1. Soft Systems Method An Introduction
Methods for Information Systems Development
Soft Systems Ideas
Overview of Soft Systems Method
Rich Pictures
Relevant Systems and Root Definitions
Conceptual Modelling
Bringing About Change

2. Information Systems Methods
Structured Methods:
Yourdon, SSADM, Information Engineering
Object Oriented Methods:
OOSE, OMT, Rational (UML)
RAD Methods
DSDM
‘Bottom Up’ Evolution: Programming, Design, Analysis,
All Based On Sound ‘Engineering’ Principles:
i.e. First Know Requirements then Build a System

3. A Cautionary Tale Activities: 1 Forecast Sales 2 Buy Materials
Managing Director
Finance
Division
Sales
Administration
R & D
Marketing
Sales Division
Production
Activities:
1 Forecast Sales
2 Buy Materials
3 Manufacture
4 Sell
5 Deliver
Problem Situation: Often ‘Out of Stock’ of Products Sold
Computer
Division
Solution: Computerise Production Planning
Result:
Company Closure

4. Types Of System
DESIGNED PHYSICAL SYSTEMS, e.g. Bridge, Aircraft, Channel Tunnel, Power Station
COMPONENT PARTS are Physical Components
HUMAN ACTIVITY SYSTEMS (HAS), e.g. An Information System
COMPONENT PARTS are Physical Components but also Humans Performing Tasks
IS Methods Are Based on Same Principles as Building DESIGNED PHYSICAL SYSTEMS, But . .

5. An HAS is More Than A Set of Activities
HUMAN
ACTIVITY
SYSTEM OF
ACTIVITIES
EQUALS
TRANSFORMATION
PROCESS
(Modelled as an
Interconnected Set
of Activities)
Input(s)
Output(s)
SOCIAL
SYSTEM
PLUS
Elements = Activities (or sub-systems), i.e. “WHAT”
Relationships = Logical Dependencies
Elements = People Doing Activities, i.e. “HOW”
Relationships = Inter-Personal

6. PROBLEM SITUATIONS
HARD May Be Analysed as a ‘Designed Physical System’ and Modelled Mathematically
SOFT May be Analysed As a Set of HASs where Modelling Language Consists of Activities (Verbs) but Can We Ignore Inter-Personal Relationships?

7. Aims of Soft Systems Method
SSM is NOT a Method for Developing an Information System
SSM Aims to Bring About ‘Improvement in a Problem Situation’
To Develop an Information System, Requirements Have to Be Established and Agreed
SSM Could be Used to Help People ‘Agree on the Requirements’
If Requirements are Unclear, SSM Could Be a Front End for a DSDM (or Other Method) Development
But, It May (or Even More Likely) Result in Change that Does Not Require the Building of an IS

8. Soft Systems Ideas
PROBLEMS Do Not Have an Existence Independent of the Humans Involved With Them
People Will See the Same Situation in Different Ways
"Filter" W
Observation Of
Real World Events

9. Soft Systems Ideas
PROBLEMS Do Not Have an Existence Independent of the Humans Involved With Them
People Will See the Same Situation in Different Ways
"Filter" W
Observation Of
Real World Events
If ‘Problems’ are Intellectual Constructs then so should be ‘Solutions’
Problems do not exist in Isolation
Improvements in a Problem Situation Are Most Likely to Come About Through Persuasion and Debate
The Analyst is a ‘Catalyst of Change’ and cannot be divorced from the situation.

10. SOFT SYSTEMS METHOD

11. ANOTHER VIEW OF SSM REAL WORLD ABSTRACT WORLD OF SYSTEMS THINKING REAL
Step 2 - Look At The Complex Situation. Represent Its Complexity, Without Jumping to Conclusions About the ‘Type’ of Situation or the Nature of the Problem
Step 5 - Compare the Model With the Actual Situation
REAL
WORLD
Step 3 - View the Situation in Terms of a ‘Relevant System’ (Issue or Task-based)
ABSTRACT
WORLD OF
SYSTEMS
THINKING
Step 4 - Build a Model of the ‘Relevant System’ (Issue or Task-based). What Will the System Logically Have to Do If It Were the System Defined
Step 6 - Discuss the Consequence and Agree Changes (Defined by Those Involved - NOT the Analyst)
Step 7 - Implement Agreed Changes

12. SSM - STAGE 1
ENQUIRY Begins With A ‘Mess’ OR ‘ A Setting Where Someone Thinks a Problem May Exist
Resist Attempts to Impose a Particular Structure on the Situation
Recognise That You Will Become Part of the Situation
Do Some Thinking About the Following Roles:
The
Problem
Solver
Client
Owner
Make Practical and Administrative Arrangements,
E.G. Negotiate Access to People, Locations, …Arrange a Quiet Office. Determine Method of Recording Information From Interviews

13. SSM - STAGE 2 ‘The Situation Analysed’
Conduct Interviews. Draw a Rich Picture
Guidelines:
Look for Elements of Structure of the Situation
Look for Elements of Process
Look for Interaction of Structure and Process
Do Not Try and Represent the Situation in Terms of Systems.
Ensure Your Picture Includes ‘Hard’ Factual and ‘Soft’ Subjective Information
Look at Social Roles. Try and Identify ‘Good’, ‘Bad’, and ‘Acceptable’ Behaviour.
Annotate Picture With Footnotes
Include Yourself in the Picture

