1. Soft Systems Methodology
HFSD
Soft Systems Methodology

2. 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

3. 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

4. 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 onward

5. Hard vs. Soft Systems Soft Systems: Hard Systems: SSM Aims:
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

6. 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

7. SSM in Outline REAL WORLD SYSTEMS THINKING 7. Action to improve
the Problem Situation
1. The Problem Situation:
- unstructured
6. Feasible and
Desirable Changes
2. Problem Situation:
Expressed
(Rich Picture)
5. Comparison of
Rich Picture and
Conceptual Model
REAL WORLD
SYSTEMS
THINKING
4. Conceptual Models
3. Root Definitions of
Relevant Systems
4b.Other
Systems
Thinking
4a. Formal Systems
Concept

8. 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

9. 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

10. 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

11. Elements of the Rich Picture
Structure of problem domain
physical layout
departmental boundaries
reporting structure
line management
formal/informal communications
relationships inside/outside organization

12. Elements of the Rich Picture
Business Process
what happens
plans
operations
controls
“bottlenecks”

13. Elements of the Rich Picture
Situation Climate - Relationships
conflicts
worries
mismatches between new processes and old structures

14. 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

15. 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

16. 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

17. 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.”

18. 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

19. 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

20. 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

21. 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

22. 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

23. 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)