rahman_mizanur_cpmpart5

8/3/2019 Rahman_Mizanur_CPMpart5

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SECTION 1: STUDENT TO COMPLETE

SECTION 2: TUTOR TO COMPLETE

1 2 3 4 5 OverallGrade

TUTOR COMMENTS AND ADVICE TO STUDENT

In submitting this assignment, I confirm that I have read and understood the entry onCheating & Plagiarism in the Department's current Programmes Handbook. I agree that allmaterial I submit for assessment will be my own work except where I have indicated using

appropriate references or acknowledgements.

ASSIGNMENT /CASE STUDY FORM

Individualquestiongrades

StudentsName

Assignment/Case StudyName

Mizanur Rahman

CPMAR50383 Part 5


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0.0 A report on applying Soft Systems Methodolgy to Construction Projects

0.1 Date: 6th February 2012For: Alex Copping

From: Mizanur Rahman

1.0 Executive Summary

Concept Project Management (CPM) Ltds capability of managing large and complexprojects in the future will become increasingly challenging. That is if CPM continuesto operate in a traditional manner viewing a project simply as a set oftasks/objectives being delivered over a lifecycle of a project and not give dueconsideration to the social structure that is intrinsic in any major/complex project.This social structure can impact on the project in varying degrees, from the differentstakeholders, all due to individual perspectives and needs and thus needs to be

considered as an integral part of the project.

Adopting a Soft Systems Methodology (SSM) approach will assist in managing thesecomplex projects and their social structures more effectively by analysing andsolving re-occurring issues in a structured manner. This approach uses a systemsthinking process that allows the Project Manager to understand the various opinionsamongst all involved in a particular project, through research, learning and reflecting.This is highly beneficial in areas that are usually challenging to comprehend and thatrequire complicated decision making.

SSM improves the approach to decision making especially in groups, and activelyencourages participation with all stakeholders by jointly taking ownership and

resolving problems. By following an SSM approach CPM would become a learningorganisation, which would lead onto achieve effective management of the largestmost complex projects in the world.

2.0 Introduction

This report was commissioned by Mr A Copping. The objective was to evaluateCPMs options in managing the complex social systems encountered on majorconstruction projects, by identifying how SSM, which is a type of Systems Thinkingapproach, could help CPM in the effective management of delivering future projects.

3.0 Soft Systems Methodology (SSM)

SSM is one type of approach of Systems Thinking, which is used to investigateproblem situations stemming from social activity, but unlike Hard systems wherethe problem would be configured around a mathematical model, Systems Thinkingis used to learn the different insights in the minds of all involved in the project(Andrews 2000).

SSM is a practical methodology for learning, resulting from the research conductedby various individuals including Peter Checkland, who have developed it from

Systems Thinking theory. This methodology is not meant to represent the realworld but by following the system rules, results in real world structured thinking,which facilitates for managing real life complex problems that lack formal definitions.


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This, in relation to CPM asserts that project managers need to apply their skills tocomplex problems that are not clearly defined and where SSM tries to assist, is bybetter understanding these complex projects and their numerous stakeholders,which can be accomplished with Checklands (1999) concept of Learning.

On large/complex construction projects where numerous stakeholders with differingperceptions interact with each other, the objective of SSM would be to focus ondeveloping these human relations, which is essential for achieving the common goal,project completion through stakeholders objectives/needs. This can be deliveredusing Checklands 7 stage process, as illustrated below.

This process may be used to analyse any project issue, however, it is more suitablefor issues that:

cannot be formulated as a search for a means of achieving a defined end; aproblem in which ends, goals, purposes are themselves problematic Checkland(1999).

Source: Checkland (1981)

In reference to the 7 stage process above, the Project Manager (PM) would startwith a real world problem, which is studied in an un-structured way resulting indevelopment of some situational models.

PMs would especially benefit with SSM as it can separate the learning lessons forcomplex projects with multiple objectives/perspectives, this is so by creating modelson each perspective and comparing it with real world situations.


