Thirty years ago Peter Checkland set out to test whether the Systems Engineering (SE) approach, highly successful in technical problems, could be used by managers coping with the unfolding complexities of organizational life.
Thirty years ago Peter Checkland set out to test whether the Systems Engineering (SE) approach, highly successful in technical problems, could be used by managers coping with the unfolding complexities of organizational life.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Peter Checkland is the recipient of the 'Most Distinguished and Outstanding Contributor' Award of the British Computer Society Methodologies Group, 1994 Recipient of the Gold Medal of the UK Systems Society for 'Outstanding Contribution to Systems Thinking' and 1997 Recipient of a Leverhulme Emeritus Fellowship. Now retired from full time university work, Peter Checkland continues his research and writing. John Poulter is a practitioner of SSM. He first used SSM formally when working with Peter Checkland in the UK's National Health Service in 1993. A founder member of the Soft Systems Research Group, he has presented papers and other publications on the use of SSM.
Inhaltsangabe
Preamble A TEN MINUTE ACCOUNT OF SOFT SYSTEMS METHODOLOGY FOR VERY BUSY PEOPLE. Preface. INTRODUCTION. PART 1 THE NATURE OF SSM. Chapter 1 A SKELETON ACCOUNT OF SSM AS A WHOLE. What is SSM? What is the SSM Process? What can SSM be used for? Is SSM mature? How was SSM developed? How does SSM differ from other systems approaches? Chapter 2 A FLESHED OUT ACCOUNT OF SSM. Introduction. The SSM Learning Cycle: Finding Out. The SSM Learning Cycle: Making Purposeful Activity Models. The SSM Learning Cycle: Using Models to Structure Discussion about. The Situation and its Improvement. The SSM Learning Cycle: Defining Action to Improve . The Whole SSM Learning Cycle Revisited: seven principles, four actions. PART 2 SSM IN ACTION. Chapter 3 SSM IN ACTION IN MANAGEMENT SITUATIONS. Introduction. Case 1: Rethinking the Role of a Head Office Function in Shell. Case 2: Evaluating Past Events. Case 3: Upgrading the Skills of a Department. Case 4: Tackling your own Issues. Case 5: Clarifying a Concept. Chapter 4 SSM IN ACTION IN THE FIELD OF INFORMATION SYSTEMS. Introduction. Case 1: Creating an Information Strategy in an Acute Hospital. Case 2: Evaluating a Clinical Information System. Case 3: Evaluating a National Initiative in the NHS. Case 4: Providing Information Support for Scientists and Technologists. Conclusion. Chapter 5 SSM: MISUNDERSTANDINGS AND CRAFT SKILLS. Introduction. Misunderstanding SSM. Craft Skills in SSM Use. Tips on Techniques in SSM. PART 3 SUMMING UP. Chapter 6 SSM AS A WHOLE some reminders. Approaching SSM: the mindset. SSM: an aide memoire. A ppendix One: SSM s Theory. Appendix Two: The Story of SSM s Development. Appendix Three: A Talked through Example of Activity Model Building. Appendix Four: A Generic Model of Purposeful Activity Modelling. Appendix Five: Some Frequently Asked Questions.
Preamble A TEN MINUTE ACCOUNT OF SOFT SYSTEMS METHODOLOGY FOR VERY BUSY PEOPLE. Preface. INTRODUCTION. PART 1 THE NATURE OF SSM. Chapter 1 A SKELETON ACCOUNT OF SSM AS A WHOLE. What is SSM? What is the SSM Process? What can SSM be used for? Is SSM mature? How was SSM developed? How does SSM differ from other systems approaches? Chapter 2 A FLESHED OUT ACCOUNT OF SSM. Introduction. The SSM Learning Cycle: Finding Out. The SSM Learning Cycle: Making Purposeful Activity Models. The SSM Learning Cycle: Using Models to Structure Discussion about. The Situation and its Improvement. The SSM Learning Cycle: Defining Action to Improve . The Whole SSM Learning Cycle Revisited: seven principles, four actions. PART 2 SSM IN ACTION. Chapter 3 SSM IN ACTION IN MANAGEMENT SITUATIONS. Introduction. Case 1: Rethinking the Role of a Head Office Function in Shell. Case 2: Evaluating Past Events. Case 3: Upgrading the Skills of a Department. Case 4: Tackling your own Issues. Case 5: Clarifying a Concept. Chapter 4 SSM IN ACTION IN THE FIELD OF INFORMATION SYSTEMS. Introduction. Case 1: Creating an Information Strategy in an Acute Hospital. Case 2: Evaluating a Clinical Information System. Case 3: Evaluating a National Initiative in the NHS. Case 4: Providing Information Support for Scientists and Technologists. Conclusion. Chapter 5 SSM: MISUNDERSTANDINGS AND CRAFT SKILLS. Introduction. Misunderstanding SSM. Craft Skills in SSM Use. Tips on Techniques in SSM. PART 3 SUMMING UP. Chapter 6 SSM AS A WHOLE some reminders. Approaching SSM: the mindset. SSM: an aide memoire. A ppendix One: SSM s Theory. Appendix Two: The Story of SSM s Development. Appendix Three: A Talked through Example of Activity Model Building. Appendix Four: A Generic Model of Purposeful Activity Modelling. Appendix Five: Some Frequently Asked Questions.
Rezensionen
This volume is a concise and definitive account of SSM for all who wish to use, teach or learn about it. Civil Engineering August 2008
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