Process Improvement for Strategic Objectives (PISO ® ) V5.0 ©D A Deeks University of Sunderland 2004 … workplace creativity, driven by strategy

Process Improvement for Process Improvement for Strategic Objectives (PISOStrategic Objectives (PISO®®))

V5.0 ©D A Deeks University of Sunderland 2004

PISOPISO®®

… … workplace creativity, driven by workplace creativity, driven by strategystrategy

PISOPISO®®

workplace creativity, driven by strategy

We all carry out processes.

PISO® – processes, systems, strategic objectives

Processes consist of ‘activities that add value’.

If the processes we use are not working effectively … they fail to ‘add the value’ that we know they should. the system becomes frustrating to use.

Most of us have ‘if only ….’ ideas of how the system should be.

PISO® allows us to turn these strategic objectives into practical working outcomes.

From these ideas come our ‘strategic objectives’ – the changes we would like to make.

A ‘system’ is simply a number of processes connected in some way.

PISOPISO®®


PISO® is a method ...

for re-designing processes ...

to meet strategic objectives ...

that gives remarkable results.

used by employees ...

PISO® – making processes effective

PISOPISO®®


GP Receptionist

1

GP 2

Maintain GP Appointments

Authorise referral to hospital

GP Appointment request

GP appointment date GP appointment request

Referral letter details

*

Patient

a

*

GP appointment date

Referral request

GP Appointment Diary D1

Out-patient recep 3

Process referral letter receipt *

Referral letter

*

Consultant surgeon 4

Allocate appointment date

Patient Admin System D3 Referral letter details

Receipt-dated referral letter

Out-patient recep 5

Book appointment

*

Appointment-dated

referral letter

Out-patient Module D4 Referral & appointment details

Available dates

Patient Records M2

Appointment letter

Medical records 6

Prepare case notes for clinic *

Appointment-dated

referral letter

Appointment-dated referral letter

Out-patient recep 7

Administer appointment *

Patient case notes

One-week-out ‘pulling list’


Conduct consultation *

Appointment letter Appointment details

Procedure request

M3 Patient case notes with consent form

Clinic Case Notes M3 Patient case notes

Patient case notes

Waiting list outcome details

Medical secretary 10

Process ‘Out-patient decision’ letter *

Waiting list outcome form

‘Out-patient decision letter’ details

GP Receptionist 11

Record referral details *

‘Out-patient decision’ letter

GP Patient Database D2

Out patient decision details


Waiting list officer 12

Maintain waiting list

*

Waiting list card

Waiting List Box M5

Waiting list card details Waiting List Diary M4 Waiting list card

Nurse co-ordinator 13

Confirm ‘to-come-in’ date and details *

‘Confirm waiting list’ letter

‘To-come-in’ date

Waiting list card

Theatre Diary M6 ‘To-come-in’ date

Theatre date

Service co-ord 14

Process ‘to-come-in’ letter

*

‘To-come-in’ letter ‘To-come-in’ date

Patient case notes

Patient case notes

Clinic nurse 8

Conduct clinic

*

Referral consent

Procedure consent

* Selected date

Referral Letters folder M1

Receipt-dated referral letter Appointment-dated referral letter

Patient case notes with consent form

Clinic Case Notes Patient case notes with consent form

Patient Records M2 Patient case notes with consent form

From this ...

1

Process GP appointment

Patient

Appointment request

a

Available theatre slots

GP Receptionist

2

Conduct vasectomy referral

procedure

GP

Information leaflets

Consent forms

Booked theatre slot

Confirmed appointment

Vasectomy request

Vasectomy approval

… to this.

… achieving exactly the same as the fourteen on the left.

Ignore the detail, note the difference.

A strategic objective for efficiency leads to the two processes above ...


PISOPISO®®


Customer

Sales Office

Order

Make out BQ1

a

b Quotes File

Processing System

M1

1

Design Office

Produce drawing

2

Materials Office

Price materials

3

Specification

BQ1(1)

BQ1(2) + drawing + materials specn

and materials spec

Production Office

Add labour costs

4


Sales Office

Add mark -up and

5


Process

6 Sales Office

prepare quotation BQ1(completed) + quotation (copy2)

+ drawing + materials specn

BQ1(completed) + quotation (copy2) + drawing + materials specn

Quotation

letter of intent

BQ1(completed)

+ drawing + materials specn

+ quotation (copy2)

Letter of intent

(copy 1)

