(or "how to make your organization work for you") was first delivered on August 2, 2012 at the Romanian Association for Better Software in Cluj-Napoca. It combines elements from my FP2 principles (http://prezi.com/qm4wcnk_5hnb/forget-process-focus-on-people/) and principles and techniques for efficient improvement programmes.

1. Can Process Make You Happy?
Making your organization work for
you
02 August 2012 ©Q:PIT Ltd 2011-2012 1

2. Copyright Statement
• SM Architecture Tradeoff Analysis Method, ATAM, CMM Integration, COTS Usage
Risk Evaluation, CURE, EPIC, Evolutionary Process for Integrating COTS-based
systems, Framework for Software Product Line Practice, IDEAL, Interim Profile,
OAR, OCTAVE, Operationally Critical Threat, Asset, and Vulnerability Evaluation,
Options Analysis for Reengineering, Personal Software Process, PLTP, Product Line
Technical Probe, PSP, SCAMPI, SCAMPI Lead Appraiser, SCE, SEPG, SoS Navigator, T-
Checks, Team Software Process, TSP, are service marks of Carnegie Mellon
University
• TM Carnegie Mellon Software Engineering Institute (stylized), Carnegie Mellon
Software Engineering Institute (and design), Simplex, Stylized hexagon are
trademarks of Carnegie Mellon University
Q:PIT is a trademark of Q:PIT Ltd, Milton Keynes, UK
• ® Capability Maturity Model, Capability Maturity Modeling, Carnegie Mellon,
CERT, CERT Coordination Center, CMM, CMMI, FloCon, OCTAVE are registered in
the U.S. Patent and Trademark Office by Carnegie Mellon University
The Q:PIT swirl is a registered trademark of Q:PIT Ltd, Milton Keynes, UK
02 August 2012 ©Q:PIT Ltd 2011-2012 2

3. Peter Leeson
• Director of Q:PIT Ltd
• SCAMPI Lead Appraiser and CMMI Instructor
• SEI Visiting Scientist
• Over 35 years of software engineering
• 20 years as process improvement professional
• Process Improvement experience in Australia,
Austria, Belgium, China, Denmark, England,
France, Germany, India, Ireland, Japan, Mexico,
Netherlands, Poland, Romania, Spain, Sweden,
Switzerland…
02 August 2012 ©Q:PIT Ltd 2011-2012 3

4. Q:PIT Ltd
• International association of independent
process improvement professionals
• Q:PIT means…
– Reducing the cost of Quality through Process
improvement, Information management and
Teamwork
02 August 2012 ©Q:PIT Ltd 2011-2012 4

5. What are we trying to achieve?
02 August 2012 ©Q:PIT Ltd 2011-2012 5

6. Foundations of Quality
People
Process Technology
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7. What do you need?
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8. What do you need?
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9. What do you need?
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10. How do you make people happy?
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11. Living Wages
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12. Resources
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13. Skills
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14. Continuity
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15. Stability
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16. Plan
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17. Methodology
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18. View the Product
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19. Vision
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20. Environment
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21. Leadership
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22. Team
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23. Support
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24. Control
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25. Voice
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26. Recognition
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27. Feedback
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28. Trust
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29. Eustress
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30. Freedom in Framework
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31. Putting it into context
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32. Maslow
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33. Maslow
Morality, creativity, spontaneity,
problem solving, lack of
prejudice, acceptance of facts
Acceptance of facts
Lack of Prejudice
Self-esteem, confidence,
achievement, respect of/by
Problem Solving
others
Creativity
Friendship, family, sexual
intimacy
Security of body, employment,
resources, morality, the family,
health, property
Breathing, food, water, sex,
sleep, homeostasis, excretion
02 August 2012 ©Q:PIT Ltd 2011-2012 33

34. Maturity
Maturity is climbing the Maslow
pyramid
02 August 2012 ©Q:PIT Ltd 2011-2012 34

35. In an Immature Organization
• No consensus on what are the
objective or goals of
– The organisation
– The project
– The product
– The process
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36. Improving…
• Requires commitment from all levels of
management and practitioners to the effort
• Document what you are doing, then read
what you did
• Measure, collect, analyse, learn
• Management requires that processes be
documented and measured
• People accept to learn from their mistakes
rather than fear retribution
02 August 2012 ©Q:PIT Ltd 2011-2012 36