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For this process to be effective there are some axioms that need to be considered(University of Cambridge, 2012):

Problems do not exist independent of human beings, they are constructs of theconcerned mind, defined by individual world view; therefore look not at the

problem but at the situation. Interrelationship of problems = 'mess' (multiple problem situation). Worldview - different (and equally valid) interpretations of the world by each

individual. (Corollary of 1) Solutions are also intellectual constructs and no 'problem' exists

in isolation. Improvements in situations are most likely through sharing of perceptions,

persuasion and debate. Analysts should be interactive/therapeutic rather thanexpert.

Analysts cannot be divorced from the problem.

Further to this the perspectives of the following must be considered in every

situation/model (University of Bath, 2012):

Clients: Benefiting/suffering from SSM need to be identified Actors: Who will implement the system and carry out the activities in order to

make the system work Transformation: Inputs need to be determined along with the required

transformation to deliver the desired outputs. Transformation can be decidedbased on following monitoring/control factors:

o Efficacy: Does the means work?o Efficiency: Amount of work done with the resources usedo Effectiveness: Would the system be able to meet the long term goal?

Worldview: Identify the worldview of the system to know if the system ismeaningful

Owner: Who has the authority to start/stop this system or change itsperformance measures

Environmental constraints: These are the external constraints considered bythe system and taken as a given.

By using the above criteria, a full impact assessment can be created as it willconsider the mindsets/viewpoints of every stakeholder/individual involved in theproject. From this the PM can then consider the full impact of any changes on all thestakeholders/individuals involved and take any necessary action.

4.0 CPM & SSM on Major Complex Projects

4.1 Why innovate with SSM on CPM Construction Projects

Project management is a very complex business operating in a very traditionalindustry, where innovation is generally resisted due to most firms/clients being riskaverse, because of project pressures and tight deadlines. By innovating andintroducing new ideas, this old industry believes that unnecessary risk is put on thesuccess of the project. Lingard & Sublet (2002) stated that the construction industryis a very demanding and stressful process. Latham (1994) blames the culture of

the industry, which is hindering the much needed change, but ultimately it is the lackof awareness of the benefits that new ideas/innovations can bring to the industry andits projects (Gann, 2001).


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4.2 Copham Primary Care Trust (CPCT)

If SSM was implemented on the recent CPCT project then the following benefitswould have been possible:

The effective use of SSM would have allowed for pro-active engagement with thepublic and considered their needs/interests.

The concerns raised by local residents on recent anti-social behaviour by childrenwould have been understood from the outset and may have sanctioned for improvedsite security measures and subsequently avoided the delays caused on site.

Early warning indicators would have indentified the lack of participation from thedesign team and the engineers thoughts/needs would have been accommodated forpromptly.

Overall, SSM would have allowed CPM to understand the mental construct of all the

stakeholders linked to the CPCT project and thus fully assess and understand theirperceptions, allowing for better transition of knowledge and improved participation asevery individuals needs would have been assessed in all decision matters.

4.2 Future Projects

Elliman & Orange (2000) recommend SSM as an approach for construction firms toimprove their working practices and facilitate for change as it encourages debateand illustrates mindsets/perceptions of future stakeholders/individuals. Thus,allowing for effective management of the social system within a project. As theconstruction sector becomes increasingly competitive, systems need to change andinnovate to be able to provide more than just a prescribed project process.

Engaging with all stakeholders effectively ultimately delivers an improved experiencefor all future stakeholders and reduces risk on CPM by increasing group knowledge.

By implementing an SSM process CPM would greatly benefit by allowing allstakeholders to gain common knowledge of the project and any potential problems(Green, 1999). This is especially helpful in the early design stages, where usuallyonly the client/architect and PM would traditionally be involved and little or noconsideration is given to other stakeholders such as the public, local authority,environment etc.

As CPM is heavily involved in large complex projects and wishes to deliver astandardised level of service globally, integration of the skills/knowledge that the

multiple teams and stakeholders bring would be extremely beneficial. This wasdemonstrated by Cushman et al. (2002) by using SSM rich pictures and a structureddescription of a construction company, they linked 315 of its needs to keytransformations/actors and knowledge resources.

