Statistics Canada
Statistique Canada
ITD System Roadmap, 2008/09
International Trade Division
Craig Kuntz
September 4, 2009
System Roadmap
Table of Contents
1 2 3 4 INTRODUCTION .................................................................................................................................... 4 ROADMAP HISTORY/UPDATES .......................................................................................................... 5 ASSUMPTIONS ..................................................................................................................................... 9 ROADMAP DRIVERS .......................................................................................................................... 11 4.1 4.2 5 6 7 8 9 External Drivers .......................................................................................................................... 11 Internal Drivers............................................................................................................................ 13
PROPOSED ACTION ITEMS .............................................................................................................. 17 ACTION ITEM CALENDAR ................................................................................................................. 19 BENEFITS ............................................................................................................................................ 21 OTHER KNOWN RISKS ...................................................................................................................... 22 MAINTENANCE ................................................................................................................................... 24
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1 Introduction
The purpose of the system roadmap is to provide the Architecture Review Board (ARB) the information it needs to monitor system development from a strategic point of view, allowing for planning across projects and divisions. The mandate of the International Trade Division (ITD) is to compile, analyze and disseminate estimates of the value of Canada's merchandise exports and imports, as well as to produce price and volume indices. ITD produces trade statistics on both a Customs and a Balance of Payments (BOP) basis. Customs based trade statistics are derived from customs administrative records: Canada Border Services Agency (CBSA) for imports from all countries and for exports to countries other than the United States; and the U.S. Bureau of Customs and Border Protection (CBP) via the U.S. Bureau of the Census (USBC) for exports to the United States (under the Canada/U.S. MOU on the Exchange of Import Data, implemented January 1, 1990). These data are supplemented by information obtained from other sources such as the National Energy Board, the Canadian Grain Commission, the Canadian Dairy Commission and exporters of railcars and locomotives. Some price data are obtained from Japan, from the U.S. Bureau of Labour Statistics (BLS) as well as from Prices Division and CANSIM in order to compute the merchandise trade price indexes. BOP trade statistics are derived from customs information to conform to SNA concepts and definitions. Adjustments include trade definition, valuation and timing, as well as macro adjustments to cover known gaps such as the underreporting of exports.
The ITD program has the following characteristics: Criteria Enterprise Dimension Program Risk Scope/Impact [Local, Functional or Agency] Risk Tolerance [Low, Medium or High] Service [Consumer, Consumer/Provider or Provider] Operation [Local, Local/Central or Central] Support [Local or Central] Value
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2 Roadmap History/Updates
The following is a summary of significant changes between this roadmap and the previous one: During this last year of the three-year initiative, the corporate “Mainframe Migration” driver will continue to be the main divisional priority and primary focus behind many of the program’s action items for the remainder of the 2008/09 Fiscal Year. ITD has taken a pragmatic approach to the Mainframe Migration. The project was initially scoped with a December, 2008 deadline in mind. As a result, a number of solutions were designed and implemented to accommodate this timeline; however not all of the solutions were optimal decisions in the long run. Some existing functionality as well as a number of new and previously identified business improvements were disregarded, or more appropriately, delayed during the migration exercise. Some of the more important business components that will have to be revisited during post mainframe migration activities include: The development of an Importer and Exporter Register Environment (AI-01) Due to renewed external and internal interest and funding to maintain this program it is necessary to integrate the annual business process of the Importer and Exporter Registers into the division’s core systems. This activity is scheduled to begin late in 2008. The review and development of a more efficient Divisional Standing Order Process (AI-17) In order to ensure that a system and process were in place to satisfy the regular submission of close to 500 standing order client requests within the expected time frame (December 2008), less than efficient and optimal solutions were utilized. The addition of future requests and modifications to current requests will assuredly require intervention and maintenance on the part of technical CS resources. Another and equally important business driver associated with this Action Item, also delayed due to mainframe migration, pertains to risks associated with the data integrity issues brought about changes to the HS classification overtime that could lead to potential misinterpretation by trade data clients (ID-31). ITD is proposing a complete review and standardization of the information disseminated to address this issue. Review and development of an Analytical/Research capability (AI-16) For a large portion of the ITD staff, the corporate mainframe environment provided the necessary data and tools needed to complement and perform ad-hoc analytical type business functions required as part of their job profiles. While the focus during mainframe migration was on migrating the applications that supported the common and core business processes, temporary and less that optimal solutions were implemented to satisfy some of the higher level analytical questions of interest to subject matter officers. A more elaborate and flexible solution is crucial to replace lost functionality that will occur subsequent to the elimination of the corporate mainframe environment.