37. Life in a Maturing Organization
• People (at all levels) see issues and problems
as possibilities to improve
• Measurements are seen as a necessary
management tool
• Estimates are based on facts and documented
• The schedule is based on the estimates
• Commitment is maintained and considered as
commitments by all involved
02 August 2012 ©Q:PIT Ltd 2011-2012 37

38. In a Mature Organization
Working together towards a common goal
02 August 2012 ©Q:PIT Ltd 2011-2012 38

39. A Mature Culture 1/2
• Common approach to the work and the success
of the organization
• Decisions and estimates based on facts, data and
experience
• Plans based on what can be achieved and
working together to ensure customer satisfaction
with regard to quality, functionality, budget and
delays
• Assurance that the resources required for a task
will be available as expected
02 August 2012 ©Q:PIT Ltd 2011-2012 39

40. A Mature Culture 2/2
• Liberation of the imagination to continuous,
common improvement
• Focus of all on delivering a product that satisfies
the customer and placing the customer’s needs
and expectations first
• Everyone taking personal responsibility for the
quality of his/her own work and ensuring that the
quality is optimized before responsibility is
handed over to the next step of the development
lifecycle
02 August 2012 ©Q:PIT Ltd 2011-2012 40

41. Immature Processes
• Processes are ad hoc and improvised by practitioners
and their management
• Process descriptions are not rigorously followed or
enforced
• Performance is highly dependent on current
practitioners
• Understanding of the current status of a project is
limited
• Immature processes result in fighting fires:
– no time to improve—constantly reacting
– Firefighters get burned
– Embers may rekindle later
02 August 2012 ©Q:PIT Ltd 2011-2012 41

42. Immature Processes
• Processes are ad hoc and improvised by practitioners
and their management
• Process descriptions are not rigorously followed or
enforced
• Performance is highly dependent on current
practitioners
• Understanding of the current status of a project is
limited
• Immature processes result in fighting fires:
– no time to improve—constantly reacting
– Firefighters get burned
– Embers may rekindle later
02 August 2012 ©Q:PIT Ltd 2011-2012 42

43. Mature Processes = Fire Prevention
• Process descriptions are consistent with the way work
actually gets done
• They are defined, documented, and continuously
improved
• Processes are supported visibly by management and
others
• They are well controlled—process fidelity is evaluated
and enforced
• There is constructive use of product and process
measurement
• Technology is introduced in a disciplined manner
02 August 2012 ©Q:PIT Ltd 2011-2012 43

44. The Role of Process
Management
Customer Engineering Teams
Environment Methods
Technical assets
02 August 2012 ©Q:PIT Ltd 2011-2012 44

45. What Is a Process?
Procedures and methods
defining the relationship
of tasks
People Tools and
with skills, equipment
training, and
motivation
02 August 2012 ©Q:PIT Ltd 2011-2012 45

46. Mature Processes Are
Institutionalized
• “That’s the way we do things around here”
• The organization builds an infrastructure that
contains effective, usable, and consistently
applied processes
• The organizational culture conveys the process
• Management nurtures the culture
• Culture is conveyed through role models and
recognition
• Institutionalized processes endure after the
people who originally defined them have gone
02 August 2012 ©Q:PIT Ltd 2011-2012 46

47. Using Your Brain
The Context for Improvement
02 August 2012 ©Q:PIT Ltd 2011-2012 47

48. The Delivery Process
2. Plan 3. Work
1. Envision
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49. The Managed Process
4. Measure
2. Plan 3. Work
1. Envision
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50. The Improvement Process
5. Improve 4. Measure
2. Plan 3. Work
1. Envision
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51. The Risk Management Process
5. Improve 4. Measure
2. Plan 3. Work
1. Envision 6. Discover Enigma
02 August 2012 ©Q:PIT Ltd 2011-2012 51

52. The Four Major Areas
5. Improve 4. Measure
2. Plan 3. Work
1. Envision 6. Discover Enigma
02 August 2012 ©Q:PIT Ltd 2011-2012 52

53. The Development Process As Human
Reasoning
5 4
Left Brain
2 3
Right Brain
1 6
Limbic Cerebral
02 August 2012 ©Q:PIT Ltd 2011-2012 53

