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Problem structuring in project management: an application of soft systems methodology (SSM)

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  • M Winter

    (University of Manchester)

Abstract

Recent research suggests a major role for problem structuring methods (PSMs) in the field of project management, particularly at the front-end of projects, where objectives are often unclear and where different constituencies have conflicting aims. This paper presents a case example of soft systems methodology (SSM) at the front-end of a major project within Tesco Stores Ltd. A detailed account of the intervention is given, including the results achieved and a discussion of how the methodology was used for multiple purposes within the same intervention. Within the literature, there remains a lack of detailed examples from which people can learn more about the use of PSMs in project management. By providing a detailed example of SSM in action, this paper seeks to highlight the importance of problem structuring at the front-end of projects and the potential role an approach such as SSM can play at this crucial stage.

Suggested Citation

  • M Winter, 2006. "Problem structuring in project management: an application of soft systems methodology (SSM)," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 57(7), pages 802-812, July.
    • Handle: RePEc:pal:jorsoc:v:57:y:2006:i:7:d:10.1057_palgrave.jors.2602050
    DOI: 10.1057/palgrave.jors.2602050
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    References listed on IDEAS

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    1. S Howick, 2003. "Using system dynamics to analyse disruption and delay in complex projects for litigation: can the modelling purposes be met?," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 54(3), pages 222-229, March.
    2. T Williams, 2003. "Learning from projects," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 54(5), pages 443-451, May.
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    Cited by:

    1. G A Hindle & L A Franco, 2009. "Combining problem structuring methods to conduct applied research: a mixed methods approach to studying fitness-to-drive in the UK," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 60(12), pages 1637-1648, December.
    2. Espinosa, Angela & Walker, J., 2013. "Complexity management in practice: A Viable System Model intervention in an Irish eco-community," European Journal of Operational Research, Elsevier, vol. 225(1), pages 118-129.
    3. Georgiou, Ion, 2012. "Messing about in transformations: Structured systemic planning for systemic solutions to systemic problems," European Journal of Operational Research, Elsevier, vol. 223(2), pages 392-406.
    4. Franco, L. Alberto & Montibeller, Gilberto, 2010. "Facilitated modelling in operational research," European Journal of Operational Research, Elsevier, vol. 205(3), pages 489-500, September.
    5. Richard Ormerod, 2017. "Writing practitioner case studies to help behavioural OR researchers ground their theories: application of the mangle perspective," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 68(5), pages 507-520, May.
    6. Payam Hanafizadeh & Mohammad Mehrabioun, 2018. "Application of SSM in tackling problematical situations from academicians’ viewpoints," Systemic Practice and Action Research, Springer, vol. 31(2), pages 179-220, April.
    7. Ramin Sepehrirad & Ali Rajabzadeh & Adel Azar & Behrouz Zarei, 2017. "A Soft Systems Methodology Approach to Occupational Cancer Control Problem: a Case Study of the Ministry of Petroleum of Iran," Systemic Practice and Action Research, Springer, vol. 30(6), pages 609-626, December.
    8. J Davis & A MacDonald & L White, 2010. "Problem-structuring methods and project management: an example of stakeholder involvement using Hierarchical Process Modelling methodology," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 61(6), pages 893-904, June.
    9. Mingers, John & White, Leroy, 2010. "A review of the recent contribution of systems thinking to operational research and management science," European Journal of Operational Research, Elsevier, vol. 207(3), pages 1147-1161, December.
    10. D Champion & J M Wilson, 2010. "The impact of contingency factors on validation of problem structuring methods," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 61(9), pages 1420-1431, September.

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