Transcript Problem Solving II

HFSD
Soft Systems
Methodology
Soft Systems Methodology
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Objectives
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Understand the difference between Hard
and Soft systems
Describe the Soft Systems Methodology
and the techniques used within it
Understand the Soft Systems perspective
and its value in business systems problem
solving
Hard vs. Soft Systems
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Hard Systems:
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Adopt a Scientific approach (functional
decomposition)
Based of belief that initial and desired
system state can be defined
IT is bought only to enable IS
IS exists only to serve some human activity
Hard vs. Soft Systems
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Soft Systems:
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Holistic approach adopted (importance of
interactions among the sub-systems
An organized way of dealing with “messy”
situations in the real world
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managers unclear about objectives
large, complex, poorly defined systems and
not fully understood
Based on work of Checkland -1981 onward
Hard vs. Soft Systems
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Soft Systems:
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Hard Systems:
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undefined, unstructured, messy
clear-cut, well defined problem situation
SSM Aims:
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deal with subjectivity in human activity
systems
give subjectivity an intellectual framework
Terminology
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Methodology:
 “A set of principles of method, which in any
particular situation has to be reduced to a method
uniquely suited to that situation” (Checkland,’81)
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Human Activity System:
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those where people undertake activities to achieve
some purpose (all organizations are of this type)
Client: - the person(s) commissioning the study
Problem Owner: - the person(s) who wishes
something to be done about the problem
SSM in Outline
7. Action to improve
the Problem Situation
1. The Problem Situation:
- unstructured
2. Problem Situation:
Expressed
(Rich Picture)
REAL WORLD
SYSTEMS
THINKING
3. Root Definitions of
Relevant Systems
6. Feasible and
Desirable Changes
5. Comparison of
Rich Picture and
Conceptual Model
4. Conceptual Models
4a. Formal Systems
Concept
4b.Other
Systems
Thinking
SSM in Outline
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Sequence of stages does not have to be
strictly followed
Backtracking and iteration are essential
Effective users use SSM as a framework not
as a “cook book recipe”
Stages 1,2,5,6,7 are Real World activities
Stages 3,4a,4b are Systems Thinking
activities
SSM - Stages 1 & 2
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“Expression Stages” - build up the
richest possible picture of the situation
in which the problem is perceived
Output of stages 1 & 2 = Rich Picture
Pictorial representation of the Problem
Situation containing:
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elements of structure
elements of process
elements of climate
The Rich Picture
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Models overall System - helps problem owner
understand and clarify problem & problem
domain
Summarizes all that’s known about the situation
Exposes differences of opinion
Self-explanatory
two purposes:
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clarify analyst’s understanding
communicate this to client
Elements of the Rich Picture
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Structure of problem domain
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physical layout
departmental boundaries
reporting structure
line management
formal/informal communications
relationships inside/outside organization
Elements of the Rich Picture
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Business Process
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what happens
plans
operations
controls
“bottlenecks”
Elements of the Rich Picture
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Situation Climate - Relationships
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conflicts
worries
mismatches between new processes and
old structures
Drawing a Rich Picture
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Name of Organization in large bubble in
centre of page
Use symbols to represent people/things
that interrelate in problem situation e.g.
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Use arrows for relationships
crossed swords for conflict
think bubbles for worries
beady-eye for scrutiny
size for relative importance
Rich Picture Usefulness
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space restriction forces thought about what
is important
helps to visualise roles in organization
can define aspects to be covered by
system
can show individuals’ worries and potential
conflicts
helps to identify primary tasks
helps to identify issues
Stage 3 - Root Definitions
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A concise description of a Proposed System
(developed from C-A-T-W-O-E)
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Client : benefits directly from the system
Actor : will use the system
Transformation : conversion input /output
Weltanschauung : “world view”
Owner : the system owner (could stop T)
Environment : within which system works
Stage 3 - Root Definitions
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Root definitions formulated by considering
elements of CATWOE & resolving differences
in views of the system held by people in the
organization
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“A system owned by De Montfort University and
operated by lecturers within the British HE sector, to
provide quality education and training to students, with
the aim of maintaining both number and quality of
graduates, and thus improve competitiveness of British
industry and commerce.”
Stage 4 - Conceptual Models
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Conceptual Model indicates what the
system must DO to achieve the purpose
stated in the Root Definition
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major information flows from Rich Picture
activities to perform from Root Definition
activities will be sub-systems of system
activities will be decomposed into several
levels
Stage 5 - Compare Models
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Conceptual models facilitate coherent
discussion around problem situation
Used to help identify:
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why objectives are not being achieved
where changes could be effective
conflicts and worries
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lack of effective communication
resources not present
lack of reporting back for control
Stages 6 & 7 - Implement
Changes
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Three possible kinds of change
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Structural
Procedural
Attitude
which changes are feasible?
do changes involve a computer system?
changes may create new problems!
SSM not once only but on-going
Conclusions
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SSM provides a set of guidelines for
clarifying where improvements are possible
within an organization
Does not require strict adherence to rules or
procedures
Main difference between SSM and other
approaches are the system thinking stages
Many activities undertaken by the analyst are
conventional fact finding activities
Conclusions
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SSM illustrated as a sequence but can be
used in any order; encourages iteration as
analyst’s knowledge increases
Encourages understanding of different
perspectives and forms the basis of debate
SSM is a participative approach
Is not “final” but is a learning process aimed
at accommodations among people on actions
to improve the perceived problem situation
References
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Checkland, P. (1981) “Systems Thinking, Systems
Practice.” Wiley
Checkland, P. & Scholes, J. (1990) “Soft Systems
Methodology in Action.” Wiley
Hicks, M.J. (1991) “Problem Solving in Business and
Management” Thompson Business Press (Ch. 12)