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Governance of an
Integrated Approach
SNA seminar in the Caribbean
Marie Brodeur
Director General, Industry Statistics Branch, Statistics Canada
St. Lucia
February, 2014
Importance of Governance
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Governance is key in developing and managing
an Integrated Approach
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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
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Results-Based Management
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CBA is a result-oriented initiative that
integrates
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Strategy
People
Resources
Processes
Performance monitoring
Risk management
Driving change / transformation throughout
the Agency
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Changing Organizational Behaviour
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Need to learn to embrace change
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Encourage diversity of views
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Organization must focus on the positive
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Need some constructive tension at the table
“We have a huge opportunity” and not “we can’t live
with this nightmare any longer”
Repeated communication is key
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Impact on Human Resources
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Significant culture shift
People need to be flexible and mobile
Adaptation to new tools and training
Opportunities to generate ideas and innovate
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Project management
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Set of standard project management processes,
templates and tools used for all projects throughout their
life cycle
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Support provided to managers via Departmental Project
Management Office
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Project status monitored monthly (cost, time, scope)
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Governance and approval mechanisms in place at each
stage of project life cycle
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Corporate repository of project documentation
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Statistics
Canada
• Statistique
Canada
Statistics
Canada
• Statistique
Canada
Executive Project Dashboard
Executive Project Dashboard <Monthly or Quarterly> Report ending dd/mm/yyyy
Organization: Name
Project Stage: Initiation
Project: Name
Project Complexity and Risk Rating:
Project Manager:
Executive Summary
Next Project Gate:
Project Sponsor:
Level 1 - Sustaining
1 – Idea Generation
Approved Project Budget: $0 million
Actual/Forecast Project Budget: $0 million
Current Period:
Forecast:
1
YYYY/YY 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12
Overall Status:
Business Outcomes
2012/13
Total
Approved
$0.0
Actual/Forecast
$0.0
Project
Health
1
Costs
Schedule
Scope
Risk
Issues
1
1
1
1
1
●
●
Project Schedule
●
Financial Summary (Cost)
1
Project Start Date:
Approved
Completion Date
Key Milestones/Deliverables
Forecasted
Completion Date
Variance in
months
1
$ Millions
1
1
0
0
0
Q2 - 09/10
Q3 - 09/10
Q4 - 09/10
Q1 - 10/11
Q2 - 10/11
Q3 - 10/11
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
$0.00
Project Completion
1
Project Risk
Probability (Likelihood)
Impact (Consequence)
Low
High
0
Medium
0
Approved
RFC
Risk # 01 :
High
0
Medium
0
0
0
Low
0
0
0
Category : High Impact and High Probability
Mitigation :
Category : High Impact and High Probability
Mitigation :
Estimated #
Effort Days
Estimated Cost
(x 000$)
Impact On Project
0
This Period
0
To Date
Project Issues
Risk # 02 :
1
Project Scope / Requests for Change
Identified Risks
Issues
New
Open
Closed
This Period
0
0
0
To Date
0
0
0
Open Issues
Risk # 03 :
Category : High Impact and High Probability
Mitigation :
Statistics
Canada
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Canada
Statistics
Canada
• Statistique
Canada
Resolution Plan
Due Date
1
Accountability
Risk Analysis and Risk
Management
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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
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Statistics Canada
Chief Statistician of Canada
Corporate
Services
Economic
Statistics
Analytical
Studies,
Methodology,
and Statistical
Infrastructure
Census
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Social,
Health and
Labor
Statistics
Statistics Canada
Economic
Statistics
Macroeconomic
Accounts
Industry
Statistics
Economy-wide
Statistics
Agriculture,
Technology &
Transportation
Nat’l Economic
Accts
Manufacturing
& Energy
Consumer
Prices
Agriculture
Environment
Accts & Stats
Distributive
Trades
Int’l Trade
Int’l Acct & Stats
Service
Industries
Producer
Prices
Enterprise
Statistics
Industrial
Organization &
Finance
Public Sector
Stats
Industry Accts
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Centre for Special
Business Projects
Investment,Science
& Technology
Transportation
Management of the IBSP
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ESD provides functional support and coordination
A series of committees is charged with process
clarification and decision making
Project Management Team
Operations Management Committee
Tax Data
Operations
Sampling
Frame
Operations
Content/
Collection
Processing
Operations
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Change Management
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Essential to manage interdependencies
To evaluate the feasiblility of an idea
To manage Content Scope Creep
To improve communication
To document the changes
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Lessons Learned
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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
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Lessons Learned
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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
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