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37. GSIM can either be mapped to an = existing information model or adopted as is by a statistical organization. = The steps to adopting GSIM are outlined in the following two sections. Plea= se see the GSIM Specification for further details about the information obj= ects mentioned in these sections.
A statistical organization has an existing information model
38. It should be a straightforward task to map an existing information m= odel onto GSIM. The order in which the mapping is undertaken could be depen= dent on the orientation of the existing information model.
39. If the information model focuses primarily on metadata, start with t= he Concepts group of the GSIM. This group comprises information objects suc= h as Variable, Classification, Value Domain.
40. If the information model stresses mainly the management of data sets= , the point of departure could be the Structures group. This is where notio= ns such as Data Set (concerning data) and Data Structure = (concerning metadata) can be found
41. The information model could be principally oriented on the design an= d execution of statistical processes. In this case, start the mapping with = the Production group. It offers concepts such as Process Step Design, I= nput Specification, Output Specification, and provides a link to polic= y and method information through a Design Context.
42. It might, however, be preferable to begin with information objects r= eferring to the main activities of a Statistical Organization. In this case= , start by focusing attention on the Business group, which offers informati= on objects referring to the Statistical Program, the Acquisiti= on Activity and the Dissemination Activity. It is also in thi= s group that concepts related to high-level management of the statistical p= rocess, such as Statistical Need, Assessment, Business Case are fo= und.
43. These four groups are interrelated through relations linking informa= tion objects across the group borders, so you will easily find a path from = one group to the other.
A statistical organization adopts GSIM as its information model=
44. Most statistical organizations have some information models distribu= ted over one or more repositories (catalogues, data bases, etc.) to manage = statistical methods, statistical metadata, architectural principles, policy= provisions and similar things. In many cases these information model may b= e implicit rather than explicit. Typically these models will represent a su= bset of the information objects in GSIM =E2=80=93 containing just those whi= ch are relevant to the purpose of the particular model.
45. A statistical organization may choose to:
46. The order in which the different bits of information are brought tog= ether under the GSIM will be dependent on the relative importance of the co= llections of information.
GSIM and GSBPM
47. Although GSIM can be used independently, it has been designed to wor= k in conjunction with the GSBPM. It supports GSBPM and covers the whole sta= tistical process. It is assumed in this section that an organization either= uses GSBPM or uses another business process model (which can be mapped to = GSBPM).
48. Adopting GSIM at a business level involves an analysis of the inform= ation being used, managed and processed when designing and producing statis= tics. When designing a new process or redesigning an existing process, the = process should be mapped to GSBPM and the information objects should be map= ped to GSIM. In Annex A, there are a number of examples of how this can be = done.
49. This work is useful, because GSIM makes business processes and metho= ds "visible", where other design approaches keep them buried in a= pplication code and documentation. This opens up a range of technical possi= bilities. For example:
50. After undertaking this exercise, it is possible that there will be i= nformation objects that your organization needs to describe, but that are n= ot accounted for in GSIM.
51. Most organizations have legacy systems and administrative practices = that will require an extension of GSIM to meet organization-specific implem= entation needs. In particular, processes relating to corporate management a= re outside the scope of both GSIM and GSBPM.
52. GSIM is robust, but can readily be adapted and extended to meet user= s' needs. In order to implement GSIM, you will need to identify the organiz= ation-specific information that needs to be integrated into your own extens= ion of GSIM. Examples include preferred platform and standards, standard do= cuments to be produced when developing a new statistical program, etc.
53. In order to extend GSIM usefully, it is important to use the mechani= sm provided within GSIM, and to document every extension carefully. The qua= lity of this documentation is fundamental for a successful use of the exten= sions for communication between all participants in the activities of the o= rganization. Moreover, extensions to GSIM are not for internal use only. Th= ey should be submitted to the UNECE Standards Steering Group (email@example.com= ), which will keep a record of existing GSIM extensions. Some of them m= ight well be approved as something that should be added to the agreed model= .