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System Roadmap As part of the prioritization of activities made by ITD management during the mainframe migration, it became necessary to temporarily or permanently drop a number of secondary but important business components from the program. They include: The creation and dissemination of weight-based trade data. The principal client of this data is Transport Canada, however, there are a number of potential clients for this type of trade statistics. Custom tabulations based on the weight file have netted sales of more than $60K in 2007-2008 for the division. The creation and dissemination of the World Trade Analyzer (WTA). This database is used primarily by the academic sector and was purchased by several university libraries from around the world. This standard product has been produced annually since the 1980’s and, in 2007/08, contributed over $65K to the cost-recovery program with little or no promotion. The applications used to produce this database are resident on the mainframe and are not planned to be migrated. While some of the business drivers generated as a result of the position ITD took during Mainframe Migration will have to be monitored and managed closely to minimize potential impact on the program’s quality, a number of previously identified business drivers postponed due to mainframe migration have now become priority items. ITD proposes to undertake the following major initiatives during 2009/10 fiscal year. The Action Items are described below and listed in order of priority. The development of an Importer and Exporter Register Environment (Operational and Dissemination) AI-01 With the funding for additional business processes surrounding the Importer and Exporter Registers secured (i.e., International Prices Project, Interdepartmental Letter of Agreement with three other government departments), the development of an Operational and Dissemination environment for both the Importer and Exporter Registers is expected to begin in late 2008. Two of the components of the current annual process are mainframe-based. The last mainframe production component is scheduled to run in December 2008. The implementation of the new environment is expected to be completed in time for December 2009. While the cost of the regular operational processes and production activities are accounted for, the development cost of the associated divisional applications beyond fiscal 2008/09 will be funded from the ITD budget. The re-development of the Canada Automated Export Declaration system (CAED) AI-02. This application was originally developed in the mid 1990’s and is nearing the end of its expected lifecycle. At the request of the ARB, ITD recently completed an investigation on the potential use of the STC-Electronic Collection Framework as a replacement for CAED. It was concluded that the ECF would not be a viable replacement. Given that 60% of the total Non-US trade value is supplied by CAED, the impact associated with the temporary or permanent unavailability of the CAED application would assuredly create havoc within the exporter trading community and cause unwanted negative international publicity for the Canadian government (ED-06). The combination of technological issues facing the current version of CAED (ID-06) and the timelines allocated by CBSA for the implementation of a
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System Roadmap CAED replacement (ED-05) forces ITD management to consider the development of a short to mid-term solution. Recent consultations with the ARB Technical Review Team concluded that the re-development of CAED using an infrastructure similar to the one currently in place and the corporately recognized SADF Framework would constitute an acceptable short to mid-term replacement solution to CAED. Discussions are currently underway with CBSA regarding the possible joint funding of this important action item. An LTP proposal will be required for the 2009/10 fiscal year to account for STC’s share of this initiative. The review and development of all divisional BOP and Prices business processes AI-11 The business processes and supporting systems pertaining to the BOP and Prices portion of the trade program were not included or significantly affected by the Mainframe Migration exercise. The division’s inability to address important issues during this three-year timeline has seriously increased the risks regarding the division’s ability to produce timely and accurate BOP and Prices related trade figures. A list of business drivers that support the review and re-development of the divisional BOP and Prices processes can be found in section 4.2 (ID-12, ID-13, ID-14, ITD-15, ID-16, ID-17, ID-18, ID-19 and ID-20). These risks are further compounded by the importance of the data to our colleagues in the System of National Accounts in the Balance of Payments (BOP) and Income and Expenditure Accounts Division (IEAD). This data is crucial to their processes and outputs. Accordingly, ITD expects involvement, input and approval from both BOP and IEAD. As a group, the divisions could define a new business process, environment and supporting system environments to stabilize this critical and core business component while reducing some of the important risks inherent to the current processing environment. HS Reduction AI-20 The Harmonized System (HS) commodity classification has been the foundation of the International