What can PISO do?

Figure 1: Pre PISO analysis level 1 physical dfd - click to enlarge

Above: Figure 1 (click to enlarge)

Figure 2: Re-engineered level 1 physical dfd - click to enlarge

Above: Figure 2 (click to enlarge)

The application of PISO can have a radical effect upon the shape of an organisation - even when the overall aims of that organisation remain fairly static. Figure 1 shows a system in use by Pontefract General Infirmary at the beginning of the PISO analysis, and Figure 2 the re-engineered outcome.

Note that these are BOTH level 1 physical dfds - the second is in no way simply a "higher level view" of the first, it represents a significantly simpler way of achieving the same outcome. This is because the strategic objective was to do just this - i.e. achieve the same outcome but much more efficiently. In broad terms, a strategic objective that emphasises efficiency aspects (achieve what we do now, but more quickly/cheaply) will tend to reduce the processes and complexity of an organisation's systems. One that emphasises "quality" aspects (achieve what we do now, but to a higher standard) may well have an opposite, but no less welcome, effect.

And what if the aims of an organisation are NOT static - what if the strategic objective is to do something entirely different? PISO will simply allow an efficiently re-engineered solution to be developed, limited only by the knowledge and creativity of those undertaking the analysis.

At the time of writing, several hundred University of Sunderland students, from HND to Masters level, have undertaken PISO projects, many based upon their own place of work, with extremely positive results.

Angela Dixon, who prepared the two diagrams on this page, was typical of these - with no prior knowledge of systems analysis techniques. Since November 2000, PISO courses in a variety of modes have also been offered direct. Outcomes have been impressive. In a "one week residential" course, a team of eight British Telecom employees came up with a means of making annual savings of several hundred thousand pounds.

Another eight members of a "one seminar per week" course helped South Tyneside General Hospital make significant reductions in waiting times for A&E patients with a broken hip - over 80% are now attended to within an hour.