Business Analysis MethodologyBusiness Analysis MethodologyMM543MM543 (3 SCU) (3 SCU)

Course OverviewCourse Overview

Andreas U KuswaraAndreas U Kuswara(akuswara@binus.ac.id)(akuswara@binus.ac.id)

Your Lecturer & ContactsYour Lecturer & Contacts

• Dana Persada Mulyoto, MBADana Persada Mulyoto, MBA– danapm@hotmail.comdanapm@hotmail.com– dmulyoto@tjwc.binus.ac.iddmulyoto@tjwc.binus.ac.id

• Andreas Utomo Kuswara, MM, MComAndreas Utomo Kuswara, MM, MCom– akuswara@binus.ac.idakuswara@binus.ac.id (primary) (primary)– easkwok@hotmail.comeaskwok@hotmail.com– http://easkwok.cjb.nethttp://easkwok.cjb.net

Course ObjectiveCourse Objective

• DDevelop facilitating, analytical and evelop facilitating, analytical and implementation skills implementation skills

• Understand Understand certain framework certain framework required required to to enable continuous organizational learningenable continuous organizational learning

• Understand Understand that execution of decisions and that execution of decisions and policiespolicies

• OOffer frameworkffer frameworkss that can increase that can increase confidence when making decisionsconfidence when making decisions

• IImprove problems structuring and analysismprove problems structuring and analysis• IImprove skills in practical group decision mprove skills in practical group decision

making and facilitation processesmaking and facilitation processes• PPromote creations and ideas of social romote creations and ideas of social

engineering schemes in the broadest senseengineering schemes in the broadest sense

Grading policyGrading policy

• Class AttendanceClass Attendance - - 5%5%• Contribution & ParticipationContribution & Participation - - 10%10%

– Critical reviews every week (individual)Critical reviews every week (individual)

• Midterm TestMidterm Test - - n/an/a• Major PaperMajor Paper - - 30%30%

– Due in week 12Due in week 12, Individual, Individual

• Weekly Presentation - 25%Weekly Presentation - 25%– Group (7 group required)Group (7 group required)

• Final Examination - 30%Final Examination - 30%

Main Text BookMain Text Book

• Checkland, P.B. & Scholes, J. (1990) Checkland, P.B. & Scholes, J. (1990) Soft Systems Methodology in Action. Soft Systems Methodology in Action. Wiley, ChichesterWiley, Chichester

• Flood, R. & Jackson, M. (1991) Flood, R. & Jackson, M. (1991) Creative Problem Solving. Total Creative Problem Solving. Total Systems Intervention. Wiley, Systems Intervention. Wiley, Chichester.Chichester.

• Rosenhead, J. (ed.) (1989) Rational Rosenhead, J. (ed.) (1989) Rational Analysis for a Problematic World. Analysis for a Problematic World. Wiley, Chichester.Wiley, Chichester.

Course OutlineCourse Outline

## TopicTopic Lec.Lec. DateDate

11 Course OverviewCourse Overview EASEAS 23/0723/07

22 Total System Intervention (TSI)Total System Intervention (TSI) EASEAS 30/0730/07

33 Introduction to SSMIntroduction to SSM DPMDPM 06/0806/08

44 Viable System Diagnosis (VSD)Viable System Diagnosis (VSD) DPMDPM 13/0813/08

55 Strategic Assumption Surfacing Strategic Assumption Surfacing Techniques (SAST)Techniques (SAST)

DPMDPM 20/0820/08

66 Strategic Options Development and Strategic Options Development and Analysis (SODA)Analysis (SODA)

DPMDPM 27/0827/08

77 Strategic Choice Approach (SCA)Strategic Choice Approach (SCA) DPMDPM 10/0910/09

88 SSM (Finding Out & RD)SSM (Finding Out & RD) EASEAS 17/0917/09

99 SSM (Conceptual Model)SSM (Conceptual Model) EASEAS 24/0924/09

1010 SSM (Comparison SSM (Comparison && Changes) Changes) EASEAS 01/1001/10

1111 SSM (Action SSM (Action & & Implementation)Implementation) EASEAS 08/1008/10

1212 Review Course Review Course DPMDPM 15/1015/10

AssignmentsAssignments

• Will be explained by DPMWill be explained by DPM– Weekly Assignment & PresentationWeekly Assignment & Presentation– Major PaperMajor Paper

• Let’s fLet’s form groupsorm groups of 8 persons of 8 persons

ExamsExams

• Mid ExamMid Exam– None (good news!!!)None (good news!!!)

