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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 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 Statistics Canada • Statistique Canada 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 Statistics Canada • Statistique Canada Changing Organizational Behaviour Need to learn to embrace change Encourage diversity of views Organization must focus on the positive 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 Statistics Canada • Statistique Canada 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 Statistics Canada • Statistique Canada 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 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 • Statistique Canada Statistics Canada • Statistique Canada Resolution Plan Due Date 1 Accountability 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 • Statistique Canada Statistics Canada Chief Statistician of Canada Corporate Services Economic Statistics Analytical Studies, Methodology, and Statistical Infrastructure Census Statistics Canada • Statistique Canada 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 Statistics Canada • Statistique Canada Centre for Special Business Projects Investment,Science & Technology Transportation 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 Tax Data Operations Sampling Frame Operations Content/ Collection Processing Operations Statistics Canada • Statistique Canada 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 Statistics Canada • Statistique Canada 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 Statistics Canada • Statistique Canada 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 Statistics Canada • Statistique Canada