Changes – Infrastructure Services

Infrastructure Services have initiated service changes enabled by consolidation: • A tiered service desk model• A desktop provisioning service• Server cloud development• The complete redesign of the Public Access

Zone (PAZ)• A comprehensive IT Security Program

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Changes – Application Services

IT work is itemized annually A corporate prioritization process is used to

determine which projects are resourced More generic and shared applications are being

developed for use by the program areas Custom apps are being retired as programs

migrate to shared apps Custom tools are being replaced by corporately

endorsed common tools

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IT Work Program

Development and Maintenance work divided has been into “buckets”:• Basic Maintenance and Production Support: an annual Service

Level Agreement (SLA) is developed for each Program area• Development Projects: proposals supported by business cases

are approved during the annual investment funding cycle• Major Enhancements: changes are treated as development

projects• Minor Enhancements and Adaptive Maintenance: change

management boards decide what gets implemented based on priority and budget considerations

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IT Work Program

Decisions are based on 10-year Investment Plan (rust-out replacement projects, business transformational and larger enhancement initiatives)

Program Areas and Senior Management must prioritize Change Management boards must closely manage

change requests that are submitted IT portfolios are responsible for producing accurate cost

estimates and assigning resources A Project Management Framework (DPMF) introduced

by the new departmental PMO dictates how projects are managed, documented and monitored

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Changing How IT Work Is Delivered

New IT Delivery model:• provides a consistent approach to service

delivery based on a partnership model• requires that IT works collaboratively with

clients to support operations and develop/maintain applications

• forces clients and IT to establish SLAs and project agreements to ensure expectations are met and delivery schedules are respected

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IT Methods, Standards and Tools

IT supports prescribed generalized/shared systems/services on behalf of the business owners

Systems are developed using a standard suite of tools based on sound architectural principles

Technology upgrades are planned through the system Architecture Review Board (sARB)

Work is prioritized by Field Planning Boards and controls are enforced by the sARB and the DPMO

Change and release mgt practises are imposed An extended planning cycle gives managers time to

develop in-depth business cases and proposals

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Observations (same as last year)

If you embark on fundamental change, take enough time to understand the implications, especially to the organization’s culture

Establish strong governance and ensure unwavering support from senior management

Engage the staff, use their ideas, make them part of the transformation

Establish clear funding models Communicate, communicate, communicate Using standard tool sets and development frameworks

saves money and decreases risk of failure