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Business Analysis Methodology MM543 (3 SCU)

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Business Analysis Methodology MM543 (3 SCU) Course Overview Andreas U Kuswara (akuswara_at_binus.ac.id) Your Lecturer & Contacts Dana Persada Mulyoto, MBA danapm_at_hotmail ... – PowerPoint PPT presentation

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Title: Business Analysis Methodology MM543 (3 SCU)


1
Business Analysis MethodologyMM543 (3 SCU)
  • Course Overview
  • Andreas U Kuswara(akuswara_at_binus.ac.id)

2
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

3
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

4
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

5
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.

6
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
7
Assignments
  • Will be explained by DPM
  • Weekly Assignment Presentation
  • Major Paper
  • Lets form groups of 8 persons

8
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

9
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

10
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

11
Business Analysis MethodologyMM543 (3 SCU)
  • Introduction to Soft Methodology
  • Andreas U Kuswara(akuswara_at_binus.ac.id)

12
Readings
  • Rational Analysis
  • Chapter 1

13
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

14
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

15
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

16
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

17
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

18
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)

19
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

20
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
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