1803ICT Information Systems Foundations
1803ICT Information Systems Foundations
Module 2 Rich Pictures
By the end of thismodule you will be able to:
Describe soft systems methodology and explain its suitability to information systems
Explain the purpose and characteristics of a rich picture
Draw a rich picture for a case
Evaluate the effectiveness of a given rich picture
Describe the CATWOE components and explain its usefulness
Conduct a brief CATWOE analysis for a simple scenario.
Module 2 Modeling, Stakeholders, Human Activity Systems and Rich Pictures
2.1 Soft systems methodology (SSM)
2.2 The rich picture
2.3 Enhancing the rich picture with CATWOE
In the previous module, foundational ideas were introduced. We defined what is meant by information systems, defined organisations as value creating chains of inter-dependent human activity systems within a wider value creating environment, and explained the meaning and relevance of human activity systems. The point was made that information systems need to be designed to align with the needs of the organization and an effective information system will support the value creation activities of the organization. We also made the point that organisations, as systems are complex and so we need tools to help us arrive at the understanding of the situation that is needed before information systems can be designed. We introduced activity system diagrams as a way of better understanding and representing human activity systems in organisations.In this second module we introduce another tool useful to assisting understanding of the organizational situations – rich pictures.
The point is made that rich pictures (and activity system diagrams) are embedded in soft systems methodology. The idea behind soft systems methodology is explained leading into an explanation of rich pictures.This module is about how to draw rich pictures which will help understanding of situation prior to designing an information system. By the end of this module you should be able to…
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Before designing information systems we must first understand fully the ‘scope’
This is challenging because organizations
are open, complex, integrated systems of activity. This means that designing for information systems requires understanding often ill-defined and highly complex situations. There is no single ‘right’ solution, only many solutions, some of which will be better than others.How do we deal with this kind of abstract complexity?
What do we need to know about?
How can we best understand?
Module 2 Modeling, Stakeholders, Human Activity Systems and Rich Pictures
2.1 Soft systems methodology (SSM)
2.2 The rich picture
2.3 Enhancing the rich picture with CATWOE
Recall from module 1 that we are adopting an open systems view of organisations. As we know systems are complex, made up of many interacting parts and what is happening in one part influences another part.Of course, the parts that are being referred to here are the various activity systems, tools and business processes that interact within information systems.Situations in organisations are ‘messy’, abstract, ill-defined and generally complex. How can we come to an understanding of what’s going on? What are the issues? For whom? What are the relationships? Communication channels etc.
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Soft systems methodology (or SSM)
‘soft’ involving people not just IT
Two key players in the development of the SSM are Peter Checkland [1999] and Brian Wilson [2001] who through “action research” were able to put together a practical and pragmatic approach to the identification and solution of “soft” ill-defined problems.
https://www.burgehugheswalsh.co.uk/Articles-Systems-Thinking.aspx
Module 2 Modeling, Stakeholders, Human Activity Systems and Rich Pictures
2.1 Soft systems methodology (SSM)
2.2 The rich picture
2.3 Enhancing the rich picture with CATWOE
In such messy situations, the standard approaches to tackling well-defined problems are not very useful. A well-defined problem is one in which the initial state, goal state, and methods available to you are understood, the converse is true in an ill-defined or messy situation.Most real world problems fall into the latter and are messy ill-defined problems. Consider for example the situation where for example a car runs out of fuel – the initial state is clear as is the goal and so are the methods. In contrast, consider the problem in which business is suddenly starting to run at a loss – you might say the initial state is well defined, but why is the business running at a loss – the business running at a loss isn’t the problem (it’s just the symptom) – what is the problem? There could be any number of reasons.
Most problems involving the activities of people are ill defined and require a much more creative exploratory approach to problem solving, rather than a rigid step by step approach.
With this in mind, Peter checkland and brian Wilson came up with the idea of soft systems methodology.