54. The Four Quadrants of the Human
Brain
Left Brain
Right Brain
Limbic Cerebral
02 August 2012 ©Q:PIT Ltd 2011-2012 54

55. Whole Brain Thinking
Stimuli
Me
Ego
Spirit
Soul
Self
02 August 2012 ©Q:PIT Ltd 2011-2012 55

56. Establishing Direction
Deciding to Change
Promoting Change
02 August 2012 ©Q:PIT Ltd 2011-2012 56

57. Value and Cost
• What is the value of improvement to your
organization?
• Why would you want to invest so much
money, knowing you will have no return on
investment in this budget cycle or the next?
• What are the benefits of improvement to your
business, to the quality of your products and
services, to your customer satisfaction?
02 August 2012 ©Q:PIT Ltd 2011-2012 57

58. Cost and Investment
Cost Investment
• Improvement is a cost: • Improvement is an investment:
– Staff is not made available – The cost of bad quality is
– Tools are too expensive understood
– Don’t bother the “real” projects – Improving all future projects is
– What is the minimum we need to critically important – even if it
do to satisfy the lead appraiser? presents a risk to the success of
one on-going project
– Can we do a CMMI appraisal in 2
days like an ISO audit? – Customers are involved in the
improvement programme
– Focus on training staff to answer
the questions of the appraisal team – All new processes, projects,
products are measured according
– Staff are trusted to understand and to a primary need
apply without training or support
– Management is actively and visibly
interested in the return on their
investment
02 August 2012 ©Q:PIT Ltd 2011-2012 58

59. Management and Leadership
• Management needs to understand the cost of
process improvement and be willing to make the
necessary adjustments
• Leadership means going there first:
– Is management ready to apply the principles of
process improvement to their own work?
– Who does quality assurance on management’s work?
– Has your management applied formal decision and
risk analysis techniques to deciding why they should
do process improvement?
02 August 2012 ©Q:PIT Ltd 2011-2012 59

60. Your CEO said…
IT is our business. Our aim is to deliver innovative IT support solutions that add value for our customers and
support their business growth.
We help our customers by constantly innovating, and introducing new, easier, and more secure support and
delivery services. We help increase the efficiency of customers' operations and add value to related products and
services.
We also bring value to our customers’ end-users who depend on their reliability (and, by definition, to the
hardware and software suppliers that serve them) – through the provision of fast, secure services which, in most
instances, benefit from a valuable quality guarantee.
And, of course, we bring value to the consumers and the businesses that use us to manage their infrastructure – by
bringing greater levels of convenience, security, and confidence.
During the past financial year, the number of customers who rely on us increased by 14.7%.
Technological change is having a significant impact on the European market. For example, e-commerce represents a
large and rapidly growing share of the overall market, retailers are progressively investing in new facilities and
solutions, and it is widely anticipated that mobile devices will come to be used to initiate sales on a mass scale.
What the ****
does that mean?
02 August 2012 ©Q:PIT Ltd 2011-2012 60

61. Key words…
IT is our business. Our aim is to deliver innovative IT support solutions that add value for
our customers and support their business growth.
We help our customers by constantly innovating, and introducing new, easier, and more
secure support and delivery services. We help increase the efficiency of customers'
operations and add value to related products and services.
We also bring value to our customers’ end-users who depend on their reliability (and, by
definition, to the hardware and software suppliers that serve them) – through the provision
of fast, secure services which, in most instances, benefit from a valuable quality guarantee.
And, of course, we bring value to the consumers and the businesses that use us to manage
their infrastructure – by bringing greater levels of convenience, security, and confidence.
During the past financial year, the number of customers who rely on us increased by 14.7%.
Technological change is having a significant impact on the European market. For example, e-
commerce represents a large and rapidly growing share of the overall market, retailers are
progressively investing in new facilities and solutions, and it is widely anticipated that
mobile devices will come to be used to initiate sales on a mass scale.
02 August 2012 ©Q:PIT Ltd 2011-2012 61

62. Key words…
IT is our business. Our aim is to deliver innovative IT support solutions that add value for
our customers and support their business growth.
We help our customers by constantly innovating, and introducing new, easier, and more
secure support and delivery services. We help increase the efficiency of customers'
operations and add value to related products and services.
We also bring value to our customers’ end-users who depend on their reliability (and, by
definition, to the hardware and software suppliers that serve them) – through the provision
of fast, secure services which, in most instances, benefit from a valuable quality guarantee.
And, of course, we bring value to the consumers and the businesses that use us to manage
their infrastructure – by bringing greater levels of convenience, security, and confidence.
During the past financial year, the number of customers who rely on us increased by 14.7%.
Technological change is having a significant impact on the European market. For example, e-
commerce represents a large and rapidly growing share of the overall market, retailers are
progressively investing in new facilities and solutions, and it is widely anticipated that
mobile devices will come to be used to initiate sales on a mass scale.
02 August 2012 ©Q:PIT Ltd 2011-2012 62

