caise 2015 tutorial on work system theory - spider · 2015. 6. 11. · background% •...
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Work System Theory: A Bridge between Business and IT Views of Systems
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CAISE 2015 tutorial, June 10, 2015
Stockholm, Sweden
Steven Alter University of San Francisco
[email protected] www.stevenalter.com
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Assume business and IT professionals want to collaborate. What do these
sentences mean?
• Our producFon system is highly error-‐prone.
• We designed a new sales system.
• We implemented a new system.
• Our new system gives us compeFFve advantage.
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What do these terms mean in this community? … And how does that
undermine system projects?
• System • User • ImplementaFon • Technology • System design • System requirements
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A Bridge between Business and IT Views of Systems …..Is this possible?
• Rigorous enough to be useful • Reasonably easy to use • Requires no obscure terminology • Can be used by business professionals with or without help of IT professionals.
• Can support collaboraFon between business and IT professionals
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OrganizaFon of Tutorial
• Work system theory (WST) • Work system method (WSM) • Extensions of WST • Bridging business and IT views of systems
• www.stevenalter.com – Basic explanaFon of WST – Many arFcles about WST and related topics
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Work System Theory, ApplicaFons, and Extensions
• Work system theory (WST) – basic ideas for describing, understanding, and analyzing systems in organizaFons
• Work system method (WSM) – Method for using WST to analyze and design systems (various versions)
• Extensions – Useful frameworks, concepts, and other ideas that build on WST and make it more valuable
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Background
• Experience in a manufacturing soTware firm: – Why did some customers aWain more more benefit than others?
• Goal (impossible dream ?): Empower business professionals with a systems analysis method that they could use for their own purposes.
• Textbook wriFng: 4 ediFons of an IS textbook. • EUREKA! …. Business professionals care about work systems and work system performance, not just features and supposed benefits of soTware/ IS
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Examples of Work Systems
CalculaFng rates for insurance renewals
Managing soTware development projects
Acquiring clients at a professional service firm
Receiving materials at a large warehouse
Approving real estate loan applicaFons
Planning and dispatching trucking services
Performing pre-‐employment background checks
Performing financial planning for wealthy individuals
Scheduling and tracking health service appointments
OperaFng an engineering call center
Purchasing adverFsing services
Determining salary increases
CollecFng and reporFng sales data for a wholesaler
Planning for outages in key real Fme informaFon systems
Invoicing for construcFon work
(from analyses by employed MBA students)
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Work System Theory (WST)
• Basically: Look at situaFons as work systems that needs to improvement.
-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐ • DefiniFon of work system • Work system framework • Work system life cycle model
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DefiniFon of Work System
• A system in which human parFcipants and/or machines perform processes and acFviFes using informaFon, technology, and other resources to produce product/services for internal or external customers.
• Sociotechnical by default, but may be totally automated.
• Typically uses IT but is not an IT system. • More than just a business process.
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Related Concepts
• OrganizaFonal rouFne (Feldman and Pentland) – (WST covers more than rouFnes)
• Business process (e.g., BPM) – (WST covers more than business processes)
• Sociotechnical system (Mumford) – (WST does not separate the technical system and the social system)
• Human acFvity system (Checkland) – (work systems may be totally automated) – (parts of work systems can be outsourced)
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Special Cases of Work System
• InformaFon system • Project • Supply chain • E-‐commerce • Service system • Totally automated work system
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ImplicaFons of Special Cases
• Work system is the general case • Most concepts and generalizaFons related to work systems also apply to informaFon systems, projects, supply chains, etc.
• Sadly for the academic IS field, most concepts and generalizaFons about informaFon systems are actually about work systems in general.
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Work System Framework (staFc view – but assuming some on-‐going adaptaFon)
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A VariaFon Used at DHL Koehler, T., Cameron, B. H., Sweeney, M., & Harrison, A. S. (2013) Strategic market-‐technology linking in LogisFcs Work Systems – Evidence from two longitudinal Enterprise Architecture case studies at Deutsche Post DHL. BriFsh Academy of Management, Proceedings of BAM2013 Conference, Sept. 12, 2013.
