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Collection Business Architecture
A Partnership with Technology to Support the Process of Change
Lecily Hunter, Statistics Canada
Susan Lensen, Statistics Canada
Larry Sullivan, Statistics Canada
April 15 & 16, 2009
Statistics Canada • Statistique Canada2
Outline
1. Collection Business Architecture (CBA) Project
• Streamlining Processes and Investment in New Technology• Current State of Collection & Drivers for Change
2. Survey Master Control System (SMCS) for Collection
• Why we need a Survey Master Control System• Vision and Scope for the project• Survey Master Control System Architecture• Enterprise Architecture Governance
Statistics Canada • Statistique Canada3
Outline (cont’d)
3. Outcomes:
• Challenges of an EA Project
• Achievements
• Lessons learned
• What remains to be done
Statistics Canada • Statistique Canada4
Collection Business Architecture Project (CBA)
Collection modernization for future efficiencies
Streamlining collection processes and realigning organizational structure
• Centralized accountability centre for collection• Return of services to collection• Eliminate duplication, overlaps in functions• Revisit capacity, workforce, workflows, and costs
Investing in new technology for a more robust and cost efficient platform for all surveys
• Survey Master Control System• E-Questionnaire (internet)• Wireless data service (air cards) for field staff• Virtual Desktop Infrastructure (VDI)
Statistics Canada • Statistique Canada5
Current State of Collection
Multiple modes of survey collection:• Computer Assisted Telephone Interviewing (CATI)• Computer Assisted Personal Interviewing (CAPI)• Mail out / Mail back• Data Capture / Imaging• E-Questionnaire (Internet)
Collection activities take place in head office, regional offices, and remotely (field interviewers)
Statistics Canada • Statistique Canada6
Current State of Collection (cont’d)
Variety of technologies and infrastructure considerations:• Laptops and PDA’s for field interviewers, with telephone
transmission to centralized servers for CAPI collection; internet capability to be introduced over next year
• VDI is being rolled out to regional offices to replace workstations; regional servers moving to 2 centralized sites with failover
Survey applications developed differently for each mode of collection (CATI/CAPI/Mail/Internet), although some common software may be used
Other collection applications developed to customized needs of regional, head office or Census collection – stove piped solutions
Statistics Canada • Statistique Canada7
Drivers for Change
Recognition that business processes for surveys and Census have commonalities
Need to make it easy for people to respond to surveys by having different response options available
Need to make it easy for managers to react to the factors that drive the cost and quality of collection, as the collection process unfolds
Statistics Canada • Statistique Canada8
Current initiatives
VDI allows interviewers in regional offices to access head office systems – this is permitting work to be “moved” to the regions without re-development
Generic Tracking Service is a joint project between Census and ongoing collection to develop what could ultimately become a corporate service
E-Questionnaire service is being developed as a corporate solution that will eventually be used for Census as well as ongoing collection
Statistics Canada • Statistique Canada9
Why we need a Survey Master Control System
Current systems and modes are stove-piped and cannot exchange information easily
It is difficult to move cases between modes and/or sites. Collection partners want :
• to move cases between modes and sites rapidly for better management of non-response
• better business resumption capabilities in the event of an emergency
• to offer respondents more flexible response options (new modes such as e-questionnaire)
• to have better tools to actively manage collection
Statistics Canada • Statistique Canada10
The vision for the Survey Master Control System
• Integrated solution for all collection activities. (includes 2016 Census)
• Continued effort to line up with other current corporate STC initiatives (short and long term)
• Enhanced client services resulting from SMCS capability
• A scalable and adaptable architecture.