63. Innovation
• Expectation for
– Change
– Cutting edge
– Rapid development and delivery
• Implementation focus
– Lean
– Agile
– Requirements management
– Peer reviews
02 August 2012 ©Q:PIT Ltd 2011-2012 63

64. Key words…
IT is our business. Our aim is to deliver innovative IT support solutions that add value for
our customers and support their business growth.
We help our customers by constantly innovating, and introducing new, easier, and more
secure support and delivery services. We help increase the efficiency of customers'
operations and add value to related products and services.
We also bring value to our customers’ end-users who depend on their reliability (and, by
definition, to the hardware and software suppliers that serve them) – through the provision
of fast, secure services which, in most instances, benefit from a valuable quality guarantee.
And, of course, we bring value to the consumers and the businesses that use us to manage
their infrastructure – by bringing greater levels of convenience, security, and confidence.
During the past financial year, the number of customers who rely on us increased by 14.7%.
Technological change is having a significant impact on the European market. For example, e-
commerce represents a large and rapidly growing share of the overall market, retailers are
progressively investing in new facilities and solutions, and it is widely anticipated that
mobile devices will come to be used to initiate sales on a mass scale.
02 August 2012 ©Q:PIT Ltd 2011-2012 64

65. Reliable
• Expectation for
– Security
– Reliability
• Implementation focus:
– Quality assurance
– Configuration management
– Strategic service management
– Incident resolution and prevention
– Service continuity
02 August 2012 ©Q:PIT Ltd 2011-2012 65

66. Key words…
IT is our business. Our aim is to deliver innovative IT support solutions that add value for
our customers and support their business growth.
We help our customers by constantly innovating, and introducing new, easier, and more
secure support and delivery services. We help increase the efficiency of customers'
operations and add value to related products and services.
We also bring value to our customers’ end-users who depend on their reliability (and, by
definition, to the hardware and software suppliers that serve them) – through the provision
of fast, secure services which, in most instances, benefit from a valuable quality guarantee.
And, of course, we bring value to the consumers and the businesses that use us to manage
their infrastructure – by bringing greater levels of convenience, security, and confidence.
During the past financial year, the number of customers who rely on us increased by 14.7%.
Technological change is having a significant impact on the European market. For example, e-
commerce represents a large and rapidly growing share of the overall market, retailers are
progressively investing in new facilities and solutions, and it is widely anticipated that
mobile devices will come to be used to initiate sales on a mass scale.
02 August 2012 ©Q:PIT Ltd 2011-2012 66

67. Customer Value
• Expectation for
– Customer satisfaction
– Efficiency
• Implementation focus:
– Requirements development
– Verification and validation
– Organizational performance
– Quantitative management
02 August 2012 ©Q:PIT Ltd 2011-2012 67

68. Key words…
IT is our business. Our aim is to deliver innovative IT support solutions that add value for
our customers and support their business growth.
We help our customers by constantly innovating, and introducing new, easier, and more
secure support and delivery services. We help increase the efficiency of customers'
operations and add value to related products and services.
We also bring value to our customers’ end-users who depend on their reliability (and, by
definition, to the hardware and software suppliers that serve them) – through the provision
of fast, secure services which, in most instances, benefit from a valuable quality guarantee.
And, of course, we bring value to the consumers and the businesses that use us to manage
their infrastructure – by bringing greater levels of convenience, security, and confidence.
During the past financial year, the number of customers who rely on us increased by 14.7%.
Technological change is having a significant impact on the European market. For example, e-
commerce represents a large and rapidly growing share of the overall market, retailers are
progressively investing in new facilities and solutions, and it is widely anticipated that
mobile devices will come to be used to initiate sales on a mass scale.
02 August 2012 ©Q:PIT Ltd 2011-2012 68

69. Policies
• Translating real objectives into realistic
expectations
• Policies are constitutional law
– No one is above the law
– It is known by everyone
• If the policy does not come from senior
management, they will not consider themselves
bound by the policy
• The policies reflect the management expectations
(and not the contents of some model, standard
or theory!)
02 August 2012 ©Q:PIT Ltd 2011-2012 69