Trade program since 1988. Significant revisions to the international component of the HS structure are planned by the World Customs Organization (WCO) and occur every 5 years. The level at which these modifications are performed generates a substantial workload with respect to both the Canadian Import and Export HS classification and requires an influx of resources to handle the work load. The next WCO round of revisions is planned for 2012. Modifications to the HS detail are also received on a regular basis throughout the year from the Canadian Department of Finance. These modifications result from modifications to the tariff level and subsequently the statistical detail. Additional statistical detail is also requested by other Government Departments on a cost recovery basis. At the time of its inception, the import component of the program contained approximately 14,000 distinct HS codes. In 2008, a little over 19,000 different import codes make up the HS classification. This significant increase in the number of codes has had a direct impact on most of the programs business processes. The most important components include: Increased workload and complexity associated with the maintenance of the HS classification structure and related concordances to other classifications (e.g., SIG, NAICS) in order to ensure data integrity. Increased workload and complexity associated with the support of commodity-based modules such as Edit and Imputation. Page 7
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System Roadmap Increased workload associated with maintaining client specific HS commodity lists for nearly 500 requests.
The potential reduction of import HS codes could have a significant impact on a number of important business partners (i.e. USBC, CBSA, trade data users, etc) and would necessitate careful planning and preparation. ITD is expected to initiate, lead and fund the initial phase of a multi-year project aimed at reducing the number of HS import codes to a manageable level. This initial preparation phase is expected to begin in the fall of 2008. While the bulk of the work will be performed by subject matter experts, some technical resources will be required to modify and add functionality to the existing meta-data system to adhere to the 2012 deadline.
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3 Assumptions
The following outstanding issues and respective planning assumptions underlie the proposed system roadmap. 1. Given the importance, size and complexity of the International Trade program, the management of risks associated with planned and unexpected business/technological issues will remain an intricate component of the Division’s regular business planning activities. The completion of the mainframe migration and sun-setting of funding associated with the project (i.e. $700K/year), the budgetary situation facing the corporation for the next few years, and the importance of the items that must be addressed by ITD, poses a formidable challenge to establishing a realistic 5 year Road Map. For many years the regular funding of projects such as the mainframe migration, the export renewal initiative, and Blueprint have allowed ITD to develop and retain a strong, effective and business savvy change management team. In addition to providing business improvements, this pool of resources has throughout the years provided a critical, invaluable and leading role during regular and crisis production situations. ITD management considers it a business priority to retain a change management team. This team has and will continue to play an invaluable role in addressing and managing the risks associated with the recent development/migration of a large number of business components during the mainframe migration. They will also play a vital role in defining and developing appropriate business solutions for those high priority business drivers that still remain. The ITD management team is preparing for the end of the mainframe migration and subsequent loss of funding. We are optimistic that the loss of funding can be largely absorbed through attrition and the retirement of staff in positions identified as present incumbent only and that the Division can maintain a core change management team intact to address ongoing high priority business drivers. 2. While our colleagues at CBSA have presented ITD with a preliminary high level conceptual export processing model that would include a replacement infrastructure for the functionalities provided by CAED, no firm timelines, commitment or action plans have yet been established (ED-05). Given the rising uncertainties associated with compatibility and support issues regarding the current CAED software components and future Operating System upgrades, ITD considers the current and aging CAED infrastructure (ID-06) a high risk. This issue was identified in the recent International Trade Division Biennial Program Report. Dr Fellegi’s comment and recommendation on this topic were as follows: “Well before the obsolescence of this system becomes critical, the issue should be raised, if necessary, to the level of respective agency heads.” While ITD is seeking funding for a re-development of CAED, discussions are underway with our colleagues at CBSA regarding the possible joint funding of this important Action Item (AI-02). Consequently, an LTP proposal to account for the ITD share of this initiative will be forthcoming for the 2009/10 fiscal year.
