A Business Architecture Model to Foster Standardisation in Official Statistics Nadia Mignolli Giulio Barcaroli, Piero Demetrio Falorsi, Alessandra Fasano

A Business Architecture Model to Foster Standardisation in Official Statistics

Nadia Mignolli

Giulio Barcaroli, Piero Demetrio Falorsi, Alessandra Fasano

Italian National Institute of Statistics (Istat)

Department for Integration, Quality, Research and Production Networks Development (DIQR)

Vienna, June 2nd – 5th 2014

Session 12 – Standardisation and Modernisation

Vienna, June 2nd – 5th 2014

Outline

Background

Main reference definitions

BA Business Lines: contents and activities

BA model

BA Principles

Concluding remarks and key elements

Nadia Mignolli. Vienna, June 3rd 2014

Background (I)Istat modernisation programme Stat2015: with the main purpose of Standardisation and Industrialisation of the statistical production process

First simplified proposal: elaborated by the Sponsorship on Standardisation on the basis of Statistics Netherlands (CBS) model

Current BA Model: a joint task of

ESSNet on Standardisation (to refine the Sponsorship proposal)

Statistical Network - the Business Architecture Project (Institutes of Australia, Canada, Italy, New Zealand, Norway)

BA model sharable and adoptable by NSIs: this represents the foundations to foster and intensify the creation of a ESS BA model, considering higher level interactions among NSIs and Eurostat


Background (II)

BA current model is:

Consistent with current actions carried out at international and European level (SN BA Project; CSPA; EU vision - from 1.0 to 2.0)

Cost-efficient (re-use of data, methods, processes, tools)

Aligned both with organisational frameworks adopted by mature industries (Service Oriented Architecture – SOA) and with statistical standards (GSBPM; GSIM)


Main General Developments

Alignment of all the activities defined within BA business lines with phases and sub-processes of GSBPM 5.0

Consistent Decision and Design principles

Definition of common and shared infrastructures based on Repositories of:

Human Resource Competencies (RHC)Data and Metadata (RDM)Standard Methods and Guidelines (RMG)Tools and Applications (RTA)


Core Definitions: The General Reference Framework

Enterprise Architecture (EA) The process of translating business vision and strategy into

effective enterprise change by creating, communicating and improving the key requirements, principles and models that describe the enterprise’s future state and enable its evolution (Gartner 2012)

It is about understanding all the different elements that make up the enterprise and how those elements interrelate (SN BA Project Team; CSPA; ESSNet on Standardisation)

It is divided in four layers: 1. Business Architecture (BA) 2. Information Architecture (IA) 3. Application Architecture (AA)4. Technology Architecture (TA)


Core Definitions: Business Architecture

Business Architecture (BA) It is the conceptual and strategic part of the EA It drives the overall EA (its four layers – AA; IA; TA) within an

NSI It covers all the activities undertaken to produce statistical

outputs, including conceptualisation, design, build and maintain information and application assets

It is a reference model to optimise work processes within an Institution/Organisation and make them more efficient. It covers both statistical activities and strategic organisational tasks and capabilities

It is a common language to undertake congruent innovation paths

(Statistical Network BA Project Team; CSPA; ESSNet on Standardisation, 2013)


Information Architecture (IA) classifies the information and knowledge assets gathered, produced and used within the BA. It also describes the information standards and frameworks that underpin statistical information (e.g. GSIM, DDI, SDMX). IA facilitates discoverability and accessibility of available data and metadata, leading to greater re-use and sharing

Applications Architecture (AA) classifies and hosts the individual applications describing their deployment, interactions and relationships with the business processes of the organisation (e.g. estimation, editing and seasonal adjustment, etc.). AA facilitates discoverability and accessibility of available systems and tools, leading to greater re-use and sharing

Technology Architecture (TA) describes the IT infrastructures required to support the deployment of applications and IT services, including hardware, middleware, networks, platforms, etc..

(Statistical Network BA Project Team; CSPA; ESSNet on Standardisation, 2013)

Core Definitions: the other EA Layers


BA Business Lines

They are homogeneous areas with respect to the aim of the activities carried out and the nature of the information processed and/or services that insist on this information

They are defined in order to guarantee independence from the Institute current organisational structure, so as to ensure stability with regard to any future reorganisation

They facilitate NSIs to refer to a unique organisational model at the enterprise level, overcoming their internal tendency to replication/duplication

They enhance harmonisation and standardisation against stovepipe models characterised by strong heterogeneity (of procedural, methodological and technological approaches), lack of standards and redundancy of data and applications


4. CAPABILITYPlan capability improvements; Develop capability improvements;

Manage capabilities; Support capability implementation

DEVELOPSpecify needs; Design; Build

MANAGEPlan; Monitor; Adjust

IMPLEMENTCollect; Process; Analyse; Disseminate

3. PRODUCTIONIt consists of high-level strategic activities that enable NSIs to deliver the products and services needed by governments and communities nationally and internationally. These activities influence, shape and drive future directions and investments through the development and consideration of high-level strategies to advance statistical capabilities and optimise the statistical portfolio

It covers the cross-cutting, non-statistical functions required by an organisation to deliver its work programme efficiently and effectively. It supports the successful development and management of the capabilities (covering methods, processes, standards and frameworks, IT systems and people skills) that underpin an organisation ability to conduct its business. It also strongly promotes the re-use and sharing of infrastructure (statistical and technical), facilitating harmonisation and coherence of statistical outputs

BA Four Business Lines and their Group of Activities (Level I and Level II)

2. CORPORATE SUPPORTManage business and performances;

Manage finances; Manage human resources;

Manage IT; Manage information and knowledge; Manage users and suppliers

1. STRATEGYPosition; Govern; Influence and

collaborate

It deals with all steps necessary to manage, design and implement statistical production cycles or projects, including surveys, collections based on data from administrative or other sources, account compilations and data modelling. It delivers the outputs approved under Strategy, utilising the capabilities and resources built and managed under Capability and Corporate Support.