70. Writing a Policy
• Questions:
– What makes us different from others?
– Why would a prospect come to us rather than to our competitors?
– How can we ensure that we are satisfying our customers without
jeopardizing the future of our organization?
– What do we mean when we use the word "quality"? How do we
measure that?
– What are the critical practices that are required by all teams in order
to satisfy these objectives?
– What behaviour do we expect from our staff?
– How can we ensure that we learn and continuously improve these
practices and behaviours over time?
– How can we encourage, monitor, measure and enforce this behaviour?
– How can we communicate this to everyone concerned?
02 August 2012 ©Q:PIT Ltd 2011-2012 70

71. Contents of the Policy
• Define Quality
– When you talk about quality in your marketing material,
what do you mean? How do you define quality in a
pragmatic, measurable manner?
• Process Expectations
– Why do you believe that process is going to help your
organization?
– What do you expect to get out of processes?
• Staff Expectations
– What do you expect your staff to be doing? What should
their attitude be?
– What do you want your staff to deliver in terms of results?
02 August 2012 ©Q:PIT Ltd 2011-2012 71

72. Enforcing the Policy
• A law is useless if it is not enforced
• The policy must reflect the monitoring, control
and enforcement procedure
• Before enforcing staff activities, you need to
understand how to monitor it, how to
measure your objectives
02 August 2012 ©Q:PIT Ltd 2011-2012 72

73. Focused Improvement QA
Solid basis for change through
Configuration Management
02 August 2012 ©Q:PIT Ltd 2011-2012 73

74. How to Measure
• What do you believe will be the visible
difference? If there is no visible difference in
effect, don’t do it
• How can you reduce the uncertainty of the
result?
• What do you already know? What can you
find out?
02 August 2012 ©Q:PIT Ltd 2011-2012 74

75. Keep It Simple
• You can reduce uncertainty significantly if you
collect a little information
• Do not fall in the trap of believing it needs to
be perfect to measure
Illustration from “How to Measure Anything:
Finding the Values of Intangibles in Business”
©2010 Douglas W. Hubbard
02 August 2012 ©Q:PIT Ltd 2011-2012 75

76. Start at Maturity Level 2
Level Process Areas
Causal Analysis and Resolution
5 Optimizing
Organizational Performance Management
Quantitative Project Management
4 Quantitatively
Managed Organizational Process Performance
Validation
Customer and Product Requirements
Verification
Organization Process Definition
Technical Solution
3 Defined Organizational Process Focus
Product Integration
Integrated Project Management
Risk Management
Decision Analysis & Resolution
Organizational Training
Requirements Management
Project Planning
Project Monitoring and Control
2 Managed Configuration Management
Supplier Agreement Management
Measurement and Analysis
Product and Process Quality Assurance
1 Initial
02 August 2012 ©Q:PIT Ltd 2011-2012 76

77. Start at Maturity Level 2
• Maturity Level 2 focuses on understanding
what satisfies needs and expectations, what
works
• Maturity Level 3 focuses on sharing the best
practices that were identified at Maturity
Level 2
02 August 2012 ©Q:PIT Ltd 2011-2012 77

78. Start at Capability Level 2
• Capability Level 2 focuses on understanding
what identifying the expectations and
allowing experienced people to satisfy them
as well as they can
• Capability Level 3 focuses on sharing the best
practices that were identified at Maturity
Level 2
02 August 2012 ©Q:PIT Ltd 2011-2012 78

79. Apply the Generic Practices
1 Perform Specific Practices
Establish an Organizational Policy
Plan the Process
Provide Resources
Assign Responsibility
2 Train People
Manage Configurations
Identify and Involve Relevant Stakeholders
Monitor and Control the Process
Objectively Evaluate Adherence
Review Status with Higher-Level Management
3 Establish a Defined Process
Collect Improvement Information
07-June-2012 ©Q:PIT Ltd 2012 79

80. First – this is real, not theory!
1 Perform Specific Practices
Establish an Organizational Policy
Plan the Process
Provide Resources
Assign Responsibility
2 Train People
Manage Configurations
Identify and Involve Relevant Stakeholders
Monitor and Control the Process
Objectively Evaluate Adherence
Review Status with Higher-Level Management
3 Establish a Defined Process
Collect Improvement Information
07-June-2012 ©Q:PIT Ltd 2012 80

81. Communicate the Organizational
Expectations
1 Perform Specific Practices
Establish an Organizational Policy
Plan the Process
Provide Resources
Assign Responsibility
2 Train People
Manage Configurations
Identify and Involve Relevant Stakeholders
Monitor and Control the Process
Objectively Evaluate Adherence
Review Status with Higher-Level Management
3 Establish a Defined Process
Collect Improvement Information
07-June-2012 ©Q:PIT Ltd 2012 81