14. RICH PICTURE - SOAP ‘n’ SPRAY

15. RICH PICTURE - ALBION MILLS
Courtesy Open University

16. SOFT SYSTEMS METHOD

17. SSM - STAGE 3 ‘Relevant Systems’
A Systemic Way of Viewing the Situation Which Is (in the opinion of the analyst), in Some Way, Relevant to the Problem Situation
When Described in More Detail It Is Hoped That Studying the Abstract System Will Yield Insight Into the Situation
Relevant Systems May Be of Two Types:
Issue-based - Will Focus on Specific Issues and Seek to Address or Act Upon Them in Some Way
Task-based - Are Attempts to Describe, or Capture, the Essential Nature of a Fundamental Task Which Must Be Carried by the Organisation Under Study

18. SSM - STAGE 3 ‘Root Definitions’
DEFINITION - A Precise Verbal Description of the Essence of the Processes Implied by the RELEVANT SYSTEM
EXAMPLE “A SOAP’N’SPRAY Owned System Engaged in the Manufacture and Supply of Soap Products to Satisfy Customers’ Orders in a Way That Is Consistent With Performance Levels Desired by Corporate Headquarters”
A Relevant System Is a ‘System’. Hence It Must Conform to ‘Systems Theory’
It May Help to Consider a CATWOE Analysis

19. CATWOE Analysis of SOAP’N’SPRAY
C- CUSTOMERS of the System
Those Who Order Soap Products (European, Retailing, Commercial and Industrial Markets)
A - ACTORS
Those Who Carry Out the Manufacture and Supply Activities
T - TRANSFORMATION PROCESS
Transform Vegetable Oil (and Other RMs, If Needed) Into Finished Soap Products and Supply to Customers
W - WELTANSCHAUUNG
A Concern to Meet Orders Whilst Achieving Financial Targets Set by HQ
O - OWNERS
SOAP’N’SPRAY (Note: the owners of the relevant system, not the business)
E - ENVIRONMENTAL CONSTRAINTS
The Business and Commercial Competitive Environment

20. SOFT SYSTEMS METHOD

21. SSM - STAGE 4 ‘Conceptual Models’
A Model of the Activities or Processes That Logically Ought To Go On If the Relevant System Is to Be the One Described by the Root Definition

22. Conceptual Model - Guidelines
Activities are Represented by VERBS
Arrange into a Logically coherent Order
Aim for 6 to 12 Activities for a Complete Account
Examine Each Main Activity and Identify Subsidiary Activities, Each Written Down As a Verb
Group Functionally Similar Activities into Sub-Systems
Remember It Is a Logical Model - No Real-World Considerations
If Necessary, Revise the Root Definition

23. SSM - STAGE 4 ‘Conceptual Model’
"A SOAP'N'SPRAY - Owned System Engaged in the Manufacture and Supply of Soap Products to Satisfy Customers' Orders in a Way that is Consistent with the Performance Levels Desired by Corporate Headquarters."
FRONT LINE ACTIVITIES:
RECEIVE Customer Orders for Soap Products
KNOW Performance Levels Required by HQ
MANUFACTURE Soap Products
OBTAIN Raw Materials
DISTRIBUTE Soap Products
PLAN Operations Needed to Meet Orders
MONITOR & CONTROL
All the Above Activities

24. Conceptual Model - SOAP ‘N’ SPRAY
KNOW
HQ's
Requirements
PLAN
Operations
RECEIVE
Customer
Orders
MONITOR &
CONTROL
All Activities
MANUFACTURE
Soap
Products
OBTAIN
Raw Materials
DISTRIBUTE
FIRST STAGE
MODEL

25. Conceptual Model - SOAP ‘N’ SPRAY
RECEIVE
Purch. Reqs
KNOW
Buying Pol'y
DECIDE
Where To
Obtain Goods
ORDER
Goods
INFORM
Concerned
Groups
OBTAIN
Delivery Not'n
Facilities
ANALYSE
Info Rec'd
Orders Info
ASSEMBLE
Decisions
PLAN
TRANSMIT
Info
SCHEDULE
Activities
MAINTAIN
Plant
MAKE
Products
RMs
MANUFACTURE
CHECK
Processes &
Stds
Schedule of Ops
TRANSPORT
STORE
COLLECT
Fin'd Prods
Del'y Instrns
DISTRIBUTE
About Disposal
Customer
Orders
MONITOR
&
CONTROL
All Other
INTERPRET
DISSEMINATE

26. SOFT SYSTEMS METHOD

27. SSM - STAGE 5 ‘Preparing An Agenda For Debate’
NOTES:
Some Activities may not feature on the Agenda for Stage 6
Items 5 & 6 above may be completed as part of stage 6

28. SSM - STAGE 6 ‘Debate’ WHO IS INVOLVED?
Client, Problem Owner(s), Problem Solver(s), Others
AIMS
To Agree Changes That Are:
Systemically Desirable
Culturally Feasible
WHAT IF CHANGES CANNOT BE AGREED?
This May Be A Wise Decision in Some Circumstances
Maybe Your Chosen Relevant System Is NOT Seen As Relevant. If So, Repeat From Stage 2.

29. SSM - STAGE 7 ‘Implementation’
TYPES OF CHANGE THAT MIGHT COME ABOUT:
Changes in Structure:
e.g. Organisational Groupings
Departments
Reporting Structures
Lines of Command
Lines of Functional Responsibility
Physical Layout
Changes in Procedures
i.e. Different Ways of Doing Things
Changes in Policy in the Goals & Strategies of the HAS Being Investigated
Changes in Attitude

30. Soft Systems Method Resume of Rules - Constitutive
Seven Stages, Many of Which Are Iterative
Each Stage Has A Defined End-Product
CMs To Be Checked Against RD and Formal Systems Model
CMs To Be Derived from RD Only. They are NOT Descriptions of Systems to be Engineered
Initial Exploration Should NOT be a Search for Systems in the Problem Situation