Legal Framework Management

Strategic Planning

Human Resource Management

Quality Management

Statistical Programme Management

Project Management

Financial Management

BA Business Line specific Activities (Level III) and alignments with the GSBPM 5.0 (I)

GSBPM Over-Arching Processes


Legal Framework Management


Provider Management

Organisational Framework Management

Financial Management


BA Business Line specific Activities (Level III) and alignments with the GSBPM 5.0 (II)

GSBPM Phases

GSBPM Sub-Processes


Quality Management

Metadata Management


GSBPM Phases GSBPM Sub-Processes

GSBPM Phases

GSBPM Sub-Processes

BA Business Line specific Activities (Level III) and alignments with the GSBPM 5.0 (III)


Quality Management

Metadata Management

Data Management


Statistical Framework Management


GSBPM Phases

GSBPM Sub-Processes

BA Business Line specific Activities (Level III) and alignments with the GSBPM 5.0 (IV)


Stylised Business Architecture Model


CORPORATE SUPPORT: Manage finances; Manage human resources; Manage users and suppliers; etc.

Plan (HR, etc.);Monitor; Adjust

Design production system and

rules

Check data availability

Design outputs

Determine needs for

information

Portfolio management

Process, method and quality reference metadata

Metadata - Scheduled

actions

Metadata - Planned quality

Raw input data and metadata

Collect ProcessAnalyse: validate

and finalise output

Disseminate (also with

Web 2.0/3.0 )

Analyse: applydisclosure

control

Validated internal

microdata and metadata

Internal aggregated

data and metadata

Output Micro and macro data and metadata

STRA

TEG

YD

EVEL

OP

MA

NA

GE

IMPL

EMEN

T

Stakeholders

Users

Respondents/Administrative

sources/Big DataMetadata -

Catalogue:productsquality

Metadata - Progress

Reports (Audit)

Repository of Data and Metadata

RDMRepository of standard

Methods and Guidelines

RMG

Reference and structural metadata

Strategic planning metadata

Repository of Tools and

ApplicationsRepository of

Human Resources

CompetenciesRHC

RTA

CAPA

BILI

TYPR

OD

UCT

ION

M

D

STRATEGY: Position; Govern; Influence and collaborateCO

RPO

RATE

SUPP

ORT

S CS

BA Principle Assessment The whole BA model is led by fundamental

principles that become practical guidelines for the implementation of each business line activity and for ensuring the success of the model itself

Different Decision (7) and Design Principles (9) have been suitably defined, also taking into account the international and European context

Principles regard the overall governance, the process rules and the specific infrastructures


Key Messages from BA Principles (I) The whole statistical process is output and metadata-driven

The statistical process chain starts from the output desired (from required products) and goes backwards, defining the various aspects of the process

Firstly metadata are designed and then data production can start

Metadata have to be generally accessible and, as far as possible, standardised with regard to the types of units, the definition of concepts, classifications, quality characteristics, process

Quality Assessment

Quality has to be evaluated and documented at the different stages of the process

It is defined and planned during Develop or Re-develop

It is monitored and assessed in each phase of GSBPM and in correspondence of intermediate and final data releases


Key Messages from BA Principles (II)

Re-use and Adoption of Standards: Repositories

Focuses on both what is produced within the Institute and what is issued outside, with particular attention to the standards defined at international and European level

Reuse of existing and available data is generally to be preferred over the decision to conduct a new survey

The “to be” statistical production consists of a series of standardised single processes and of modular services that can be shared and reused in different contexts and statistical areas

Developments from scratch should be limited


Industrialisation of the Statistical Process

Statistical production has a repetitive nature with a rather rigid organisation style that can be largely automated

An industrialised process can be realised by agents other than those who have designed it

Ensuring the independence between Develop and Implement

Develop is performed only when needed, while a current statistical process is carried out on a regular basis

Implementation of a new project involving several innovations requires a new Develop phase

Key Messages from Principles (III)


Concluding Remarks

The adoption of a common language (BA model) becomes essential to undertake congruent innovation paths

A BA model sharable and adoptable by NSIs represents the foundations to foster and intensify the creation of a BA model also at European/international Statistical System level

This is consistent with what is taking place at European and international level

Sponsorship and ESSNet on standardisationStatistical NetworkHigh-Level Group for the Modernisation of Statistical

Production and Services - CSPA


Achieve consensus on BA Model and Principles (with a BA Model generic enough and involving representative

Groups/Projects/Stakeholders working on this topic both at international and EU level, etc.)

Refer to BA Principles for guiding implementation

Set up a Governance model for ensuring compliance with Principles

Individuate common and shared Infrastructures enabling higher cooperation levels and a cooperative System

Key Elements


Contacts:

[email protected]

www.istat.it

Thank you for your attention

Danke für Ihre Aufmerksamkeit


Documents

A Business Architecture Model to Foster Standardisation in Official Statistics Nadia Mignolli Giulio Barcaroli, Piero Demetrio Falorsi, Alessandra Fasano