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Work System Life Cycle Model (dynamic view -‐ iteraFons including planned and emergent change)
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Work System Method • Apply WST – IdenFfy the smallest work system that presents an important problem or opportunity
– Summarize and evaluate the “as is” work system – Analyze structure and performance as deeply as appropriate
– Recommend a “to be” work system – Explain advantages of the improved version. – Explain why the change project is worth doing
• Different versions of WSM for different purposes • Include any aspects of Six Sigma or other tools that are useful in the situaFon.
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Work System Snapshot – a Basic Tool
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Nine elements of the work system framework
• Different level of analysis than – business model (enFre enterprise or business unit) – component business model (capability)
• Part of basic understanding of any system involving human parFcipants.
• More than just the business process or work flow.
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Customers
• All work systems must have customers. – Recipients of a work system’s product/services for purposes other than performing provider acFviFes within the work system
• Internal and external customers • Voluntary and involuntary customers • OTen not customers of a work system: – Paying customers – Other stakeholders who are not involved directly in receiving and using whatever the work system produces
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Product/service
• A work system exists to produce product/services for its customers
• Services are acts performed to produce outcomes for the benefit of others
• Any economic acFvity is a service because it involves purposeful acFon performed for the benefit of someone else.
• Producing most products is actually a service because it involves acFviFes performed for the benefit of others.
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ParFcipants
• ParFcipants are people who perform work within the work system, including both users and non-‐users of IT.
• Failure to include parFcipants in an analysis automaFcally would omit important sources of variaFon in the results.
• Totally automated work systems have no parFcipants. – Design, creaFon, and maintenance of a totally automated work system usually occurs in other work systems.
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InformaFon
• Expressed as informaFonal enFFes that are used, created, captured, transmiWed, stored, retrieved, manipulated, updated, displayed, and/or deleted by processes and acFviFes.
• Examples: orders, invoices, warranFes, schedules, income statements, reservaFons, medical histories, resumes, job descripFons, and job offers.
• May include transacFon records, goals, commitments, conversaFons, business rules, triggers, precondiFons, postcondiFons, images, videos
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Technologies
• Almost all significant work systems rely on technology in order to operate.
• Technologies include – Tools that are used by work system parFcipants – Automated agents, i.e., hardware/soTware configuraFons that perform totally automated acFviFes.
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Environment • Factors in a work system's environment may have direct or indirect impacts on its performance, aspiraFon levels, goals, and requirements for change.
• Aspects of environment include – OrganizaFonal environment and climate – OrganizaFonal history and poliFcs – Non-‐customer stakeholders – OrganizaFonal policies and procedures – Cultural environment – CompeFFve environment – Technical environment – Regulatory environment – Demographic environment
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Infrastructure
• Infrastructure includes relevant human, informaFonal, and technical resources that are used by the work system but are managed outside of it and are shared with other work systems. – Human infrastructure – InformaFonal infrastructure – Technical infrastructure
(
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Strategies • Strategies that are relevant to a work system: – enterprise strategy – organizaFon strategy – work system strategy.
• Strategies at the three levels should be in alignment
• Strategies at any of the three levels may be: – Unstated – Unclear – inconsistent with reality or with beliefs and understandings of important stakeholders.
