Analysis of the current state
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When the system is mapped, it can be marked into following six overlapping areas to identify the most important parts of the system <ref name=''Slides''> ''C. Thuesen & J. Oehmen, DTU Course 42433 Advanced Engineering Project, Program and Portfolio Management Lecture 3 slides'' </ref> <ref name="Name"> R. Züst & P. Troxler, No More Muddling Through Mastering Complex Projects in Engineering and Management, Springer (2006) </ref>: | When the system is mapped, it can be marked into following six overlapping areas to identify the most important parts of the system <ref name=''Slides''> ''C. Thuesen & J. Oehmen, DTU Course 42433 Advanced Engineering Project, Program and Portfolio Management Lecture 3 slides'' </ref> <ref name="Name"> R. Züst & P. Troxler, No More Muddling Through Mastering Complex Projects in Engineering and Management, Springer (2006) </ref>: | ||
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'''Area of solution''' is the part of the intervention system that is used for the solution. | '''Area of solution''' is the part of the intervention system that is used for the solution. | ||
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To help demarcating the system in these six areas it could help to answer the following questions <ref name="Name"></ref>: | To help demarcating the system in these six areas it could help to answer the following questions <ref name="Name"></ref>: | ||
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| + | ==Variations in the use of systems== | ||
| + | The connections between the elements within the map can be used with different flows of resources, such as information, energy or physical parts moving between elements etc., meanwhile the elements can vary between stakeholder, organizations, departments, persons, processes, machines etc. The type of connection and element depends on the type of project it is used in and where the overview is needed in the current situation. | ||
| + | Sometimes more than one point of view is needed within the situation. Therefore, the same system can be illustrated with different flows to get the necessary overview of the situation as shown in '''figure XX'''. This is an example were there is needed an overview of different flows to analyse the situation. | ||
| − | + | [[file:Situation_analysis_fig2.png|border|Example of different flows in same system|none|400px]] | |
| − | + | Colors can be used to clarify the different flows. In the illustrated example is used a blue color to display the information flow in the system, a red color for the energy flow and green for the material flow. This is one simple tool that can help simplifying complex systems. | |
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==Black boxes and system hierarchy== | ==Black boxes and system hierarchy== | ||
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Continued situation analysis would typically be created by gathering of surveys, observations, and research maybe by interviews and questionnaires. | Continued situation analysis would typically be created by gathering of surveys, observations, and research maybe by interviews and questionnaires. | ||
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| + | The system demarcation is an essential tool to get an overview of complex situations in the current state. To manage projects it is often important to know the system and its surrounding environment where the project are going on. Here a system demarcation can be used to get an overview of the situation. | ||
Revision as of 16:28, 29 November 2014
This article considers the analysis of the current state, which is a part of the situation analysis. The different possibilities getting an overview of the current state are highlighted through the article. Using system demarcation, it is possible to get an overview of complex structures, beneficial for project and program management and people in project groups. The tool is used to make an overview of communications, stakeholders and flows of different resources and are very simple to use. The good project result is always based on the well-defined task and well-known overview of the situation.
The method is very useful, but there are not much data on the use of the method.
Contents |
Introduction
This article will describe and discuss tools in the situation analysis that is the first step in the problem solving cycle (PSC). The method comprises a systematic analysis of the situation and are used to formulate goals and create the necessary overview to search for solutions within the given project.
The problem solving cycle is constructed with overlapping steps that continues until the project demands, conditions are met or the project resources are depleted. It is based on information flow and are starting with a focus on the problem recognition and problem definition. [1]
The situation analysis can furthermore be divided into more steps, such as task analysis, analysis of the current state, analysis of the future and at last, an identification of the problems and actions that needs to be taken. The primary focus in this article will be on the analysis of the current state and view methods that can give an overview of the environment and connections within complex systems. The basic rule is to get an overview and thereafter it is possible to demarcate the system from its environment.
At the start of a project it is very important to know exactly; what is the task or tasks in the given project? To solve a problem it should be clear for both the project group but especially for the project manager what the task is. Therefore, the task should be stated correctly in the start of the project. This task analysis can be made by analyse and question the task with critique questions. Furthermore, important aspects should be identified in the system. A detailed study will be good for the analysis of the current state.
- Intervention System
- Surrounding System
- Environment
- Area of investigation
- Area of effect
- Area of Solution
Analysis of the current state
The analysis of the current state is based on information found in the task analysis. The analysis are split up into two parts. First the demarcation of the system and its environment thereafter analysis of the system and relevant parts of the system. In practice these two parts will be more overlapping cause it is a part of a iterative process.
Demarcation of the system
The demarcation of the system is the essential part in of the situation analysis. This is where the overview is gained. The first step is to create a map of the system. This depends on the project it is used for. It can for example be connections of different stakeholders or it can be connections of processes, maybe in a production environment. To create a useful system demarcation it is important create the right map in the start.
When the system is mapped, it can be marked into following six overlapping areas to identify the most important parts of the system [2] [3]:
Intervention system is the area where interventions and modifications that are related to the problem can be made.
Surrounding system is all the area that are external to the intervention system.
Environment is that part of the surrounding system that is relevant to the problem it selves.
Area of investigation is the sum of the intervention system and the environment.
