scholarly journals Domain-Driven Design and Soft Systems Methodology as a Framework to Avoid Software Crises

2020 ◽  
Vol 8 ◽  
pp. 191-204
Author(s):  
Nikitas A. Assimakopoulos ◽  
Panagiotis Papaioannou
Keyword(s):  
Soft Systems Methodology ◽  
Common Language ◽  
Creative Collaboration ◽  
Systems Methodology ◽  
Soft Systems ◽  
Effective Interventions ◽  
Complex Projects ◽  
Use Of Models

Crisis is considered to be an issue concerning complex systems like societies, organizations or even families. It can be defined as the situation in which the system functions poorly, the causes of the dysfunction are not immediately identified and immediate decisions need to be made. The type and the duration of a crisis may require different kinds of decision making. In a long-term crisis, when system changes may be required, the active participation of the affected people may be more important than the power and dynamics of the leadership. Software crises, in their their contemporary form as oganizational maffunctions, can still affect the viability of any organization. In this contribution we highlight the systemic aspects of a crisis, the complexity behind that and the role of systemic methodologies to explore its root causes and to design effective interventions. Our focus is on modeling as a means to simplify the complexity of the regarded phenomena and to build a knowledge consensus among stakeholders. Domain-Driven Design comes from software as an approach to deal with complex projects. It is based on models exploration in a creative collaboration between domain practitioners and solution providers. SSM is an established methodology for dealing with wicked situations. It incorporates the use of models and, along with Domain-Driven Design and other systemic methodologies can be employed to develop a common perception of the situation and a common language between interested parties in a crisis situation.

Improving the Role of Organisational Culture in Change Management through a Systems Approach

2015 ◽  
pp. 230-271
Author(s):  
N. Gökhan Torlak
Keyword(s):  
Change Management ◽  
Corporate Culture ◽  
Culture Change ◽  
Systems Approach ◽  
Soft Systems Methodology ◽  
Organisational Culture ◽  
Organisational Performance ◽  
Systems Methodology ◽  
Soft Systems

The chapter assumes organisational culture, which is most valuable resource of organisation, cannot often be treated coherently by managers in change management that ultimately leads to ineffectiveness and failure. In order to make organisational culture a powerful managerial instrument in change management resulting in high organisational performance the chapter proceeds through the following sequence. At first, it elaborates chief characteristics of organisational culture in order to underline its value; secondly, portrays significance of interpreting and managing organisational milieu; thirdly, emphasises necessity and difficulty of organisational culture change; and then offers a systems approach called two strands model of soft systems methodology to improve the effect of corporate culture on organisational performance. The last part describes the methodology in depth and shows how it is applied to a private hospital that generates its improved version dealing with the major issue of open, full and equal participation in organisational culture change management.

Using Soft Systems Methodology for the Analysis of Sustainable Energy Initiatives

2021 ◽  
pp. 211-232
Keyword(s):  
Energy Efficiency ◽  
Sustainable Use ◽  
Soft Systems Methodology ◽  
Problem Structuring ◽  
Systems Methodology ◽  
Soft Systems ◽  
Efficiency Measures ◽  
Definition Of ◽  
Energy Efficiency Analysis

The chapter is devoted to the energy efficiency analysis as a prerequisite for sustainable use of energy. In this regard, the current study is focused on the application of soft systems methodology (SSM) and its role as a problem structuring approach to analyze the energy efficiency initiatives. For this purpose, four research works were addressed. The mentioned researches employed a combination of multiple-criteria decision analysis (MCDA) and (SSM) to assess the energy efficiency initiatives. The obtained results included the role of key players in rich pictures with a potential interest in a system for energy efficiency initiatives evaluations, the definition of the root, CATWOE components, and a conceptual model. The results of such processes could be applied in the establishment of a sufficiently accurate decision model capable of offering structured support giving rise to a more informed decision in terms of the energy efficiency measures implementation.

scholarly journals A Soft Systems Methodology for Business Creation: The Lost World at Tyseley, Birmingham

2021 ◽  
Vol 6 (1) ◽  
pp. 32-48 ◽  
Author(s):  
Marianna Cavada ◽  
Chris Bouch ◽  
Chris Rogers ◽  
Michael Grace ◽  
Alexander Robertson
Keyword(s):  
Green Infrastructure ◽  
Social Enterprise ◽  
Business Models ◽  
Model Development ◽  
Soft Systems Methodology ◽  
Wicked Problem ◽  
Social Entrepreneurs ◽  
Systems Methodology ◽  
Soft Systems

Much has been written about the benefits of green infrastructure, but securing the resources necessary for its development and long-term maintenance is often difficult. This article’s premise is that, in general, people and organisations will take action to provide those resources when they can see value accruing to them; therefore narratives of value generation and capture (our definition of business models) are required to motivate and support that action. This article explores the application of soft systems methodology to the wicked problem of business model development in the context of a social enterprise, using a case study based on a piece of green infrastructure in the city of Birmingham, UK, called The Lost World. The research involved a workshop with several of The Lost World’s key stakeholders and aimed at identifying: The Lost World’s scope as a business; its potential value streams; and how they might be realised in a social enterprise. Analysis of the findings shows that while stakeholders can identify opportunities for their organisations, bringing those opportunities to fruition is difficult. The research demonstrates a compelling need for social entrepreneurs to act as catalysts and long-term enablers of the formulation and maintenance of businesses and business models—vital missing actors in the ambition to transform cityscapes.

The Use of Soft Systems Methodology for Change Management

2021 ◽  
pp. 55-73
Keyword(s):  
Change Management ◽  
Soft Systems Methodology ◽  
Management Communication ◽  
Systems Methodology ◽  
Soft Systems ◽  
Sustainable Solutions ◽  
New Knowledge ◽  
Big Picture ◽  
The Impact

Due to the gap in our knowledge of soft systems methodology (SMS) and organizational change management, this chapter seeks to develop new knowledge that explains the use of SMS as an intervention measure in optimizing change. Using SSM, leaders are able to see the big picture, consequences of their measures in a larger environment, and provide effective, long-term, and sustainable solutions. Here are some case studies on subjects related to issues of stakeholder selection and management, communication assumptions in SSM, the facilitator's ambiguous role, and the impact of highly politicized problem environments on the methodology effectiveness in the change process.

scholarly journals Evaluasi dan Perumusan Saran Tindak Atas Problematika Pelaporan Keuangan Direktorat Jenderal Bea dan Cukai Dengan Pendekatan Soft Systems Methodology (SSM)

2018 ◽  
Vol 3 (3) ◽  
pp. 256-268
Author(s):  
Wing Hartopo
Keyword(s):  
Financial Reporting ◽  
Soft Systems Methodology ◽  
Accounting System ◽  
Theory Approach ◽  
Application Development ◽  
Systems Methodology ◽  
Soft Systems ◽  
Directorate General ◽  
System Methodology

This research aims to identify the most significant problems of Directorate General of Customs and Excise (DJBC) Financial Reporting and formulate recommendations to resolve the issue. This research is conducted by the soft system methodology (SSM) and the contingency theory approach. This research finds four significant problems of DJBC Financial Reporting that lack of DJBC attention and commitment, unclear direction of DJBC application development, lack of interest of employees in the duties and functions of financial reporting, and lack of internal controls in the management of receipts and receivables. This research recommends DJBC to enhance the role of the DJBC Financial Statements, prioritize the development of applications that support the services DJBC accounting system, personnel management related to financial reporting, and optimize the role of the related units.

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