CSO ITSIP Project - implementation of new Data Management System (DMS)

ITDG meeting, Luxembourg, October 2006

Presentation byJoe Treacy

CSO, Ireland

Central Statistics Office, Ireland 2

In this presentation...

Background to the projectResourcesBrief overview of Data Management System and Statistical Processing modulesProgress to date and next stepsKey lessons

Central Statistics Office, Ireland 3

Background to the project:History / Key Drivers

Legacy of old IT systemsMix of centralised and user-developed IT solutions for statistical systemsIslands of dataNeed to store all CSO statistical data in one RDBMSEfficiencies to be gained from standardising software solution for common statistical processesEU open systems requirements

Implications for a new Data Management StrategyBusiness-led rather than IT-ledNeed to use metadata and common classifications (CARS)Aim to have one dissemination database for CSO

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Key steps in developing the strategy

2001: Development of new IT strategy for CSO and implementation plan

ITSIP: Information Technology Strategic Implementation Plan

April 2003: ITSIP Stage A contract (6 Months) - Requirements Specification & High Level Architectural DesignNov 2003: ITSIP Stage B contract (30 Months) - Implementation of new database and processing systems2 October 2006: UAT completedQ1/2007: Migration to new systems

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Resources:ITSIP Stage B Project - staff resources

Implementation contract awarded to Cognizant Technology SystemsCognizant staff on-site in CSO have ranged from 2-17 depending on needOffshore team (Chennai, India) has ranged from 20-50 depending on project phase

CSO was first Irish Government office to choose onshore/offshore IT outsourcing modelCSO ITSIP project team: 15 staffAbout 100 survey staff:

data and process specification for 100 surveys; migration; training in new systems; user acceptance testing.

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IT Strategic Implementation PlanITSIP Project Governance

Project BoardCSO Directorate, CMOD Representative

Project Management Team

Margaret McLoughlinGerard Keogh

Quality AssuranceBob Heaton

Test Team

Gerry WalkerTom WeaferPeter Purcell

Claire O’ConnellDiann O’Leary

Business Analyst Team

Dave JenningsJohn Hayes

Marian McCannRichard Murphy

Rosarie O’RiordanRory Naughton

Project Office Manager

Kevin Moriarty

Executive SupportBrendan Curtin

Project Steering CommitteeTom Keane; Margaret McLoughlin, Dave Jennings; Veera / Usha; Brian Fleck

MargaretMcLoughlin Dave Jennings

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II

CC

DMS DMS DatabasesDatabases

DD

AA

Data Management System:DMS Logical Data Model - Overview

High Level Structural OutlineThe DMS Comprises Four Databases

Two micro-data databasesInput (Sybase ASE)Clean Unit Record (Sybase IQ) - snapshot of Input

Two macro-data databases Aggregation (Sybase IQ)Dissemination (Sybase IQ) - snapshot of Aggregation

All metadata associated with all databases held on Sybase ASEPre-Input databases incorporate Security, Register, Survey Management and Sample Selection

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Data Flow through the DMS applications and Corporate Data Model

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Register Management

Sample SelectionCentral Business Register

Survey Management

Data Capture SPROCeT

Aggregation

Dissemination

BoPFACTS

DMS

Respondent Management

Imputation

SeasonalAdjustment

ExternalData CaptureApplication e.g. Blaise, Scanning

CARS

DMS Overview - Statistical processing modulesSe

curit

ySe

curit

y

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DMS Applications - Statistical Processes

Register ManagementSample SelectionSurvey ManagementData CaptureImputationAggregationSeasonal AdjustmentDisseminationRespondent Management

Creating and Modifying Variables

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Progress to date and next steps

User acceptance testing (UAT) has just been completedIn Q1/2007, migration to new systems

Survey data and statistical processesMajority of CSO survey processing will be handled by the new systemsDissemination Database will be source for all statistics we publish

Systems being developed for this

System maintenance outsourced for 12 months after data migrationService Level Agreement for maintenance phase being draftedMaintenance will include knowledge transfer in key software / technologies

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Progress to date and next steps:Key issues

Training: Customised on-line training product being developed as part of contract with CognizantNew IT skills: “Traditional” IT skills no longer sufficient for new DMS environment:

Knowledge transfer deals partly with thisLong-term issue of sourcing staff with necessary IT skills - such as Java

IT Governance: Management structure and practices of our IT divisions being adjusted to new systemConfiguration, Change and Release Management: ITIL processes are being implemented by our IT divisions

Business-led approach to meeting CSO’s IT needsBased on Service Level Agreements

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Progress to date and next steps:Benefits of the project

Very comprehensive documentation of all surveys and processesNo more “islands” of data and softwareUniform “look and feel” of survey processing systemsBenefits for staff induction, training and mobilityMore secure data storage and managementUse of Dissemination Database

To generate tables in releases and publicationsTo supply more data on-line

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Key Lessons

Knowing where you want to go:Detailed specification very importantThis provided basis for a fixed price contractGreater certainty about scope and deliverables

Managing the contract requires high-level expert resources:CSO project team of about 15 staff (2 at Head of Division level)

Organisational support:Over 100 survey managers have been involved in the projectDetailed, intensive, time-consuming work - specification, testing etc.

Ongoing maintenance and expert support of new systems:This will involve many new challenges for CSO.

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Thank you!Any Questions?