Problem structuring in project management: an application of soft systems methodology (SSM)

Abstract

Recent research suggests a major role for problem structuring methods (PSMs) in the field of project management, particularly at the front-end of projects, where objectives are often unclear and where different constituencies have conflicting aims. This paper presents a case example of soft systems methodology (SSM) at the front-end of a major project within Tesco Stores Ltd. A detailed account of the intervention is given, including the results achieved and a discussion of how the methodology was used for multiple purposes within the same intervention. Within the literature, there remains a lack of detailed examples from which people can learn more about the use of PSMs in project management. By providing a detailed example of SSM in action, this paper seeks to highlight the importance of problem structuring at the front-end of projects and the potential role an approach such as SSM can play at this crucial stage.

A review of the recent contribution of systems thinking to operational research and management science

“…Recently, the rationalistic view of project management has come under criticism (Costello, Crawford et al 2002;Winter 2006;Winter and Checkland 2003). It is assumed that behind the decision to initiate a project there is supposed to be a well thought-out strategy, against which the outcome of the project can be objectively evaluated.…”

A consideration of reflexive practice within the critical projects movement

“…Reflexivity is often presented as the key strategy to overcome theory-practice gaps within PM (Crawford and Pollack, 2007;Crawford et al, 2006;Winter, 2006). Notable reflexive strategies include critical discussions by practitioners of extant best practice solutions , the use of visual tools to align project stakeholders, as in Soft-Systems methodology (Winter, 2006) attempts to describe social encounters through complexity theories (Cooke-Davies et al, 2007) and expanded workplace-based or craft orientated training (Smith, 2007). And importantly, the possibility of reconciling thought (mind/theory/control/reason/structure) and action (body/practice/creativity/emotions/agency) ) chimes with wider political calls for more 'academic-industrial' partnerships .…”

Understanding stakeholders' perspective of cost estimation in project management

“…A conceptual model has been developed by integrating existing and new knowledge in risk management, cost estimating and management processes in projects. By applying the soft system methodology (SSM), cognitive mapping of the decision makers for better understanding of the pathways and potential coping mechanisms for realistic cost planning and controlling practices have been captured (Checkland, 1981;Winter, 2006). The resulting concept model is expected to provide hands-on training to relevant professionals for the capacity building on the improved cost estimating processes across the industry.…”