Customer

Order

a

e

Processing System

1

Progress

2

quotation

Quotation/spec/drawing

Letter of intent

Design b

Liaise with Initial customer specification

Total cost details

D2 Standard Costs

Standard Labour, Material and Equipment Costs

D1 Customer Details

Production Office

Updated customer specification

Quotation details

Updated quotation Sales Manager

Office

Design and materials details

Work schedule

Quotation details

customers

c

d

Initial customer specification

Design & Materials schedule

Design & Materials schedule

Quotation

Order confirmation

Customer requirements

Mark-up details

Quotation details

Quotation query

Response to quotation query

Quotation query

Response to quotation query

*

*

M1 Specifications/drawings

Specification/drawing

Specification/drawing


Estimating Dept



Quotation

Quotation

Customer requirements

Updated Quotation M2 Quotations & Letters of intent

M2 Quotations & Letters of intent

Letter of intent

Customer Liaison Updated customer specification


Order confirmation details

Order confirmation details

A strategic objective for quality improvement, brings about a fundamental change in the ‘shape’ of the system.

From this ... … to this.


PISOPISO®®


not expensive consultancy ...

but employee knowledge and creativity.

Employees are key stakeholders in the changes being designed.

Their strategic objectives engage with those of the organisation.

They are not just consulted, but given the job.

They feel valued and empowered, happy to use the processes they themselves have improved, and keen to use their skills repeatedly.

Note – improved processes don’t make for an improved organisation unless employees are happy to use those processes.

… workplace creativity, driven by strategy.

PISO® – a different approach

PISOPISO®®


not flowcharts, process maps ...

but the unique features of data flow diagrams.

Clear, step-driven approach.Easy to learn, in only a few hours.Re-design occurs in the ‘logical domain’.

no other process improvement method does this greatly clarifies graphical view of system significant aid to consensus

PISO® – a different approach

PISOPISO®®


PISO® uses data flow diagram (dfd) notation from the Structured Systems Analysis and Design Method (SSADM).

Unlike flow charts, dfds represent a whole map of a system rather than one route through it.

Unlike flow charts and process maps, dfds can be logicalised – which is where PISO® re-design occurs. Uniquely, PISO® logicalises twice.

SSADM’s dfd notation incorporates particularly useful features.

PISO® applies these in a new way with emphasis upon process improvement rather computer systems analysis.

Because dfds originate within computer systems design, the re-designed solution ‘accidentally’ becomes the basis for any new computer systems implied by the improvement.

PISO® – its use of dfds

PISOPISO®®


TELESALES

Telephone

PROSPECTIVE

a

2

M1

SALES FLOOR

Speak with

1 Product/service info

MAILOUTS

Mail

3

'PHONE DIRECTORY M2

'Phone no.

M1

PROSPECTIVE CLIENT M3

Address prospective client

prospective client

prospective client

Verbal Product/service

info

Verbal Product /

service info

Product / service

letter

Product/service info


LIST

PRODUCT/SERVICE INFO FILE


CLIENT

GP Receptionist

1

GP 2

Maintain GP Appointments

Authorise referral to hospital

GP Appointment request GP appointment date GP appointment request

Referral letter details

*

Patient

a

*

GP appointment date

Referral request

GP Appointment Diary D1

Out-patient recep 3

Process referral letter receipt *

Referral letter

*


Allocate appointment date

Patient Admin System D3 Referral letter details

Receipt-dated referral letter

Out-patient recep 5

Book appointment

*

Appointment-dated

referral letter

Out-patient Module D4 Referral & appointment details

Available dates

Patient Records M2

Appointment letter

Medical records 6

Prepare case notes for clinic

*

Appointment-dated

referral letter


Out-patient recep 7

Administer appointment *

Patient case notes

One-week-out ‘pulling list’


