1. 淡江資管碩專一 799630180 許瀞文 799630081 陳雅玲 指導教授：戴敏育 博士 報告日期：2011.03.26
Soft Systems Methodology -Peter Checkland “Soft Systems Methodology: A Thirty YearRetrospective” Systems Research and Behavioral Science Syst. Res. 17, S11–S58 (2000)
淡江資管碩專一
許瀞文
陳雅玲
指導教授：戴敏育 博士
報告日期：

2. Agenda Overview History The 7-Stage Approach of SSM CATWOE
 Conceptual Models of Human Activity Systems
 Outcomes and applications of SSM

3. Overview
Problem
Situation

4. Overview Hard v.s. Soft 實體論 v.s. 認識論
Structured Systems Analysis and Design Methodology
Soft systems methodology
來源:

5. Overview Soft systems methodology
“is a framework which does not force or lead the systems analyst to a particular ‘solution’, rather to an understanding”
-- Hirschheim et al. (1995:242)
一個框架，不強制或導致系統分析員特定的解決方案'，而是要理解
來源 :
Beyond the information systems outsourcing bandwagon: The insourcing response
--- Lacity, Mary Cecelia & Hirschheim, R. A.

6. History 1966 Gwilym Jenkins , University of Lancaster 1969
使用系統工程的方法解決管理問題
1969
Peter Checkland
Brian Wilson
Checkland, P. Systems Thinking, Systems Practice, John Wiley & Sons, London, 1981.
Soft Systems Methodology: A Thirty Year Retrospectivea
來源:

7. The 7-Stage Approach of SSM
entering the problem situation,
expressing the problem situation,
formulating root definitions of relevant systems,
building Conceptual Models of Human Activity Systems,
comparing the models with the real world,
defining changes that are desirable and feasible, and
taking action to improve the real world situation.
來源:Checkland, P. (1981) Systems Thinking, Systems Practice

8. 來源 : http://www.idi.ntnu.no/grupper/su/publ/html/totland/ch0526.htm

9. 來源:Checkland, P. (1981) Systems Thinking, Systems Practice

10. CATWOE
Game Rule
Criterion
思考方向

11. CATWOE
Clients – Who are the beneficiaries or victims of this particular system? (Who would benefit or suffer from its operations?)
Actors – Who are responsible for implementing this system? (Who would carry out the activities which make this system work?)
來源:Checkland, P. (1981) Systems Thinking, Systems Practice

12. CATWOE
Transformation – What transformation does this system bring about? (What are the inputs and what transformation do they go through to become the outputs?)
Weltanschauung (or Worldview) – What particular worldview justifies the existence of this system? (What point of view makes this system meaningful?)
來源:Checkland, P. (1981) Systems Thinking, Systems Practice

13. CATWOE
Owner – Who has the authority to abolish this system or change its measures of performance?
Environmental constraints – Which external constraints does this system take as a given?
來源:Checkland, P. (1981) Systems Thinking, Systems Practice

14. Conceptual Models of Human Activity Systems
To represent a viewpoint
Not intended to represent real world’s objects
來源:

15. Conceptual Models of Human Activity Systems
Form of bubble diagrams
Descriptions of activities are enclosed in bubbles
Bubbles link to each other by arrows
Arrows are intended to represent logical dependency
來源:

16. Conceptual Models of Human Activity Systems
Using verbs in the imperative
Write down activities necessary to carry out the transformation
Aim for 7 plus or minus 2 activities that are at the same scale
Select activities which could be done at once
(Soft Systems - Modified December 2005, Bob Williams, The Kellogg Foundation)

17. Conceptual Models of Human Activity Systems
Place these activities in a line
Then those are dependent on these first activities in a line
Continue until all are accounted for
(Soft Systems - Modified December 2005, Bob Williams, The Kellogg Foundation)

18. Conceptual Models of Human Activity Systems
Indicate the dependencies
Rearrange to avoid overlapping arrows where possible
Add a means of assessing performance
Include the aspects of the environment identified in CATWOE
Check
(Soft Systems - Modified December 2005, Bob Williams, The Kellogg Foundation)

19. Conceptual Models of Human Activity Systems
An ongoing purpose
A means of assessing performance
A decision taking process
Components that are also systems
Components that are interact
An environment
Resources
Continuity
(Soft Systems - Modified December 2005, Bob Williams, The Kellogg Foundation)

20. 來源:

21. 來源:http://www. emeraldinsight. com/journals. htm
來源:

22. 來源:

23. Conceptual Models of Human Activity Systems
Checkland -
limited to a small number (seven, plus or minus two) of bubbles
Cybernetics -
the main activities are always supplemented by bubbles representing monitor and control systems
Wilson's Information Requirements Analysis -
may expand to include hundreds of bubbles,
and the monitor and control systems are dropped.
來源:

24. Outcomes and applications of SSM
Learning system
Part of a new paradigm for Operational Research
A front-end for information system design
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25. Outcomes and applications of SSM
Address any kind of unstructured soft problem in any organizational or social context
Function as a learning system by facilitating a greater understanding of the problem situation
Produce various types of result by bringing out the world views of the people involved in the problem situation
來源:

26. Outcomes and applications of SSM
Organizational design
Information systems
General problem solving
Performance evaluation
Education
Miscellaneous
來源:

27. References 線上資料 書籍 論文 http://en.wikipedia.org/wiki/Hard_systems 書籍
Checkland, P. (1981) Systems Thinking, Systems Practice 論文
Peter Checkland (2000),“Soft Systems Methodology: A Thirty YearRetrospective” Systems Research and Behavioral Science Syst. Res. 17, S11–S58
Lacity, Mary Cecelia & Hirschheim, R. A. Beyond the information systems outsourcing bandwagon: The insourcing response
Bob Williams (2005), Soft Systems - Modified December 2005