HFSD

Soft Systems Methodology

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

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

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

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

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

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

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

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

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

Elements of the Rich Picture Structure of problem domain

physical layout departmental boundaries reporting structure line management formal/informal communications relationships inside/outside

organization

Elements of the Rich Picture Business Process

what happens plans operations controls “bottlenecks”

Elements of the Rich Picture Situation Climate - Relationships

conflicts worries mismatches between new processes

and old structures

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

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

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

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.”

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

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

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

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

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

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)