Conduct consultation

*

Appointment letter Appointment details

Procedure request

M3 Patient case notes with consent form

Clinic Case Notes M3 Patient case notes

Patient case notes

Waiting list outcome details

Medical secretary 10

Process ‘Out-patient decision’ letter

*

Waiting list outcome form

‘Out-patient decision letter’ details

GP Receptionist 11

Record referral details

*

‘Out-patient decision’ letter


Out patient decision details


Waiting list officer 12

Maintain waiting list

*

Waiting list card

Waiting List Box M5

Waiting list card details Waiting List Diary M4 Waiting list card

Nurse co-ordinator 13

Confirm ‘to-come-in’ date and details *

‘Confirm waiting list’ letter

‘To-come-in’ date

Waiting list card

Theatre Diary M6 ‘To-come-in’ date

Theatre date

Service co-ord 14

Process ‘to-come-in’ letter

*

‘To-come-in’ letter ‘To-come-in’ date

Patient case notes

Patient case notes

Clinic nurse 8

Conduct clinic

*

Referral consent

Procedure consent

* Selected date

Referral Letters folder M1 Receipt-dated referral letter


Patient case notes with consent form

Clinic Case Notes Patient case notes with consent form

Patient Records M2 Patient case notes with consent form

… all data flow diagrams use the same four elements.

Whether complicated ... or simple...


Externalentities

Data flows

Processes

Data stores

PISOPISO®®


LOGICAL dfds depict a logical view of a physical circumstance.

PHYSICAL dfds depict a physical circumstance.


LOGICAL views vary – dependent upon information … available considered relevant

PISO® logicalises the dfds TWICE …1 for ‘systems efficiency’ purposes2 to meet the strategic objective

… so even with a strategic objective that emphasises QUALITY, the re-engineered system will be as efficient as possible.

– physical and logical

No other method does this …

… and no other method requires the employees to do the analysis, becoming active stakeholders within the project.

PISOPISO®®


TELESALES

Telephone

PROSPECTIVE

a

2

M1

SALES FLOOR

Speak with


MAILOUTS

Mail

3

'PHONE DIRECTORY M2

'Phone no.

M1



prospective client

prospective client


info

Verbal Product /

service info

Product / service

letter



LIST



CLIENT

– its use of dfdsPISO® – physical and logical

Physical dfds show

the ‘system’ with

its physical features

and constraints.

PISOPISO®®


CONTACT DATA

PROSPECTIVE

a

D2

Communicate

1

Contact data

CLIENT

COMMUNICATION DATA D1

Communication data Communication

data

CURRENT /

Logical dfds show the ‘system’with its physical features andconstraints removed, to revealthe rationale behind it.

– physical and logicalPISO® – its use of dfds

TELESALES

Telephone

PROSPECTIVE

a

2

M1

SALES FLOOR

Speak with


MAILOUTS

Mail

3

'PHONE DIRECTORY M2

'Phone no.

M1



prospective client

prospective client


info

Verbal Product /

service info

Product / service

letter



LIST



CLIENT

PISOPISO®®


11 a PHYSICAL dfd to depict the current ‘system’, warts and all.

2 a LOGICAL dfd for ‘systems efficiency’ purposes – giving a logical view of the current ‘system’ with all physical constraints removed.

3 a second LOGICAL dfd for ‘strategic objective’ purposes – giving a re-engineered logical view of how the ‘system’ could look if a required strategic objective was incorporated.

4 a final PHYSICAL dfd to show how the

strategically re-logicalised ‘system’ with its new processes (all of them as efficient as possible), could be physically implemented.

– physical and logicalPISO® – its use of dfds

PISO® is unique in its use of dfds in this way.

A view of how processes are physically undertaken

within the organisation.

PISO® uses dfds FOUR times – two physical, two logical.

A view of what these processes logically achieve.

2

A view of how these processes could be logically modified to meet a strategic

objective.

3

A view of how the new processes could be

physically undertaken.

4

PISOPISO®®


used by multi-disciplinary teams of employees rather than by systems analysts/consultants

Logicalise dfd for systems efficiency

Identify general

‘problem area’

Define problem area

boundaries

0.2

0.1

Identify/refine strategic objectives

1.1

Gather information about current

system

2.1

Prepare physical dfd of current system

Conduct stakeholder

analysis

1.2

Discover how stakeholder groups define strategic

objective(s)

Establish operational objectives

1.4

Define dfd objectives

1.5

Logicalise dfd for strategic objectives

Analyse and resolve conflicts between strategic

objectives

3.2

Prepare physical dfd of recommended

system

3.3


Stage 3Stage 3

Design of re-engineered system

Stage 0Stage 0

Identification of problem area

Stage 2Stage 2

Analysis of current system

3.1

2.3

2.2 1.3

Stage 1Stage 1

Identification of

objectives

PISOPISO®®

a series of stages and steps presented as an overall framework

incorporates data flow diagramsand uses logicalisation, TWICE

PISO® – the method

PISOPISO®®


PISO®


Identify general

‘problem area’