(
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Extensions of WST • Work system metamodel
– Work system framework in more detail • Work system principles
– Extending Cherns (1976) sociotechnical principles • Work system design spaces
– Various sets of typical design variables and design criteria • “Sysperanto”
– Developing a vocabulary that applies to most work systems • Knowledge related to important types of subsystems
– E.g. decision subsystems, communicaFon subsystems, etc. • Theory of workarounds
– Focusing on a key source of emergent change in the work system life cycle
• OperaFonal view of service systems – Seeing service systems as work systems
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Work System Metamodel (reinterprets and extends concepts in the work system framework) (explained later)
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Work System Principles
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Work System Design Spaces
• Work system principles • PossibiliFes for change in a work system • Work system characterisFcs • Generic subsystem types within a work system • Typical risks and obstacles • InteracFons with other work systems • LocaFons for informaFon and knowledge • Design dimensions for products/services
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Work System CharacterisFcs
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PossibiliFes for Change
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Product/Service Design Dimensions
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Theory of Workarounds
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Interim Conclusion • WST: three basic components of a work system view
• WST extensions • WSM: Organized, theory-‐based analysis and design approach
• Possibility of many more extensions, variaFons, applicaFons, etc. – SupporFng agile soTware development – SupporFng cost/benefit/risk analysis – Empirical research on benefits of using WST/WSM – Empirical research to compile design paWerns – Synergies with other analyFcal frameworks and methods
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Broad Applicability
IT-‐enabled work system OR Any other work system ExisFng work system OR New work system Simple work system OR Complex work system Human-‐centric OR Not human-‐centric Personal analysis OR Group collaboraFon Stakeholders involved OR Stakeholders not involved Professional analysis OR Student analysis In support of waterfall-‐oriented project
OR OR
Agile development ImplementaFon of commercial soTware
Business project OR DSR project
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Work System Theory
Information
systems
Operations management
Industrial engineering
Business informatics
Service science
Management
Organizational Behavior
Marketing
Long Term Opportunity: Use an Area of Overlap to Overcome Disciplinary Silos
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Linking business and IT views of systems: Bridges under development:
• PotenFal basis for more effecFve communicaFon and collaboraFon between business professionals and IT specialists
• “Zooming” between levels of detail • Front end for agile development • Step before use cases • From work system models to UML diagrams • Link to “services” • Link to managerial BPM and technical BPM • Link to enterprise architecture
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Zooming between views of a car rental operaFon (OMG example)
• (1): a verb phrase: renFng a car • (2) a simple process • (3) a work system snapshot – Adding parFcipants, informaFon, technology, product/services, customer
• (4) more detailed view using enFty types from the metamodel
• (4a) expanded BPMN -‐-‐-‐ whatever that would be • (5) encapsulated funcFonaliFes used by the work system
• (6) executable code
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(3) Work system snapshot
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(4) More detailed view based on metamodel
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(5) Encapsulated funcFonaliFes used by the work system
• Example 1: license checking soTware
• Example 2: use of workflow soTware – With an “enactment service” that “takes care of control and execuFon” (van der Aalst, 2013)
– IniFates and tracks acFviFes
• Example 3: Process outsourcing – encapsulated as a service
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Sectors in metamodel
• The following slides highlight specific components of the metamodel
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Work systems as building blocks of enterprises
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Work systems, processes, acFviFes, resources
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Resources, acFviFes, product/services
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Product/service from acFvity, product/service offering
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AcFviFes, Actors
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ParFcipants
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Technological EnFFes
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Value for Customer
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Resources
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InformaFon enFFes
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From work system snapshot to use case narraFve (1)
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From work system snapshot to use case narraFve (2)
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Class diagram
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AcFvity diagram
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State machine diagram
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Link to services • Work systems produce product/services • Service systems are work systems • Service emphasis adds important nuances to work system view – Customer and provider responsibiliFes – Service interacFons – Front stage and back stage (service blueprinFng) – Value determined by customer, not provider – Service level agreement
• Design dimensions related to characterisFcs associated with products vs. services – Customized vs. standard – Produced vs. co-‐produced – Tangible vs. intangible – Perishable vs. durable – RelaFonship-‐based vs. transacFon-‐based
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Different portrayals of service
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OperaFonal view of services and service systems: complementary to service-‐dominant logic (Vargo & Lusch)
• BP1. MulFple valid portrayals of service. • BP2. Service systems as work systems • BP3: Degree of encapsulaFon as a service system design issue
• BP4: MulFple design dimensions for product/services
• BP5: OperaFonal variability and noncompliance.
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Link to BPM (1)
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Link to BPM (2)
• WST/WSM is directly related to the Gartner view of BPM
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Link to BPM (3)
• WST/WSM provides possible direcFons for expanding the van der Aalst (2013) view
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Link to enterprise architecture
• Enterprises and value constellaFons consist of work systems
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Where to go next?
• Teaching materials
• Real world applicaFons • Test usefulness
• AddiFonal extensions and linkages
• Bridges to other disciplines