: زا دنترابع چیپرام لدم یایازم زا یخرب

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دنک یم هدافتسا کسیر شهاک یارب یزاس هنومن زا و دزاس یم نکمم ار کسیر یبایزرا • .

دهد یم شیازفا ار یدوعص دشر و رارکت لامتحا • .

تسا ساسح اه یدنمزاین رییغت هب تبسن • .

دریگ یم رظن رد یرتشیب یاضف ناربراک تکراشم یارب • .

دنک یم لیهست ار هیلوا یاهاطخ و یناهگان بویع فشک •

: زا دنترابع چیپرام لدم هوقلاب تلاکشم زا یخرب

هنیزه • ؟دوش یم فقوتم چیپرام لدم تقو هچ •

تسا اه

IS

فلتخم فیاظو نتفرگ هدهعب یاه کینکت و رازبا فرعم ، اه یژولدتم

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SSM (Soft Systems Methodology)

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Multiview

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RAD (Rapid Application Development)

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 System theory:  Whole is greater than the sum of the parts  Organization as a whole rather that functions in isolation  Multi-disciplinary team of analysts  Checkland: At Lancaster university Adapt system theory into a practical methodology by testing on client organizations  ill-structured or soft problem situation  Focus on understanding problem situation rather than developing solutions

 Importance of people to understand real world  Different and conflicting objectives, perceptions, and attitudes  Unpredictable nature of human activity systems  No possible “laboratory models” of human systems  Try to satisfy all the parties in the organizations

 Stage 1: The problem situation: Unstructured (Informal view)  In the first two stages: Finding about the problem from as many people in that situation as possible  Different views from different stakeholders  Climate of the problem situation

 Stage 2: The problem situation: Expressed (Formal view)  Rich picture:  Structure of the processes  Relationship of the processes to each other  Elements of the rich picture:  Clients of the system  People taking part in it  Tasks being performed  Environment of the system  Owner of the system

 Rich picture:  A communication technique between users and analysts  It shows:  People involved  Problem areas  Controlling bodies  Source of conflict  Absence of communication line  Shortage of supply and so on..

 Stage 3: Root Definitions of relevant systems:  Problem solver imagining the “relevant systems”  Relevant systems: Looking at the problem which provides a useful insight  Example:  Problem: Conflicts between two departments  Relevant systems: A system for redefining departmental boundaries  “Debate” is important here: Owner and solver debate on how to describe their relevant systems

 Root definition: Hypothesis about the relevant system  Checkland:

The root definition is a concise, tightly constructed definition of a human activity system which states what the system is

 Using CATWOE  Root Definition of a doctor: A hospital is a system affected by NHS (Environment) designed to enable (Client) me (Actor) to treat (Transformation) as possible within a working week as many (World View) , patients with the aid of specialized equipment, nursing care and etc.

Organizational decisions are made by the hospital administrators (Owner).

2 هرامش

IS

یاه هژورپ یبایزرا

: میراد دصق هسلج نیا رد

IS هژورپ فیرعت و ی یاسانش o IS هژورپ یبایزرا o هژورپ تیریدم و یزیر همانرب لئاسم o

: میزوم ا یم اهتنا رد

CATWOE تسرهف زا هدافتسا اب ار IS لکشم فیرعت o IS هژورپ یارب ناعفنیذ لیلحت o IS هژورپ یارب هدنی ا طیحم و اه تیدودحم لیلحت o IS هژورپ یجنسناکما یبایزرا o

Project Assessment Implementation , Maintenance, Kill Project and Change Management Construction Current Situation Analysis Design of Proposed System

دنریگ یم تاشن لیلد هس زا IS هعسوت یاه هژورپ تلاکشم o اه تصرف o ) اهدومنهر ( یجراخ یاهراشف o ) 2 هحفص هوزج ( دنریگب همشچرس یفلتخم عبانم زا دنناوت یم قوف دراوم o (Wetherbe 1984)

PIECES

: قوف دروم 3 یدنب هقبط یارب o تامدخ ،داصتقا ،لرتنک ،یدم اراک ،تاعلاطا ،درکلمع : دوبهب هب زاین o 1 لاثم : سناژ ا

: هجوت دروم تاکن o

اه اه شقن نایم یناشوپمه نازیم

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شقن نایم یگنهامه شقن نازیم و ضراعت

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نان ا رظن یور هلابند نازیم – رظن نابحاص

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: نایم لداعت

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(Resistors) ناگدننک تمواقم

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(Adopters) ناگدنریذپ

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CASOCO

تسرهف o (Yeates & Cadle 2002) o o Client o Actor o Sponsor o Owner o Champion o Others