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(Islam, 2018)
Thefirst four steps are of most interest to us at this stage of the course and are detailed below:
Step 1: the problem – because the problem is unstructured or ill-defined, it is difficult to understand the causes (likely to be more than one ‘cause’ or factor that contributes to the problem). Tools are needed to try and understand the situation and in doing so begin to identify the contributing ‘factors’. Because the problem is occurring in a human activity system, it is even more complicated – there are many intangible factors such as people’s values, perspectives, feelings etc that come into play. problem space:
Module 2 Modeling, Stakeholders, Human Activity Systems and Rich Pictures
2.1 Soft systems methodology (SSM)
2.2 The rich picture
2.3 Enhancing the rich picture with CATWOE
Thefirst four steps are of most interest to us at this stage of the course Step 1: the problem – because the problem is unstructured or ill-defined, it is difficult to understand the causes (likely to be more than one ‘cause’ or factor that contributes to the problem). Tools are needed to try and understand the situation and in doing so begin to identify the contributing ‘factors’. Because the problem is occurring in a human activity system, it is even more complicated – there are many intangible factors such as people’s values, perspectives, feelings etc that come into play. Exploring theproblem space within which the ‘problem’ is occurring is an important first step, it requires interviewing, observations and other methods for learning about the problem space. The ‘information’ that is collected through interviews etc. is unstructured and hence it is useful to capture the learnings and understandings by drawing.
Business analysts will typically use the following approach to explore the problem space:
(Islam, 2018)
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Step 2: Once the information has been gathered, it needs to be expressed in a way that facilitates understanding – enter the rich picture
“A Rich Picture is a way to explore, acknowledge and define a situation and express it through diagrams to create a preliminary mental model. A rich picture helps to open discussion and come to a broad, shared understanding of a situation” (Islam, 2018).
Module 2 Modeling, Stakeholders, Human Activity Systems and Rich Pictures
2.1 Soft systems methodology (SSM)
2.2 The rich picture
2.3 Enhancing the rich picture with CATWOE
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Example – draw a picture for this scenario:
Design an information system for Promoting employment opportunities to students at Griffith University.
What/Who do we need to know about to understand the scope?
Draw a picture to show what you know. Youdon’t need any special notation. Just freely draw to get your understandings across to someone who isn’t an expert in information systems or business analysis.
Module 2 Modeling, Stakeholders, Human Activity Systems and Rich Pictures
2.1 Soft systems methodology (SSM)
2.2 The rich picture
2.3 Enhancing the rich picture with CATWOE
Root definition = expresses the core purpose of an activity system in terms of input process/output process.
Root definitions consist of six elements
Customers:victims or benficiaries of the transformation
Actors: those who do the transformation
Transformations: the conversion of input to output
Worldview: the beliefs that make the transformation meaningful
Owners: those that could stop the transformation
Environmental constraints: elements outside the system which are taken as given (CATWOE)
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Module 2 Modeling, Stakeholders, Human Activity Systems and Rich Pictures
2.1 Soft systems methodology (SSM)
2.2 The rich picture
2.3 Enhancing the rich picture with CATWOE
Here’s a possible solution: What are the elements of this rich picture?
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• Structure
◦ organizational boundaries, activity types, physical or geographical layout
• Process
◦ activities, information and product flows, interactions
• Elements
◦ stakeholders (people), ideas, values
Rich Pictures typically include
Module 2 Modeling, Stakeholders, Human Activity Systems and Rich Pictures
2.1 Soft systems methodology (SSM)
2.2 The rich picture
2.3 Enhancing the rich picture with CATWOE
– Through discussion come up with stakeholders and their needs. Make
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Rich pictures are one way of
informally modelling a system
Drawing rich pictures involves
organizational analysis
Models are used for
Making concrete abstract features
Simplifying the real world
Representing features using
accepted symbols
Communicating and sharing a common understanding
Module 2 Modeling, Stakeholders, Human Activity Systems and Rich Pictures
2.1 Soft systems methodology (SSM)
2.2 The rich picture
2.3 Enhancing the rich picture with CATWOE
– Through discussion come up with stakeholders and their needs. Make
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Another rich picture example (From page 61 of the textbook)
Module 2 Modeling, Stakeholders, Human Activity Systems and Rich Pictures
2.1 Soft systems methodology (SSM)
2.2 The rich picture
2.3 Enhancing the rich picture with CATWOE
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Modeling Systems& Rich Pictures
Module 2 Modeling, Stakeholders, Human Activity Systems and Rich Pictures
2.1 Soft systems methodology (SSM)
2.2 The rich picture
2.3 Enhancing the rich picture with CATWOE
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http://slideplayer.com/slide/9515248/
Module 2 Modeling, Stakeholders, Human Activity Systems and Rich Pictures
2.1 Soft systems methodology (SSM)
2.2 The rich picture
2.3 Enhancing the rich picture with CATWOE
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http://slideplayer.com/slide/9515248/
http://slideplayer.com/slide/9515248/
Module 2 Modeling, Stakeholders, Human Activity Systems and Rich Pictures
2.1 Soft systems methodology (SSM)
2.2 The rich picture
2.3 Enhancing the rich picture with CATWOE
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Rich pictures are normally hand drawn, and may include:
elements of structure (the schools of a university, for instance),
process(studying,examining)
Issues
Concerns
developments.
