We report on the partial results of a systemic intervention in which a combined range of methods from classical operational research (OR), problem structuring methods and quality management tools was deployed in a small and medium-sized enterprise in Argentina. Involving a full stakeholders' participation, the intervention allowed the team to appreciate and better understand the features of the problematic situation and its underlying causes and helped the management to define action plans to bring improvements to the organization. Using the multi-methodological framework proposed by Mingers and Brockelsby for integrating methodologies as a starting point, we advance and test a modified framework that distinguish methodologies/methods by its location in the real world or in the thinking/conceptual world. The article contributes to the current debate on OR multiple paradigmatic practice and follows the trend to combine hard methods, wellknown soft OR tools with some less-known methodologies from the ever increasing portfolio of methodologies.
ABSTRACT. This paper deals with a problem that Information Technology outsourcing suppliers generally face when selecting a working team technically capable for specific roles in software development projects. A combination of methodologies, interactively integrated, is proposed. They are Soft System Methodology to structure the problem, Repertory Grid for individual interviews and elicitation of the selection criteria, DRV Processes to assess the candidates and to generate knowledge and consensus on the selection process and Linear Programming to assign people to each position. This multimethodology allowed finding a more comprehensive solution than that initially requested by the company, since it helped to establish the necessary transformations for the selection model to operate in the right way, set the competencies to be considered as selection criteria, develop a consensus estimate of the weighted criteria, and award global values to candidates, optimizing the assignment of roles in the group for the project.
This paper aims to contribute to the use of SSM in Project Management, by exploring what happens in a real-world organisational change projects when stakeholders seem to agree in a set of initial-objectives and final-outcomes of the project. SSM Analyses are then use to explore the misalignments between initial-objectives and final-outcomes along the project life cycle. Initial results suggest that SSM helps to "shadow" these misalignments when structuring an unclear complex situation such as organisational change projects and that the application of SSM facilitates negotiations, generates debate, understanding and learning. This leads to meaningful collaboration among stakeholders and enables key changes to be introduced reflecting on the potential misalignments. Results also support SSM analysis of changes in role, norms or value adversely influencing project outcome.
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