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2.1 Statistical information model

 

2.2 Adoption of GSIM

 

2.3 Statistical business process model

Statistics Finland has adopted a process model based on the GSBPM. We also aim to develop our model according to the lines adopted in GSBPM development. In our model however, we have come up with a solution which differs from the GSBPM in two respects: 1. To deal efficiently with the output of the business process, we have divided the end part of the business process into three different processes. These are: 1) the production of basic statistical output, 2) production of ready-made products for specific user groups, and 3) production of tailor-made services for customers. The output of the statistics production process is defined as basic publishing of statistics on the web and production of printed publications, which are intended for general use.


Of these three processes, of course, the statistics production process is the most important. The description of the two other processes aims at using the same method as the description of the statistical business process. 

We feel that this solution puts focus on product development and the management of customer service. The main effects of this solution are seen in the content of the Dissemination phase, which in our model is structured in a way different from that of the GSBPM. 

2. We have defined archiving as an overarching process with a close connection to metadata development and use. A corresponding solution has been made by some other countries, too.
 

  

 
The model was developed on the basis of our technical production model work on the one hand and on our marketing work and segmentation on the other. In 2009 we were able to link our work to the GSBPM, which has proved to be a useful model and method worth applying. 

The process map was authorised on the first level of processes in the beginning of 2009. The process description includes a description of the second level, but it is not formally authorised, because we think it would be better to leave room for flexibility if operating procedures or tools require modification.

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 In the near future, the work is aimed at developing a process-oriented management practice in connection with the practices of management by results. It also requires the production of a process handbook containing the most important rules for procedures and quality criteria for the various phases of the processes.

 

 

2.4 Relation to other models