They set down what is considered important in the situation.
There are no rules
Some graphical talent obviously helps, but is not a pre- requisite since the purpose is investigative, not artistic.
Module 2 Modeling, Stakeholders, Human Activity Systems and Rich Pictures
2.1 Soft systems methodology (SSM)
2.2 The rich picture
2.3 Enhancing the rich picture with CATWOE
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The purpose of rich pictures:
◦ Show (not explain) most important elements of the problem situation or issue
◦ Act as communication tools between analyst and organizational actors, through visualization
◦ Act as memory aids
Module 2 Modeling, Stakeholders, Human Activity Systems and Rich Pictures
2.1 Soft systems methodology (SSM)
2.2 The rich picture
2.3 Enhancing the rich picture with CATWOE
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A Rich Picture is a cartoon of the organisational context relevant to some perceived issue.
For instance, it might show the need for a new information system, but ‘solutions’ need not be shown.
Unlike some other types of models (BPMs, DFDs, ERDs or class diagrams), there are few if any rules for drawing rich pictures – they are free form.
A Rich Picture should be easily comprehensible by people outside the situation, outside of ICT, especially the business client.
Module 2 Modeling, Stakeholders, Human Activity Systems and Rich Pictures
2.1 Soft systems methodology (SSM)
2.2 The rich picture
2.3 Enhancing the rich picture with CATWOE
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.
A rich picture captures each individual’s motivation for using the system so this gives insight into what perspectives each person has of the system!!
Module 2 Modeling, Stakeholders, Human Activity Systems and Rich Pictures
2.1 Soft systems methodology (SSM)
2.2 The rich picture
2.3 Enhancing the rich picture with CATWOE
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Modeling Systems& Rich Pictures
Module 2 Modeling, Stakeholders, Human Activity Systems and Rich Pictures
2.1 Soft systems methodology (SSM)
2.2 The rich picture
2.3 Enhancing the rich picture with CATWOE
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Modeling Systems& Rich Pictures
Module 2 Modeling, Stakeholders, Human Activity Systems and Rich Pictures
2.1 Soft systems methodology (SSM)
2.2 The rich picture
2.3 Enhancing the rich picture with CATWOE
19
Modeling Systems& Rich Pictures
Module 2 Modeling, Stakeholders, Human Activity Systems and Rich Pictures
2.1 Soft systems methodology (SSM)
2.2 The rich picture
2.3 Enhancing the rich picture with CATWOE
As the name suggests, Rich Pictures are detailed, visual (often hand-drawn) representations of what are typically complex and ill-defined systems. It is a terrifically simple way to conceptualise the scope/context of any system you may be analysing. There is no hard-and-fast rule about what to include in a Rich Picture, and it does not have any syntax. The unrestricted nature of this technique means you can address, or highlight all the key considerations of a ‘system’.
Some of the advantages of Rich Pictures include:
Provides a concise overview of complex systems
Consideration for the ‘human / non-IT’ factor
Not restricted by notation
Excellent visual communication artefact
Efficient and simple process from rough to final
Creation process helps to improve understanding
Use of symbols and metaphors assist in developing a shared understanding
Of course, some may argue that Rich Pictures comes with its own set of disadvantages, such as appearing ad-hoc and unstructured, or its images, symbols and metaphors becoming confusing and leading to conflicting points-of-view. The biggest disadvantage I have experienced is that it presents the AS-IS view, and doesn’t necessarily provide a ‘solution’ to a problem.