Statistics Canada • Statistique Canada11
Project Scope
Two year funding provided (to April, 2009)
Phase 1: social and agriculture surveys conducted by CATI (Computer Assisted Telephone Interviewing) or CAPI (Computer Assisted Personal Interviewing) in the Regional Offices
Three client “early adaptors”
Statistics Canada • Statistique Canada12
Requirements for the Survey Master Control System
FY 2006/07• Extensive consultation with regions, Collection Planning and
Management Division, Collection Systems and Infrastructure Division, subject matter divisions
FY 2007/08• For Phase I, used Rational Unified Process methodology to
identify and elaborate requirements• Clients from subject matter divisions participated in validating
requirements
FY 2008/09
• Elaboration of technical requirements, through JAD sessions
Statistics Canada • Statistique Canada13
Survey Master Control System Architecture
Collection Business Integration Vision
Logical Component Architecture
Application Architecture
Deployment Architecture
Enterprise Architecture Governance Compliance
Challenges and Lessons Learned
Statistics Canada • Statistique Canada14
Collection Business Integration Vision
reports and monitorsproduction progress to
stores and retrieves data in/from
allows transferringcases between
Control Centre provide specification to
assigns cases to
manages and allocatescollection workload
for all surveys
allows transferringcases between
Collection Interviewer
Survey Input Parameters
(Collection Plan)
Central Data Repository
Collection Mode
CATI CAPI EDR PAPIMailOut/Maiback
Others
provides availability,capacity and case information to
Collection Site
Sherbrooke HalifaxWinnipegVancouver EdmontonHead Office
TorontoSturgeon
FallsMontreal
Statistics Canada • Statistique Canada15
Business Process WorkflowsBusiness Process Workflows
04/18/23
Apption Proprietary 15
Data Services
Survey Control Data Service
Case Data
Service
ParadataService
Org Structure Service
User Interface Services
Business Rules/Process
ReportingSystemAdmin
Dashboard(Monitoring)
SurveyControl
Orchestration Services
((Business Process Workflows
Declarative Workflow(Pluggable)
Declarative Workflow(Pluggable)Service Composition Workflows
Event
Processor
Legacy Services
CATICollectionApplication
Transformation
Event
CAPICollectionApplication
Transformation
Event
Governance Services
Authorization Service
Audit Logging Service
System Configuration
Service
Custom Report Templates
Custom Report Templates
Real -time Dashboard Services
Custom Report Templates
Custom Report Templates
Report Definition Services
Monitoring & AnalyticalReporting Services
Mail Out
Collection
ApplicationTransformation
Event
Census
Systems
E-Questionnaire
Service
Logical Component Architecture
Statistics Canada • Statistique Canada18
Enterprise Architecture Compliance
Statcan Enterprise Architecture principles have been respected.
Technology choices comply with the Statcan Enterprise Architecture.
Industry standards are employed. EA governance requirements are respected. Enterprise Infrastructure Services are employed. StatCan RUP is followed.
Statistics Canada • Statistique Canada19
Challenges and Lessons Learned
Challenges• Progressing in our SOA maturity.• Defining services that meet business needs without
compromise.• Paying the bills.• Sustaining the legacy.
Lessons Learned• Validate the architecture!• Go BIG or go home! • Take ownership!
Statistics Canada • Statistique Canada20
Outcomes
Challenges
Achievements
Lessons learned
What remains to be done
Statistics Canada • Statistique Canada21
Outcomes:Challenges for Project Management
RUP for large project requires constant interaction with clients even after requirements/use cases prepared
Learning curves are steep with new technology (RUP, SOA, .NET, Biztalk)
Business Process Flows need to be in sync with Project Plans for Development
Development projects are typically funded to be built but not funded to be supported and sustained
Difficult to plan for the future in an uncertain economic environment
Statistics Canada • Statistique Canada22
Outcomes:Achievements
Partnerships work! Project Management and Project Governance are key
success factors Excellent Requirements equal excellent Use Cases Knowledge Transfer part of the contracted solution Testing and QA Terms of Reference Developed New standards and benchmarks New Change, Risk, Issues System Risk Management in place SMCS will be delivered on time
Statistics Canada • Statistique Canada23
Outcomes:Lessons learned
Must have a Vision Statement Must have a Proof of Concept Have the developers/contractors embedded with the
project team on site Communication is key Support from Steering Committees, corporate
committees break down the barriers and leverage project success
Success for an IT project comes from the business and IT partnership
Statistics Canada • Statistique Canada24
Outcomes:What Remains to be Done
How do we sustain these EA services? How do we add on the remaining Phase 2
requirements for the SMCS to complete the project?
How do we continue to learn and integrate Service Oriented Architecture and other corporate IT solutions?
The Systems Environment Architecture will be key to integration and maximizing the SMCS