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System Roadmap 3. The initial ITD plans called for the migration of its application development framework to the Oracle Application Development Framework (ADF) as part of an evolutionary path to replace Oracle Forms and Reports. To maximize the likelihood of meeting the Mainframe Migration deadlines, ITD decided to delay its migration to Oracle ADF until the completion of the mainframe migration. ITD made use of the current expertise in Oracle Forms and Reports during the migration of business processes off the mainframe environment. The recent principle regarding corporate development frameworks forces ITD to delay, review and/or make adjustments to its originally planned application development migration strategy. Previously defined and planned Roadmap action items will more than likely be affected. ITD is currently participating in the recently initiated Java Development Framework project. As part of the divisional BOP and Prices review and re-development proposal being put forth, ITD is expected to include consultation with the ARB Technical Review Team to obtain guidance and validation of both the short and long-term development framework strategies best suited for the division. 4. In order to prevent situations that require substantial technological investments (i.e., outdated technology and legacy systems), ITD will attempt to combine regular technological upgrades with planned business improvement initiatives (e.g., Oracle upgrades). 5. The time investments surrounding the demands put forth by the ARB regarding the Threat and Risk Assessment (TRA) will be required in time for and integrated within ITD’s next QPR, scheduled for December 2009.
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4 Roadmap Drivers
This section outlines influential factors in the development of the system roadmap. The tables below present each driver, a concise description of the perceived impact and ITD’s planned response. The response is presented as one or more action items.
4.1
External Drivers
Table 1 presents the external drivers influencing the development of the roadmap. For each driver, the table presents the perceived impact(s) and planned response(s).
External Driver
ED-01 Regular migration and eventual desupport of ITD floor version of the Oracle Relational Data Base Management System ITD is currently at 10g Release 2 (One of the divisional application remains at Oracle version 8i)
Impact
The completion of the Mainframe Migration brings the culmination of ITD’s plans to manage software diversity. The Oracle database management system and associated development tools now represent the core technology on which all of the business processes are based. Careful and meticulous planning will be required to ensure that all aspects of the technological upgrades are identified and included in the program roadmap in order to minimize risks and reduce any negative impact on the program’s business processes. ITD is one of 6 divisions participating in the centralized OAS service provided by ITSD. Careful and meticulous planning will be required to ensure that all aspects of the technological upgrades are identified and included in the program road map in order to minimize risks and reduce any negative impact on the program’s business processes. All ITD user interface components are WEB based applications currently developed using Oracle Forms and Reports running off the ITSD supported Oracle Application Server.
Response (Action Item)
ITD will evaluate the benefits associated with new releases and attempt to combine all technological upgrades with planned business drivers and/or improvements
ED-02 Regular migration and eventual desupport of the current version of the middle tier Oracle Application Server The current version of the corporately maintained Oracle OAS is Release 10.2
ITD will evaluate the benefits associated with new releases and attempt to combine all technological upgrades with planned business drivers and/or improvements
ED-03 Eventual replacement / de-support of certain components of the Oracle application development suite (Oracle Forms and Reports) Oracle has announced de-support of Oracle Forms and Reports for 2011 ED-05 A preliminary high level conceptual export processing model has been announced by CBSA
AI-03 Potentially AI-11 after consultation with ARB Technical Review
No firm timelines, commitment or action plans have yet been established by CBSA. The current status of this driver forces ITD to embark in an immediate redevelopment of a new version of CAED to address internal business drivers pertaining to the current version of CAED (ID-06).