Define problem area

boundaries

0.2

0.1

Identify/refine strategic objectives

1.1


system

2.1


Conduct stakeholder

analysis

1.2


objective(s)


1.4


1.5

Logicalise dfd for strategic objectives


objectives

3.2


system

3.3


Stage 3Stage 3

Design of re-engineered system

Stage 0Stage 0


Stage 2Stage 2

Analysis of current system

3.1

2.3

2.2 1.3

PISOPISO®®

– the method

Commonly, known problem areas are identified from the outset …

… but a ‘map the whole organisation’ approach can be used, identifying ‘hotspots’ to be tackled further

Whatever approach, physical dfds of current systems are ‘warts and all’ – not based purely upon official policy. Thus PISO® captures what is good, targets what is bad.

PISOPISO®®


Superficially like Business Process Re-engineering (BPR) – but important differences.

Much more clearly defined than BPR. PISO® incorporates a step-by-step method using one easily taught core technique.

Significantly cheaper than BPR. PISO® is ‘do-it-yourself’ – requires no outside consultancy, just basic training.

Significantly faster than BPR – typical PISO® projects take 40-80 days rather than 8-12 months.

Significantly higher success rate than BPR – over 90% rather than less than 20% – and PISO® has been known to rescue ‘stalled’ BPR projects.

Much more emphasis upon ‘employee stakeholders’ than with BPR. PISO® utilises knowledge and creativity of staff. BPR takes a ‘management view’ of organisational processes.

PISO® – and BPR

PISOPISO®®


Enablers Results

Leadership

People

Policy & strategy

Customer results

People Results

KeyPerformance

Results

Partnerships & Resources

Innovation and learning

Society Results

Processes

A core method for the ‘Excellence for Quality Management’ (EFQM) Model

PISO®

PISO® – and EFQM

PISOPISO®®


The same ethos/approach

customer/stakeholder focusinvolving/developing peoplea systematic approach based upon a review of processes and an analysis of factsresults orientated – just do itthose doing the job are best placed to improve itmulti-disciplinary ‘improvement teams’

A key tool in the tool kit

BrainstormingMind-mappingCause and effectRich picturesPareto principleProject planning

PISO® – and ‘Continuous Improvement’

PISO®

PISOPISO®®


The PDSA Cycle is an overall approach to continuous and incremental improvement, designed to encourage progress to be maintained.

PISO® – and PDSA (The ‘Plan, Do, Study, Act’ Cycle)

The PISO® method incorporates techniques that provide a rigorous and complete means of putting the PDSA ‘incremental improvement’ approach into practice ...

… whilst also identifying ‘step-change’ improvements that should be developed, and ...

… providing the means for developing them.

PISOPISO®®


PISO® isn’t anything like PRINCE2! ...

PISO® – and PRINCE2?

... but with the increasing interest in ‘continuous improvement’, PRINCE2 is, surprisingly, sometimes recommended as a process improvement tool.

PRINCE2 is a project management approach ...

… PISO® is a process improvement method.

PRINCE2 can help manage a process improvement project, but it cannot improve processes.

Because PISO® is presented as a clearly defined set of steps, it is easily project manageable – using PRINCE2 or any other approach.

PISOPISO®®


… 6SIGMA:

PISO® – and …

PISO® provides an effective ‘tool in the tool box’, for effective process improvement.

… ISO9002:

PISO® leaves a diagrammatic audit trail showing the process improvements made.

… Investors In People:

The whole ethos of PISO® is to invest in the knowledge and creativity of the people employed by an organisation.

… any approach that seeks to improve the processes of an organisation, and/or develop the staff within it:

PISO® can make a strong contribution

PISOPISO®®


The latest PISO® development.

PISO®

Categorises stakeholders as … direct (system engagers/users) interface (facilitators) indirect (outside agencies, decision makers)

Considers their influence in terms of … power legitimacy urgency

Examines likely changes, and possible effects upon each stakeholder.

Available ‘stand-alone’ or as an optional PISO® ‘add-on’.

A significant aid to any ‘change management’ project.

– Stakeholder Identification and Analysis (pisoSIA®)

pisoSIApisoSIA®®

PISOPISO®®


PISO® – Stakeholder Identification and Analysis (pisoSIA®)

Like PISO®,pisoSIA® ispresented asa frameworkof stages

andsteps.