82. Ensure they have the means…
1 Perform Specific Practices
Establish an Organizational Policy
Plan the Process
Provide Resources
Assign Responsibility
2 Train People
Manage Configurations
Identify and Involve Relevant Stakeholders
Monitor and Control the Process
Objectively Evaluate Adherence
Review Status with Higher-Level Management
3 Establish a Defined Process
Collect Improvement Information
07-June-2012 ©Q:PIT Ltd 2012 82

83. …to do the work efficiently…
1 Perform Specific Practices
Establish an Organizational Policy
Plan the Process
Provide Resources
Assign Responsibility
2 Train People
Manage Configurations
Identify and Involve Relevant Stakeholders
Monitor and Control the Process
Objectively Evaluate Adherence
Review Status with Higher-Level Management
3 Establish a Defined Process
Collect Improvement Information
07-June-2012 ©Q:PIT Ltd 2012 83

84. …and effectively.
1 Perform Specific Practices
Establish an Organizational Policy
Plan the Process
Provide Resources
Assign Responsibility
2 Train People
Manage Configurations
Identify and Involve Relevant Stakeholders
Monitor and Control the Process
Objectively Evaluate Adherence
Review Status with Higher-Level Management
3 Establish a Defined Process
Collect Improvement Information
07-June-2012 ©Q:PIT Ltd 2012 84

85. Check the expectations are met
1 Perform Specific Practices
Establish an Organizational Policy
Establish an Organizational Policy
Plan the Process
Provide Resources
Assign Responsibility
2 Train People
Manage Configurations
Identify and Involve Relevant Stakeholders
Monitor and Control the Process
Objectively Evaluate Adherence
Review Status with Higher-Level Management
3 Establish a Defined Process
Collect Improvement Information
07-June-2012 ©Q:PIT Ltd 2012 85

86. Only then, consider standardizing
1 Perform Specific Practices
Establish an Organizational Policy
Plan the Process
Provide Resources
Assign Responsibility
2 Train People
Manage Configurations
Identify and Involve Relevant Stakeholders
Monitor and Control the Process
Objectively Evaluate Adherence
Review Status with Higher-Level Management
3 Establish a Defined Process
Collect Improvement Information
07-June-2012 ©Q:PIT Ltd 2012 86

87. Generic Practices
Why are you What value are you
doing this? getting out of it?
07-June-2012 ©Q:PIT Ltd 2012 87

88. Generic Practices
07-June-2012 ©Q:PIT Ltd 2012 88

89. Generic Practices
07-June-2012 ©Q:PIT Ltd 2012 89

90. Generic Practices
07-June-2012 ©Q:PIT Ltd 2012 90

91. ste

92. Always remember
• Performance Improvement is a culture change
– It is not easy
– It is completely dependent on management
– It can be highly successful if done correctly
– It requires you to change (and not only everyone
else!)
02 August 2012 ©Q:PIT Ltd 2011-2012 92

93. But it’s worth it!
• The result will make life more predictable for
you in your daily work
• The result will remove the barriers that keep
you from being proud of your work
• The result will focus on fixing the system
instead of blaming the people
02 August 2012 ©Q:PIT Ltd 2011-2012 93

94. But it’s worth it!
• The result will make life more predictable for
you in your daily work
• The result will remove the barriers that keep
you from being proud of your work
• The result will focus on fixing the system
instead of blaming the people
02 August 2012 ©Q:PIT Ltd 2011-2012 94

95. 02 August 2012 ©Q:PIT Ltd 2011-2012 95

96. Resources
• The first part of this presentation is extracted
from “Forget Process; Focus on People” (FP2):
http://prezi.com/qm4wcnk_5hnb/forget-
process-focus-on-people/ (with explanations)
02 August 2012 ©Q:PIT Ltd 2011-2012 96

97. Contact Information
• Peter Leeson
– Q:PIT Ltd
PO Box 6066
Milton Keynes
MK1 9BH
United Kingdom
– Direct Line: +44 (0)20 8133 4120
– Tel: +44 (0)1 908 506 908
– Fax: +44 (0)7006 010 575
– Mobile/Cell: +44 (0)773 998 98 67
– E Mail: Peter@qpit.ltd.uk
– Skype: qpitpjl
– Internet: http://www.qpit.net
02 August 2012 ©Q:PIT Ltd 2011-2012 97