AI-02
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External Driver
ED-06 Risk associated with the temporary or permanent unavailability of the CAED software.
Impact
Given that 60% of the total Non-US trade value is supplied by CAED, the impact associated with the temporary or permanent unavailability of the CAED application would assuredly create havoc within the exporter trading community and cause unwanted and negative publicity for the Canadian government.
Response (Action Item)
AI-02
ED-07 Request from USBC to upgrade the version of the Encryption Software used during data exchanges
Given that the current infrastructure and software is used from both USBC and CBSA, coordination, testing and implementation must be coordinated between all parties.
AI-18
Table 1 External Roadmap Drivers
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4.2
Internal Drivers
Table 2 presents the internal drivers that have influenced the development of the Roadmap. For each driver the table presents the perceived impact(s) and planned response.
Internal Driver
ID-01 The CPC has declared that the mainframe service will be discontinued in 2009
Impact
Migration of all current mainframe based functionality (processes and systems) that support both the operational and dissemination processes. Focus and priority is on the migration of these processes and not their reassessment or potential improvement. AI-01
Response (Action Item)
ID-03 Corporate direction regarding common and recognized development frameworks as part of a corporate STC Enterprise Architecture
Original ITD plans called for the migration of its application development framework to Oracle ADF as part of an evolutionary path to replace Oracle FORMS and REPORTS. The principle regarding corporate development frameworks forces ITD to review and make adjustments to its originally planned application development migration strategy. The newly stated principal impacts previously defined and planned Roadmap action items.
AI-11
ID-05 Requirements from the Prices Program regarding the use of the ITD generated Exporter/Importer Registers. ID-06 Risks associated with the projected shelf life of the current CAED system (now 11 years) and all the outdated 3rd party software packages used in its design (estimated at 1 to 2 years before substantial investments would have to be made). Resources are required every fiscal year for maintenance and additional functionality.
The current divisional Exporter Register process is mainframe based. Development of a new operational Exporter Register will provide the required functionality.
AI-01
Increased costs for both STC help line and ITD support. Lack of flexibility of 3rd party software packages (i.e. Entrust) in adding new functionality. Increased risks associated with the availability (person dependency) of technical staff to perform future planned improvements and support.
AI-02 See Roadmap History/Updates & Assumptions sections
ID-07 Risk associated with the current design of the Import Operational Environment Review of the Import Operational Environment in order to take advantage of technological features made available since its initial development in 1995.
The addition of functionality and data volumes to the Import Operational Environment during the mainframe migration exercise has increased and exposed certain vulnerabilities and risks pertaining to the 1995 design of the Import Operational environment. Increased vulnerability and flexibility issues and risks associated with the design of the current Import Operational Environment (initially developed in 1995).
AI-03
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Internal Driver
ID-08 ARB directives concerning the Threat and Risk Assessment (TRA)
Impact
Given the changing environment and current workload of the Mainframe Migration, the assessment phase of this directive is delayed until the migration is complete. AI-06
Response (Action Item)
Planned for January 2009, this item will be based on the newly implemented post mainframe environment and projected to be completed in time for the ITD QPR in December 2009. AI-17 ITD is planning to conduct their next Client Satisfaction Survey in January 2009. The results will be used as input for the December 2009 QPR and the subsequent ITD Roadmap exercise.
ID-09 Dissemination Review – Client Satisfaction Survey
Risk associated with the general reputation of the program to provide clients with new potential dissemination methods or product that they request.
ID-12 Risk associated with the technical support of FAME components pertaining to the BOP divisional processes
The retirement and loss of CS resources responsible for the development of the FAME components, the division’s inability to attract knowledgeable technical resources willing to support FAME technology and the convoluted nature/structure of the code responsible for the current FAME component that supports the BOP process seriously jeopardize the program’s ability to react in crucial situation.
AI-11
ID-13 Risk associated with the persondependent subject matter component of both the BOP and Prices divisional processes
While additional subject matter resources have been assigned to the FAME/BOP divisional component, their loss could seriously put at risk management’s ability to react during crucial situation.
