Business Analysis Methodology MM543 (3 SCU)

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Business Analysis MethodologyMM543 (3 SCU)

• Course Overview
• Andreas U Kuswara(akuswara_at_binus.ac.id)

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Your Lecturer Contacts

• Dana Persada Mulyoto, MBA
• danapm_at_hotmail.com
• dmulyoto_at_tjwc.binus.ac.id
• Andreas Utomo Kuswara, MM, MCom
• akuswara_at_binus.ac.id (primary)
• easkwok_at_hotmail.com
• http//easkwok.cjb.net

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Course Objective

• Develop facilitating, analytical and
  implementation skills
• Understand certain framework required to enable
  continuous organizational learning
• Understand that execution of decisions and
  policies
• Offer frameworks that can increase confidence
  when making decisions
• Improve problems structuring and analysis
• Improve skills in practical group decision making
  and facilitation processes
• Promote creations and ideas of social engineering
  schemes in the broadest sense

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Grading policy

• Class Attendance - 5
• Contribution Participation - 10
• Critical reviews every week (individual)
• Midterm Test - n/a
• Major Paper - 30
• Due in week 12, Individual
• Weekly Presentation - 25
• Group (7 group required)
• Final Examination - 30

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Main Text Book

• Checkland, P.B. Scholes, J. (1990) Soft Systems
  Methodology in Action. Wiley, Chichester
• Flood, R. Jackson, M. (1991) Creative Problem
  Solving. Total Systems Intervention. Wiley,
  Chichester.
• Rosenhead, J. (ed.) (1989) Rational Analysis for
  a Problematic World. Wiley, Chichester.

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Course Outline
Topic Lec. Date
1 Course Overview EAS 23/07
2 Total System Intervention (TSI) EAS 30/07
3 Introduction to SSM DPM 06/08
4 Viable System Diagnosis (VSD) DPM 13/08
5 Strategic Assumption Surfacing Techniques (SAST) DPM 20/08
6 Strategic Options Development and Analysis (SODA) DPM 27/08
7 Strategic Choice Approach (SCA) DPM 10/09
8 SSM (Finding Out RD) EAS 17/09
9 SSM (Conceptual Model) EAS 24/09
10 SSM (Comparison Changes) EAS 01/10
11 SSM (Action Implementation) EAS 08/10
12 Review Course DPM 15/10
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Assignments

• Will be explained by DPM
• Weekly Assignment Presentation
• Major Paper
• Lets form groups of 8 persons

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Exams

• Mid Exam
• None (good news!!!)
• Individual Major paper
• due on the last session
• Final Exam
• Will cover all session and focus more in
  application aspect instead of theory

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Introduction to Me

• Education
• S1-Trisakti, Electrical Eng.
• S1-BiNus, Information Technology
• S2-BiNus, MSI
• S2-Curtin, M. Commerce (IS)
• Current Job
• Product Manager, PDC
• Lecturer

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Ground Rules

• No receiving phone calls inside the class
• Set your cell phone into silent while attending
  class
• Be active and take active participation, this is
  your class

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Business Analysis MethodologyMM543 (3 SCU)

• Introduction to Soft Methodology
• Andreas U Kuswara(akuswara_at_binus.ac.id)

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Readings

• Rational Analysis
• Chapter 1

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Hard Vs. Soft (1)

• Hard problems characteristics
• Can be well defined
• Can assume that there is a definite solution
• Can define a number of specific goals that must
  be accomplished
• You can define what success will look like before
  implementing the solution
• You can engineer the result
• "WHAT" "HOW" of a problem can be determined
  early

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Hard Vs. Soft (2)

• Soft problems characteristics
• Have large social and political component
• Are not problems but problem situations
• We know that things are not working the way we
  want them to and we want to find out why and see
  if there is anything we can do about it
• It is not a "problem", but an "opportunity
• Facilitate process towards outcome

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OR Vs. Alternative Paradigm

• Problem formulation (Single or multiple
  objectives)
• Demand sufficient reliable data available
• Highly structured
• Assume consensus (Single decision maker approach)
• Avoid uncertainty

• Seek alternatives solution
• Reduced data demand (work under uncertainty)
• Clarify the term of conflict
• Facilitate planning from bottom-up
• Accept uncertainty

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The Methodologies

• Total System Intervention (TSI)
• Viable System Diagnosis (VSD)
• Strategic Options Development Analysis (SODA)
• Soft Systems Methodology (SSM)
• More in this class
• More is out there

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Total System Intervention (TSI)

• TSI is a process in which a cross section of the
  total system of an organization is gathered to
  identify issues it is facing
• Based on Critical Systems Thinking approach

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Viable System Diagnosis (VSD)

• Proposed by Prof Staffor Beer (founder of
  Management Cybernetics)
• Based on VSM (Viable System Model) that consists
  of 5 functional elements (System 1 5)

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Strategic Options Development Analysis (SODA)

• Designed for Complex problems
• As a tools for consultants in helping a group of
  clients in defining problems workout possible
  solutions
• The objective is to arrive at consensus
  commitment to action rather than compromise
• SODA is subjective by nature draws from
  wisdom/experiences of team members

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Soft Systems Methodology (SSM)

• Developed by Peter Checkland for dealing with
  soft problems
• Hard system methodologies (mostly OR) were
  inadequate to deal with extremely complex
  problems (had large social component)
• 1960s he turned to the University of Lancaster
  (UK) to research this area
• SSM was first published in 1981