Area of effect is the area where effects from the solution can be expected. This can include parts of the surrounding system.
Area of solution is the part of the intervention system that is used for the solution.
To help demarcating the system in these six areas it could help to answer the following questions [3]:
- Where are interventions and changes possible? What degree of freedom exists? In which areas are changes conceivable?
- What functions does the system have to control? What structures are present?
- What authority does the client have? Does it correspond to the system boundaries?
- Does an extended system demarcation have to be considered?
- What influencing variables affect the system? Which ones are relevant for the task?
- In what area do changes in the system design change the environmental effects? What quality do they have? Which one are relevant?
- Where can effects from the solution be expected? Can the effected areas effect further parts of the environment?
These questions can help ensuring the demarcation of the system is made correctly. In FIGURE XX is shown an example of a system demarcation illustrated.
The illustration clarify how the different areas can look in relation to each other. The system are often much more complex with many more items and connections.
Analysis of the system and focus area
Variations in the use of systems
The connections between the elements within the map can be used with different flows of resources, such as information, energy or physical parts moving between elements etc., meanwhile the elements can vary between stakeholder, organizations, departments, persons, processes, machines etc. The type of connection and element depends on the type of project it is used in and where the overview is needed in the current situation. Sometimes more than one point of view is needed within the situation. Therefore, the same system can be illustrated with different flows to get the necessary overview of the situation as shown in figure XX. This is an example were there is needed an overview of different flows to analyse the situation.
Colors can be used to clarify the different flows. In the illustrated example is used a blue color to display the information flow in the system, a red color for the energy flow and green for the material flow. This is one simple tool that can help simplifying complex systems.
Black boxes and system hierarchy
If the system consists of some detailed connections, which are not relevant for the project, because the project are focusing on the surrounding (input/output) it would not make sense to use resources on sketching the detailed part of the system. Instead, a black box could be used to illustrate that there are a mechanism behind and then clearly show the connections or input/output of the black box that are important for the situation analysis to the project. This brings a significant reduction of the complexity at the first look. An example of such a black box are shown on the figure below.
Furthermore, the black box can be used if the system are illustrated on different levels in a hierarchy. This method builds up on black boxes that are shown in the level below. The system is then considered as a black box in the highest system level S(0), that makes the complexity significantly lower. The inside of the black box from S(0) are then illustrated in the next level of the hierarchy S(-1). This can continue in several levels S(-i). This can be used to minimize the complexity of the system. In some projects people could be working on different levels and therefore want the more simple overview on that specific level there area are stated. An example of the system hierarchy with three levels is stated in the figure below.
Discussion – Use of system demarcation and analysis of current state
The system demarcation is a good starting point in many project, as a tool in the analysis of the current state. For example can system demarcations be used in many situation, in order to manage project stakeholders and identify all potential stakeholder in the current state analysis. The first step within project stakeholder management according to the Project management standard from PMI (PMBOK), is to identify stakeholders:
“Identify Stakeholders—The process of identifying the people, groups, or organizations that could impact or be impacted by a decision, activity, or outcome of the project; and analyzing and documenting relevant information regarding their interests, involvement, interdependencies, influence, and potential impact on project success.” [4]
An often used tool during stakeholder analysis is a power/interest grid or power/influence grid that group the stakeholders based on their level of authority. By using the system demarcation tool as a “stakeholder map” showing the stakeholders connections, it can help defining their authority within the project. The amount of authority are often related to their connections and coordinates between each other.
Recognizing strengths and weaknesses in the areas require knowledge about flows and conditions that the system demarcation can help creating. There are many options using the graphical tool. The different options besides the black boxes and system hierarchy could include more variables. An option could be to use varying line types, arrow sizes, colors etc. See an example in the figure below.
The different arrow sizes could represent the amount of data crossing between persons and the different colors could for example represent departments or expertise area.
Continued situation analysis would typically be created by gathering of surveys, observations, and research maybe by interviews and questionnaires.
The system demarcation is an essential tool to get an overview of complex situations in the current state. To manage projects it is often important to know the system and its surrounding environment where the project are going on. Here a system demarcation can be used to get an overview of the situation.
The different areas need to be found to demarcate the system to make the work easier for the project team. It is often important to use the resources right and ensure the project group is working on the real problem in the right direction. If the situation is unknown, it is hard to find the best solution for the tasks within the project.
Summary and conclusion
The situation analysis is an essential part of the problem solving cycle within project management and during analysis of the current state. There are some simple tools such as system demarcation that can make it easy to get an overview. Even if the system is rather complex and contains many different connected flows it is possible to get an overview by customizing the tool for the current situation.
References
- ↑ M.J. Kolkman & M. Kok & A. van der Veen (2005), Mental model mapping as a new tool to analyse the use of information in decision-making in integrated water management, Physics and Chemistry of the Earth 30 (p. 317-332)
- ↑ C. Thuesen & J. Oehmen, DTU Course 42433 Advanced Engineering Project, Program and Portfolio Management Lecture 3 slides
- ↑ 3.0 3.1 R. Züst & P. Troxler, No More Muddling Through Mastering Complex Projects in Engineering and Management, Springer (2006)
- ↑ PMI, Project Management Body of Knowledge, Project management standard