AI-11
ID-14 Lack of overall divisional knowledge and relevant subject matter, operational and technical documentation associated with the various components of the program’s BOP and Prices processes (i.e., Concepts, processes, applications and data)
While some technical documentation does exist, the lack of overall divisional knowledge and associated documentation limits ITD’s flexibility to build a strong resource pool from which to draw from to assure stability and appropriate support.
AI-11
ID-15 The outdated and less than user friendly CANSIM related view and structure that pertain mainly to BOP and Prices specific trade related data
The ITD CANSIM structure has been in place for more than 20 years. A number of internal and external clients of this data have for some time expressed their concerns about the current contents and structure of trade related data.
AI-11
ID-16 The restricted deadlines surrounding the creation of the divisional BOP and Prices related data
Very strict and limited timelines exist within the current environment thus increasing the level of risk associated with the release of BOP and Prices data. The delivery on a new environment and associated processes would help manage, clarify and reduce some of the current issues and risks.
AI-11
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Internal Driver
ID-17 The lack of a formal and well defined divisional approval process associated with data generated from the divisional BOP process
Impact
While some very basic and manual processes are in place, the lack of a formal approval process represents a serious vulnerability and risk regarding ITD’s published BOP data. AI-11
Response (Action Item)
ID-18 The lack of flexibility in reacting to business changes such as the changing redefinition and/or addition of Principal Trading Areas (PTA) by the SNA
The SNA have expressed their interest in adding PTA’s. The nature of the current system and the lack of subject matter knowledge and resources make this request difficult to satisfy.
AI-11
ID-19 The migration of the last and remaining ITD application (Prices) still using Oracle 8i.
The Prices application and environment are the last remaining Oracle based applications still running under version 8i. The division’s plans call for the migration of this application as part of the overall review of the divisional BOP and Prices processes. The lack of subject matter knowledge and resources makes the migration of the current application difficult and risky.
AI-11
ID-20 The migration from X11 to X12 for producing seasonal adjustments
While an eventual migration should be fairly straight forward, the nature of the code supporting this application and the temporary person dependant measures taken to ensure its support could put this important business process at risk.
AI-11
ID-30 Workload associated with the size of the current import HS10 classification structure
The current size of the HS10 Classification structure has a direct bearing on a large portion of the divisional processes and associated workload.
AI-20
ID-31 Potential risk associated with misinterpretation of certain aspects of the trade figures by users.
Given the dynamic nature and potential re-use of some of the classification structures used within ITD (e.g. HS), a potential risk of misinterpretation by trade data clients currently exist. To address this data integrity issue, ITD proposes content and format standardization for all trade data requests.
AI-17
ID-32 Lack of appropriate data analysis tools and environment
The corporate mainframe environment provided, to a large portion of the ITD staff, the data and tools needed to complement their ad-hoc analytical functions. While temporary measures have been taken during the mainframe migration, a more elaborate and flexible solution is required.
AI-16
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Internal Driver
ID-33 Risk associated with the lack of divisional and process pertinent documentation in order to compensate for the loss of valuable knowledge resulting from the movement and retirement of critical ITD employees
Impact
The loss of key employees has resulted in the loss of valuable divisional knowledge. ITD proposes that a well defined and structured approach to information management would help compensate and reduce the impact of such losses. AI-13
Response (Action Item)
ID-34 Issues associated with the less than optimal solution used to produce and run Standing Order requests during the mainframe migration.
The addition of future requests and modifications to current requests will more than likely require intervention and maintenance on the part of technical CS resources until a new solution is developed.
AI-17
Table 2 Internal Roadmap Drivers
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5 Proposed Action Items
Table 3 presents a more complete description of each planned action item along with its type, cost/benefit and size classifications.
Proposed Action Item
AI-01 Migration of the last mainframe based business components and systems This includes: Development of an Operational and Dissemination Environment for both the Importer and Exporter Registers.