If CPM implements SSM effectively, conceptual models can be created to identifythe various patterns of knowledge activities that occur in all major projects and thesecan be used to provide a useable platform for intervention, be it at technical design,social or organisational levels. This was described in detail by Venters et al. (2002).


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5.0 Conclusion

It is evident that SSM encourages group learning and is a great tool for decisionmaking, and as CPM is looking farther afield for opportunities it would need toadapt/change to accommodate the vast array of social structures and SSM is theideal learning tool for this.

A CPMs PM role is a crucial multi-faceted one, that not only represents the clientsneeds but has to also effectively engage with other individuals/stakeholders.Furthermore not only does the PM need to engage technically but also has tomanage delicate relationships through numerous legal and financial hurdles.

With this in mind SSM can be extremely helpful in managing these delicaterelationships/interactions, especially as the industry is slowly changing from thetypical contracting firms, to becoming service providing firms.

As CPMslong term business plans prime objective is for globalisation on large and

potentially complex projects, implementing SSM will address the complicatedproblems that will occur, in a structured manner for solutions that are not easilyfound.

By implementing SSM, CPM can champion new ways of working that will ultimatelybenefit CPM and all parties that are engaged with.

6.0 Recommendations

Although SSM can provide CPM a method of structuring complex problems anddealing with them, by looking for a solution that is more than a technical one, it

requires that all stakeholders adopt the SSM approach.

SSM training should be provided to all and should be used as everyday practice togain maximum effectiveness, and as the solutions gained from SSM effect attitudes,procedures and structures it is recommended to have as many parties/groups &individuals included into the system.

(1775 words)

Bibliography

Andrews, C.L. (2000). Restoring legitimacy to the systems approach, IEEE Technology and Society,19(4), pp. 38-44

Checkland, P. B., Scholes, J. (1990).Soft Systems Methodology in Action, Chichester: John Wiley& Sons

Checkland, P.B. (1981). Referenced: in Ho, K.K.J, Sculli, D. (1994) Organizational Theory and SoftSystems Methodologies, Journal of Management Development, Vol. 13(7), pp. 49

Checkland, P.B. (1999).Systems Thinking, Systems Practice, Chichester: John Wiley & Sons, pp.258, 316,

Checkland, P. B. (2000).Soft Systems Methodology: A thirty year retrospective, Systems Researchand Behavioural Science, John Wiley & Sons


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Cushman, M., Venters, W., Cornford, T., Mitev, N. (2002). Understanding sustainability asknowledge practice, Presented to British Academy of Management Conference: Fast-TrackingPerformance through Partnerships, 9-11 September 2002, London. [online]http://www.c-

sand.org.uk/Documents/BAM2002.pdf[Accessed 31 January 2012]

Elliman, T., Orange, G. (2000). Electronic commerce to support construction design and supplychain management: a research note, International Journal of Physical Distribution and LogisticsManagement, Vol. 30(3/4), pp. 345-360

Gann, D. (2001). Putting academic ideas into practice: technological progress and the absorptivecapacity of construction organizations, Construction Management and Economics, Vol. 19, pp. 321-330.

Green, S.D. (1999). A participative research strategy for propagating soft methodologies in valuemangement practice. Construction Management and Economics, Vol. 17(3), pp. 329-340.

Ho, K.K.J, Sculli, D. (1994). Organizational Theory and Soft Systems Methodologies, Journal ofManagement Development, Vol. 13(7), pp.47 - 55

Latham, M. (1994).Constructing the Team, Final Report of the Government/Industry Review ofProcurement and Contractual Arrangements in the UK Construction Industry. London: HMSO.

Lingard, H., Sublet A. (2002). The impact of job and organizational demands on marital orrelationship satisfaction and construction among Australian civil engineers, ConstructionManagement and Economics, Vol. 20, pp. 507521

University of Bath (2012), Construction Project management [online]. Bath: Bath University.Available from:http://moodle.bath.ac.uk/course/view.php?id=54147[Accessed 27 January 2012]

University of Cambridge (2012), Soft Systems Methodology [online]. Cambridge: CambridgeUniversity. Available from:http://www.ifm.eng.cam.ac.uk/dstools/control/softsm.html[Accessed 1February 2012]

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