Monitoring the implementation of the GSBPM using balanced scorecard: The case of High Commission For Planning (NSO) - Morocco
64th ISI World Statistics Congress - Ottawa, Canada
Format: CPS Abstract
Keywords: balanced-scorecard, business-processes, gsbpm, monitoring, quality-management
Session: CPS 14 - Official statistics: National offices
Monday 17 July 4 p.m. - 5:25 p.m. (Canada/Eastern)
The High Commission for Planning (HCP) has implemented the Generic Statistical Business Process Model (GSBPM) as a quality and metadata management tool. This was done within the scope of a modernization program of its business activities including processes to enhance the quality of products and services delivered to the users. Within this transformation program, IT infrastructure, and HCP’s products and services were covered by six areas of transformation namely: Harmonization of tools, data management center, collaborative platform for the use of GSBPM, redesign of the website, data collection system and innovation in the domain of use of new data sources.
The GSBPM was implemented IN hcp as a first step to ensure the standardization and the harmonization of the tools used and obviously to improve the performance of different processes in the various line of production used by HCP. And of course, for the management of documentation produced in all business processes in order, among other objectives, to evaluate the quality of each activity in the different sub-processes It was also used to identify gaps in current working methods and processes and define new ones according to the needs of each business unit within the HCP.
At what extend the GSBPM model was adopted by different business units. How many collaborators are involved in the process, how the description of processes and sub-processes was done, did it allow a good assessment of the process’s quality the documentation? Did, the implementation of the GSBPM allowed the enhancement the standardization of the processes? Did the processes are realized in an efficient manner to save time and time comparing with the period before its implementation? How quality of products and services evolved accordingly?
In this paper we will develop a balanced scorecard (BSC) for the follow up of the implementation in the first step and as a tool for the follow up of the continuous use of it within HCP. Thus, the paper will show how HCP can rely on the BSC as tool for the total quality management for this big project. The power of the BSC to deliver at, any time, information on the progress of the implementation, with specific and various relevant indicators on how the processes were realized, how the quality evolved, and in general how to measure the degree of efficiency of the processes regarding various dimensions of quality. In fine, the advantages of using such tool for the management, the follow up and the improvement of implementation mechanisms will be demonstrated with concrete smart quality indicators.