Type
[enhance, adapt, develop, retire]
Cost/Benefit
[cost, direct payback, investment]
Size
[small, medium, large]
AI-02 Development of a new version of the Canada Automated Export Declaration (CAED) application. This new version will be developed using the corporately approved SADF.
[enhance, adapt, develop, retire]
[cost, direct payback, investment]
[small, medium, large]
AI-03 Review and upgrade of the Import Operational Environment.
[enhance, adapt, develop, retire] [enhance, adapt, develop, retire]
[cost, direct payback, investment]
[small, medium, large]
AI-06 Creation of the assessment phase of the ARB directive regarding the new Threat and Risk Assessment (TRA) formally referred to as the Integrated Security Risk Framework (ISRF).
[cost, direct payback, investment]
[small, medium, large]
AI-11 Review and development of the programs BOP/Prices related processes. Review and development of the divisional business processes pertaining to the current divisional BOP and Prices related processes (e.g., data quality, timing, documentation, person dependency, accuracy, etc.)
[enhance, adapt, develop, retire]
[cost, direct payback, investment]
[small, medium, large]
AI-13 Development of an Information Management Framework to help manage, organize and tie in all aspects of the divisional corporate memory into in a fully documented and consistent divisional infrastructure including items such as business requirements, production schedules, IT systems documentation, concepts, HR, dissemination, etc. Accountability for the contents of the information would be assigned to every business entity.
[enhance, adapt, develop, retire]
[cost, direct payback, investment]
[small, medium, large]
AI-14 Development of a new process and supporting applications to monitor the effectiveness of ongoing export operational processes with a goal of recommending potential improvements.
[enhance, adapt, develop, retire]
[cost, direct payback, investment]
[small, medium, large]
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Proposed Action Item
AI-16 Review and development of an increased Analytical/Research capability within the Operational environment to complement the current core processes in order to further improve data quality, reliability and accuracy.
Type
[enhance, adapt, develop, retire]
Cost/Benefit
[cost, direct payback, investment]
Size
[small, medium, large]
AI-17 Review and development of a more efficient Divisional Standing Order Process
[enhance, adapt, develop, retire] [enhance, adapt, develop, retire]
[cost, direct payback, investment]
[small, medium, large]
AI-18 Upgrade of the divisional data exchange infrastructure between USBC, CBSA and ITD.
[cost, direct payback, investment]
[small, medium, large]
AI-20 Reduction of the Import HS10 classification structure
[enhance, adapt, develop, retire]
[cost, direct payback, investment]
[small, medium, large]
Table 3 Action Items and Size Category
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6 Action Item Calendar
Table 4 presents the calendar of planned action items.
Planning Time Frame
Action Items
AI-01 Migration of the last mainframe based business components and systems AI-02 Development of a new version of the Canada Automated Export Declaration (CAED) application AI-03 Review and upgrade of the Import Operational Environment AI-06 Creation of the assessment phase of the ARB directive regarding the new Threat and Risk Assessment (TRA)
2009/10
XXXXXX CS-3 FTE Total-6 FTE
2010/11
2011/12
2012/13
2013/14
XXXXXX CS-2.5 FTE Total-4 FTE
XXXXX CS-3 FTE Total-6 FTE XXXXX
XXXXX CS-3 FTE Total-6 FTE
AI-11 Review and development of divisional BOP and Prices related processes AI-13 Development of a robust corporate memory infrastructure AI-14 Development of a new process and supporting applications to monitor the effectiveness of ongoing export operational processes AI-16 Review and development of an increased Analytical/Research capability within the Operational environment
XXXXX CS-3 FTE Total-8 FTE
XXXXX CS-4 FTE Total 6 FTE
XXXXX CS-0.5 FTE Total-1.5 FTE
XXXXX Total-1.5 FTE
XXXXX CS-3 FTE Total-5 FTE
XXXXXX CS-4 FTE Total-7 FTE
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Planning Time Frame
Action Items
AI-17 Review and development of a more efficient Divisional Standing Order Process AI-18 Upgrade of the divisional data exchange infrastructure (i.e., OS, Encryption) between USBC, CBSA and STC AI-20 Reduction of the Import HS10 classification structure
2009/10
2010/11
XXXXXX CS-2 FTE Total-6 FTE
2011/12
XXXXXX CS-5 FTE Total-7 FTE
2012/13
2013/14
XXXXXX CS-0.2 FTE Total-0.5 FTE
XXXXXX CS-1 FTE Total-2 FTE
XXXXXX CS-0 Total-6 FTE
XXXXXX CS-0 FTE Total-6 FTE
Table 4 Action Item Calendar
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7 Benefits
Table 5 presents the direct, indirect and corporate benefits anticipated from the implementation of the action item(s). The Action Item column points to the action items leading to the realization of the benefit. The Timing column indicates the fiscal year in which the benefit will first be realized.