Stage 0Stage 0

Identification of problem

area

Identify problem area0.1

Stage 1Stage 1

Identification of

stakeholders

Identify initial stakeholders

Gain further information about

problem area

Consider boundaries and further identify stakeholders

1.2 1.3

1.1

Stage 2Stage 2

Analysis of stakeholders

Analyse stakeholders in

terms of attributes and influence

Identify likely system changes

Consider effects of system changes upon

stakeholders

Identify potential areas of negotiation prior to

recommending system changes

2.1 2.2

2.3

2.4

It uses aspecially developed‘matrix’ to facilitate …

identification

analysis

pisoSIApisoSIA®®

PISOPISO®®


PISO®

The pisoSIA® matrix

The pisoSIA® matrix also identifies less obvious onesOutside

agencies

Decision

makers

Facilitators

System engagers

Indirect

Interface

Direct Note: Dataflow diagrams tend toidentify DIRECT stakeholders.

Stakeholder Groups

Stakeholder Categories

Stakeholders

Stage 1 - Stakeholder identificationStage 1 - Stakeholder identification

… then analyses them all.

– Stakeholder Identification and Analysis (pisoSIA®)

Potential areas for

negot-iation

Stake-holder

Changes

Stake-

holder Influences

Pow

er

Urg

ency

Stakeholder Attributes

Stage 2 - Stakeholder analysisStage 2 - Stakeholder analysis

Legi

timac

y

pisoSIApisoSIA®®

PISOPISO®®



pisoSIA® can be used as a ‘standalone’ method. for the support of any project where it is necessary to

identify and analyse stakeholders e.g. … change management selecting candidates for professional development etc

pisoSIApisoSIA®®

pisoSIA® can be integrated with PISO®. strengthening steps that involve stakeholder aspects.

agreeing ‘current system’ diagrams agreeing/refining strategic objectives developing operational objectives confirming ‘new system’ solutions

engaging with the PISO® framework as follows …

PISOPISO®®

pisoSIApisoSIA®®

PISOPISO®®


Identify general

‘problem area’

Define problem area

boundaries

0.2

0.1

Identify/refine strategic

objectives

1.1


system

2.1


Conduct stakeholder

analysis

1.2


objective(s)


1.4


1.5

Logicalise dfd for strategic

objectives


objectives

3.2


system

3.3


3.1

2.3

2.2 1.3

PISOPISO®®

pisoSIApisoSIA®®

pisoSIApisoSIA®®

Stage 1Stage 1

Identification of stakeholders

pisoSIApisoSIA®®

Stage 2Stage 2

Analysis of

stakeholders


PISO® supported by pisoSIA®

pisoSIApisoSIA®®

Stage 0Stage 0


PISOPISO®®


PISO®

on client site, or at The Industry Centre

5 x 2 hr seminars, two standard modes Mode 1 – weekly (or longer) intervals between seminars, with project

work undertaken in between and completed afterwards Mode 2 – two day ‘intensive’ course including short workshops, with

project work completed afterwards

inclusive 60 days email/telephone project support

– ‘PISO® Techniques’ training courses

8 delegates bring team or individual problem areas to investigate

‘PISO® Process Analysis Techniques’ courses PISOPISO®®

PISOPISO®®


PISO®

2 x 2 hour seminars, two standard modes Mode 1 – weekly (or longer) interval between seminars, plus project

work undertaken in between and completed afterwards Mode 2 – one day ‘intensive’ course including short workshops, with

project work completed afterwards


‘PISO® Stakeholder Analysis Techniques’ courses pisoSIApisoSIA®®




PISOPISO®®


PISO®

6 x 2 hr seminars, three standard modes – Mode 1 – weekly (or longer) intervals between seminars, with project

work undertaken in between and completed afterwards Mode 2 – two day ‘intensive’ course including short workshops, with

project work completed afterwards Mode 3 – one week course including full workshops to give

substantial progress towards project completion within the week


‘PISO® Process and Stakeholder Analysis Techniques’ courses PISOPISO®®

pisoSIApisoSIA®®




PISOPISO®®


PISO® Techniques certification

stage 1

PISO® Practitioner certification

stage 2

PISO® User

Centre

PISO® Trainer certification

stage 3

PISO® – certification from The University of Sunderland

Business/Training Consultants

PISO® Business

Centre

PISO® Business Associate

PISO® Business Associate

certification

PISO® Training Associate

certification

PISO® Training Associate

certification PISO® Training Centre

PISOPISO®®


The Co-operative Bank

Ikeda HooverUniversity of Central Lancs

William HillDell Computer Corporation

NikeRedcar and Cleveland Council

Hull Social Services

Modrec InternationalNissanNorthumbria Police

GrundfosGateshead Health Care NHS TrustCity of Sunderland Economic Dept

Black and DeckerUniversity of Sunderland

including:

South Tyneside District Hospital British TelecomUniversity of Bristol Sunderland Housing Group

PISO®– used in more than 350 organisations

PISOPISO®®


PISO®

The PISO® Centre was established as a commercial business unit of the University in January 2001. It is a ‘spin off’ business of the School of Computing and Technology, under the umbrella of University of Sunderland Enterprises Ltd.

– credentials

PISO® and pisoSIA are ‘Solutions from the University of Sunderland’. ‘Solutions’ provides access for business and the community to the people, knowledge and resources at the university.

Solutions from the University of Sunderland

PISO® courses are accredited by The Institution of Analysts and Programmers – a highly regarded organisation with a professional membership of more than 30,000. See www.iap.org.uk

The Institution of Analysts

and Programmers

PISOPISO®®


Income from PISO® is driven back into the business to further develop products through research. It currently funds one PhD and typically supports 5-20 other projects at any one time. pisoSIA® is the first new commercial development to arise from this approach.pisoSIApisoSIA®®

Others being developed include …

PISO® Metrix… risk analysis… cost benefit analysis…’warm glow’ analysis©

PISO® Boundaries Analysis

PISO® Green Field

pisoBApisoBATMTM

pisoMETRIXpisoMETRIXTMTM

pisoGFpisoGFTMTM

PISO®

Collaborations with private and public partners further stimulate research, contributing to the University’s Research Assessment (RAE) rating. A higher research rating brings greater public and private sector research funding.

– a policy of research and development

PISO® – a process improvement method being delivered and developed on a basis of continuous improvement.

PISOPISO®®


PISO®– academic publications

‘The future of BPR – applying DFD logicalisation’, Deeks, Harvey, Edwards Proceedings of 7th Annual BIT Conference, Manchester 1997

‘An Introduction to Systems Analysis Techniques (2nd edition)’, Lejk & Deeks Pearson Education, Harlow 2002

‘A report of the use of the PISO method in an NHS Trust hospital’, Davison, Deeks, Dixon, ThompsonProceedings of UKSS International Conference, York 2002

‘Developing a stakeholder identification and analysis technique for use in information systems re-design’, Davison, Deeks, Dixon, ThompsonProceedings of SCI International Conference, Florida 2002

‘Stakeholder analysis as a medium to aid change in information system re-engineering projects’, Davison & DeeksProceedings of PISTA International Conference, Florida 2003

PISOPISO®®


PISO®– professional publications

‘Introducing Process Improvement for Strategic Objectives’, DeeksVisual Systems Journal Sept/Oct 2000 p8, Bearpark Publishing, Southall 2000

‘Process Improvement for Strategic Objectives Work In Progress’, DeeksVisual Systems Journal July/Aug 2001 p14, Bearpark Publishing, Southall 2001

‘Process Improvement for Strategic Objectives Work In Progress’, Deeks Visual Systems Journal Dec2000/Jan2001 p10, Bearpark Publishing, Southall 2000

‘PISO and SIA Work In Progress’, Davison & Deeks Visual Systems Journal May 2003 pp12-13, Bearpark Publishing, Southall 2003

‘Process Improvement for Strategic Objectives’, Deeks Institution of Analysts and Programmers Annual Review 2002-3 pp14-17, Smith Regent Press, Edgware 2002

Process Improvement for Strategic ObjectivesProcess Improvement for Strategic Objectives (PISO(PISO®®))

V5.0 ©D A Deeks University of Sunderland 2004

PISOPISO®®

The PISO® Centre

The University of Sunderland Industry Centre

Enterprise Park West

Sunderland

SR5 3XB

Tel: 0191 5152666Fax: 0191 [email protected]

pisoSIApisoSIA®®

‘Process Improvement for Strategic Objectives’, PISO®, ‘workplace creativity driven by strategy’, ‘Stakeholder Identification and Analysis’ and pisoSIA® are the property of The

University of Sunderland.

Documents

Process Improvement for Strategic Objectives (PISO ® ) V5.0 ©D A Deeks University of Sunderland 2004 … workplace creativity, driven by strategy