hfsd soft systems methodology. objectives understand the difference between hard and soft systems...
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HFSD
Soft Systems Methodology
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Soft Systems Methodology Objectives
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
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Hard vs. Soft Systems
Hard Systems: 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
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Hard vs. Soft Systems Soft Systems:
Holistic approach adopted (importance of interactions among the sub-systems
An organized way of dealing with “messy” situations in the real world
managers unclear about objectives large, complex, poorly defined systems and
not fully understood Based on work of Checkland -1981
onward
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Hard vs. Soft Systems Soft Systems:
undefined, unstructured, messy Hard Systems:
clear-cut, well defined problem situation SSM Aims:
deal with subjectivity in human activity systems
give subjectivity an intellectual framework
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Terminology 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)
Human Activity System: 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
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SSM in Outline
REAL WORLD
SYSTEMSTHINKING
1. The Problem Situation: - unstructured
2. Problem Situation: Expressed (Rich Picture)
7. Action to improve the Problem Situation
6. Feasible and Desirable Changes
5. Comparison of Rich Picture and Conceptual Model
4. Conceptual Models3. Root Definitions of Relevant Systems
4a. Formal Systems Concept
4b.Other Systems Thinking
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SSM in Outline 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
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SSM - Stages 1 & 2 “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:- elements of structure elements of process elements of climate
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The Rich Picture
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:
clarify analyst’s understanding communicate this to client
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Elements of the Rich Picture Structure of problem domain
physical layout departmental boundaries reporting structure line management formal/informal communications relationships inside/outside
organization
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Elements of the Rich Picture Business Process
what happens plans operations controls “bottlenecks”
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Elements of the Rich Picture Situation Climate - Relationships
conflicts worries mismatches between new processes
and old structures
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Drawing a Rich Picture
Name of Organization in large bubble in centre of page
Use symbols to represent people/things that interrelate in problem situation e.g.
Use arrows for relationships crossed swords for conflict think bubbles for worries beady-eye for scrutiny size for relative importance
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Rich Picture Usefulness
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
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Stage 3 - Root Definitions
A concise description of a Proposed System (developed from C-A-T-W-O-E) 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
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Stage 3 - Root Definitions
Root definitions formulated by considering elements of CATWOE & resolving differences in views of the system held by people in the organization
“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.”
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Stage 4 - Conceptual Models Conceptual Model indicates what the
system must DO to achieve the purpose stated in the Root Definition 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
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Stage 5 - Compare Models Conceptual models facilitate
coherent discussion around problem situation
Used to help identify:- why objectives are not being achieved where changes could be effective conflicts and worries
lack of effective communication resources not present lack of reporting back for control
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Stages 6 & 7 - Implement Changes Three possible kinds of change
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
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Conclusions 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
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Conclusions 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
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References
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)