Benefit
Eliminate the corporate Mainframe AI-01 Improve the quality1 of our statistical outputs AI-11, AI-14, 2010/12 AI-16, AI-17 Enhance our capacity to serve clients AI-17 2009/10 – 2010/11 2008/09
Action Item
Timing
Table 5 Benefits
1
Quality encompasses the characteristics of accuracy, coverage, relevance, timeliness, ease of interpretation and coherence.
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8 Other Known Risks
This section outlines known risks, i.e., threats and opportunities, for which no action item is planned at this time. Table 6 presents these risks, a concise description of the impact and a possible response. Since these risks are not drivers, i.e., they have not produced action items, the current response is to monitor the risk.
No.
1
Risk
New US business case for early release of trade data Potential new Customs Regulations
Impact
Would have significant impact on a large portion of the current program’s business processes. Assess impact these new regulations could have on the programs processes and systems. Complete review of all program processes in order to assess the impact of these changes (e.g., new attributes, new methodologies, etc.). This risk could impact Action Item 11.
Possible Response
None at this time
2
None at this time
3
SNA Balance of Payment conceptual changes expected in 2010/2011
None at this time
4 5
SIG/SEG to NAPCS Conversion CBSA replacement of the HS8 Export classification by the Import HS10 classification
Review all divisional processes that currently use SIG/SEG Most if not all of the Export processes and supporting applications will have to be reviewed and most likely modified.
Joint work with SNA and Standards None at this time
9
The partnership with our resellers and value-added distributors may require more innovative and streamlined processes for exchanging data, products and tools
May affect currently planned processes and services related to the ITD Dissemination Strategy.
None at this time
11
STC initiative to review the entire costrecovery program with a view to make some or all cost-recovery products and services available free of charge
May affect currently planned processes and services related to the ITD Dissemination Strategy.
None at this time
12
Initiative to evaluate the feasibility and cost of including International Trade services data with Merchandise trade data
May affect currently planned processes and services related to the ITD Dissemination Strategy.
None at this time
14
Modification to the methodology used for applying confidentiality to trade data. This new methodology has been recommended by the UN
Modifications to the current import and export processes relating to confidentiality will have to be implemented.
None at this time
15
Fully manual process surrounding the creation of an Canadian Export Classification manual
Further investigation by ITD is required.
None at this time
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System Roadmap
No.
16 17 21
Risk
Increase in CAED registrations Reconciliations (Brazil, Korea) Modification to ITD applications resulting from the reorganization of the ITD Monitor and Analysis Section
Impact
Possible Response
None at this time None at this time
A number of tools that support divisional processes used by subject matter officers are organized and based on commodity specialties. Any reorganization of these specialties will necessitate system modifications.
None at this time
Table 6 Other Known Risks
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System Roadmap
9 Maintenance
Table 7 presents the projected trend in maintenance effort over the planning period.
Planning Time Frame 2009/10
ITD Maintenance small
2010/11
medium
2011/12
medium
2012/13
medium
2013/14
medium
Table 7 Projected Maintenance Effort
The main drivers impacting the maintenance effort are:
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