Create a common sense organization that provides high quality service to our customers and stakeholders, treats them with respect and achieves real and measurable results in a predictable and timely manner.
Concepts and Principles that guide PDRT analysis and design efforts.
IDEAL WORLD In an ideal world the work place Common Practices are equal to (or at least closely match up with) Common Sense.
REAL WORLD In real world situations Common Practice and Common Sense sometimes don't match. It is the job of everyone (especially management) to bring the Common Practices and Common Sense into alignment. Sometimes it means that we need educated as to what is Common Sense other times our Common Practices are in need of repair or redesign. Organizations usually do not hire "Rigid People" we shape them over time by not taking care of the misalignment and inequity between Common Sense and Common Practices.

OVER TIME IF LEFT ALONE THIS  LEADS TO

FRUSTRATION

OVER TIME IF LEFT ALONE THIS  LEADS TO

APATHY

OVER TIME IF LEFT ALONE THIS  LEADS TO

RIGID PEOPLE

sometimes known as "DEADWOOD"

True Improvement
Versus
the Illusion of Progress
Five Ingredients that are needed for true improvement.
  1. The proposed change is rooted in a deep awareness of your customers, their concerns and how they apply what you supply.
  2. The proposed changes are important to the business and are acknowledged by customers as something of value.
  3. The approach to change is disciplined, logical, data-based and addresses the deep causes of whatever is in need of remedy.
  4. The change is supported by subject matter expertise and an understanding of how change in one operation affects other interdependent processes in the system.
  5. The change – it’s good intensions, deeper knowledge and improved methods -- is translated into a clear, picture of the new standardized operational procedure.
Identifing our 2002 business processes
By identifying the, INPUTS, TRANSFORMATIONAL PROCESSES and OUTPUTS the PDRT mapped out the significant activites that occurred in the organization. In governmental organizations the downstream customers of governmental activities can also be the upstream suppliers or participants. The PDRT team spend early 2003 mapping exisiting PDS INPUT/OUTPUTS and used them as a starting place for the business process modeling.
INPUT / OUTPUT
UPSTREAM SYSTEM 
INPUTS
TRANSFORMATIONAL PROCESSES
OUTPUTS
DOWNSTREAM SYSTEM
People, organization, groups, tangible and intangible things that cause or drive inputs Tangible things that prompt some action, or are used in some way Activities, efforts, and tasks aimed at transforming inputs to outputs. Tangible thngs that are produced by actions. People, organizations, groups, tangible and intangible things that are affected by outputs.