• Individual Major paperIndividual Major paper– due on the last sessiondue on the last session

• Final ExamFinal Exam– Will cover all session and focus more in Will cover all session and focus more in

application aspect instead of theoryapplication aspect instead of theory

Introduction to MeIntroduction to Me

• EducationEducation– S1-Trisakti, Electrical Eng.S1-Trisakti, Electrical Eng.– S1-BiNus, Information TechnologyS1-BiNus, Information Technology– S2-BiNus, MSIS2-BiNus, MSI– S2-Curtin, M. Commerce (IS)S2-Curtin, M. Commerce (IS)

• Current JobCurrent Job– Product Manager, PDCProduct Manager, PDC– LecturerLecturer

Ground RulesGround Rules

• No receiving phone calls inside the No receiving phone calls inside the classclass

• Set your cell phone into silent while Set your cell phone into silent while attending classattending class

• Be active and take active Be active and take active participation, this is your classparticipation, this is your class

Business Analysis MethodologyBusiness Analysis MethodologyMM543MM543 (3 SCU) (3 SCU)

Introduction to Soft MethodologyIntroduction to Soft Methodology

Andreas U KuswaraAndreas U Kuswara(akuswara@binus.ac.id)(akuswara@binus.ac.id)

ReadingsReadings

• Rational Analysis … Rational Analysis … – Chapter 1Chapter 1

Hard Vs. Soft (1)Hard Vs. Soft (1)

• Hard problemsHard problems characteristics characteristics– Can be well definedCan be well defined– Can assume that there is a definite Can assume that there is a definite

solution solution – Can define a number of specific goals Can define a number of specific goals

that must be accomplishedthat must be accomplished

– You can define what success will look like You can define what success will look like before implementing the solutionbefore implementing the solution

– You can engineer the resultYou can engineer the result– "WHAT" "WHAT" & & "HOW" of a problem can be "HOW" of a problem can be

determined earlydetermined early

Hard Vs. Soft (2)Hard Vs. Soft (2)

• Soft problemsSoft problems characteristics characteristics– Have large social and political componentHave large social and political component– Are not problems but problem situationsAre not problems but problem situations

– We know that things are not working the We know that things are not working the way we want them to and we want to find way we want them to and we want to find out why and see if there is anything we out why and see if there is anything we can do about itcan do about it

– It is not a "problem", but an "opportunity“It is not a "problem", but an "opportunity“– Facilitate process towards outcomeFacilitate process towards outcome

OR Vs. Alternative ParadigmOR Vs. Alternative Paradigm

• Problem Problem formulation (Single formulation (Single or multiple or multiple objectives)objectives)

• Demand sufficient Demand sufficient reliable data reliable data availableavailable

• Highly structuredHighly structured• Assume consensus Assume consensus

(Single decision (Single decision maker approach)maker approach)

• Avoid uncertaintyAvoid uncertainty

• Seek alternatives Seek alternatives solutionsolution

• Reduced data Reduced data demand (work demand (work under uncertainty)under uncertainty)

• Clarify the term of Clarify the term of conflictconflict

• Facilitate planning Facilitate planning from bottom-upfrom bottom-up

• Accept uncertaintyAccept uncertainty

The MethodologiesThe Methodologies

• Total System Intervention (TSI)Total System Intervention (TSI)• Viable System Diagnosis (VSD)Viable System Diagnosis (VSD)• Strategic Options Development & Strategic Options Development &

Analysis (SODA)Analysis (SODA)• Soft Systems Methodology (SSM)Soft Systems Methodology (SSM)

• More in this classMore in this class• More is out thereMore is out there

Total System Intervention Total System Intervention (TSI)(TSI)

• TSI is a process in which a cross TSI is a process in which a cross section of the total system of an section of the total system of an organization is gathered to identify organization is gathered to identify issues it is facingissues it is facing

• Based on Critical Systems Thinking Based on Critical Systems Thinking approachapproach

Viable System Diagnosis (VSD)Viable System Diagnosis (VSD)

• Proposed by Prof Staffor Beer Proposed by Prof Staffor Beer (founder of Management Cybernetics)(founder of Management Cybernetics)

• Based on VSM (Viable System Model) Based on VSM (Viable System Model) that consists of 5 functional elements that consists of 5 functional elements (System 1 – 5)(System 1 – 5)

Strategic Options Strategic Options Development & Analysis Development & Analysis (SODA)(SODA)

• Designed for Complex problemsDesigned for Complex problems• As a tools for consultants in helping a As a tools for consultants in helping a

group of clients in defining problems group of clients in defining problems & workout possible solutions& workout possible solutions

• The objective is to arrive at consensus The objective is to arrive at consensus & commitment to action& commitment to action rather than rather than compromisecompromise

• SODA is subjective by natureSODA is subjective by nature & d & draws raws from wisdomfrom wisdom//experiences of team experiences of team membersmembers

Soft Systems Soft Systems MMethodology ethodology (SSM)(SSM)

• Developed by Peter Checkland for Developed by Peter Checkland for dealing with soft problemsdealing with soft problems– Hard system methodologies (mostly OR) Hard system methodologies (mostly OR)

were inadequate to deal with extremely were inadequate to deal with extremely complex problems (had large social complex problems (had large social component)component)

– 1960’s he turned to the University of 1960’s he turned to the University of Lancaster (UK) to research this areaLancaster (UK) to research this area

– SSM was first published in 1981SSM was first published in 1981