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There are a number of online tools for drawing (though hand drawing is commonly used)- one example
https://insightmaker.com/tag/Rich-Picture
Module 2 Modeling, Stakeholders, Human Activity Systems and Rich Pictures
2.1 Soft systems methodology (SSM)
2.2 The rich picture
2.3 Enhancing the rich picture with CATWOE
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Step 3: Formulate CATWOE definitions
A Root Definition is a structured description of a system. It is a clear statement of activities which take place (or might take place) in the organisation being studied. (Islam, 2018)
CATWOE helps to formulate a root definition
Step 4: Build a conceptual model of the Human Activity systems
As we saw in module 1.
Module 2 Modeling, Stakeholders, Human Activity Systems and Rich Pictures
2.1 Soft systems methodology (SSM)
2.2 The rich picture
2.3 Enhancing the rich picture with CATWOE
– Through discussion come up with stakeholders and their needs. Make
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Rich pictures capture the essence of the complex situation within which stake holders perceive a problem, and each stakeholder has their own perceptions of the problem to help understand the situation.
We can extend and support rich pictures with CATWOE analysis to provide a root definition.
Root definition = A way of representing the perspectives of key stakeholders as to the core purpose of some activity system (Benyon-Davies, p. 60)
It’s called a root definition because it helps us to explore processes, identify and understand stakeholders in order to provide a structured definition of the process. We can better see the origins of how things work and any issues.
Module 2 Modeling, Stakeholders, Human Activity Systems and Rich Pictures
2.1 Soft systems methodology (SSM)
2.2 The rich picture
2.3 Enhancing the rich picture with CATWOE
– Through discussion come up with stakeholders and their needs. Make
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A properly articulated root definition will address:
what, how, why
and is of the form:
A System to do X, by (means of) Y, in order to achieve Z.
X – What the System does
Y – How it does it
Z – Why it is being done
The ‘what’ is the immediate aim of the system,
The ‘how’ is the means of achieving that aim,
The ‘why’ is the longer term aim of the purposeful activity.
Module 2 Modeling, Stakeholders, Human Activity Systems and Rich Pictures
2.1 Soft systems methodology (SSM)
2.2 The rich picture
2.3 Enhancing the rich picture with CATWOE
– Through discussion come up with stakeholders and their needs. Make
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Root definitions consist of six elements, each of which helps to focus on the perspective of the stakeholders and the requirements of the process.
Customers: victims or beneficiaries of the transformation. Who are they and how do the issues affect them?
Actors: those who do the transformation (employees) Who’s involved in the situation? What will they be doing? How will they react? How will the issue impact on them?
Transformations: the conversion of input to output. What is the process? What are the inputs and outputs? Where do inputs and outputs come from? What happens during the process to convert input to output?
Worldview: the beliefs that make the transformation meaningful. What’s the bigger picture?
Owners: those that could stop or help the transformation. Who are they? What obstacles might they put in the way? How can they help?
Environmental constraints: elements outside the system which are taken as given. What are the ethical, financial, social and other constraints? How can they be overcome?
(CATWOE)
Module 2 Modeling, Stakeholders, Human Activity Systems and Rich Pictures
2.1 Soft systems methodology (SSM)
2.2 The rich picture
2.3 Enhancing the rich picture with CATWOE
–Customers:
Who is on the receiving end?
– What problem do they have now?
– How will they react to what you are proposing?
– Who are the winners and losers?
Actors
– Who are the actors who will ‘do the doing’, carrying out your solution?
– What is the impact on them?
– How might they react?
Transformation
– What is the process for transforming inputs into outputs?
– What are the inputs? Where do they come from?
– What are the outputs? Where do they go to?
– What are all the steps in between?
world view
– What is the bigger picture into which the situation fits?
– What is the real problem you are working on?
– What is the wider impact of any solution?
Owner
– Who is the real owner(s) of the process or situation you are changing?
– Can they help you or block you?
– What would cause them to get in your way?
– What would lead them to help you?
Environmernt
– What are the broader constraints that act on the situation and your ideas?
– What are the ethical limits, laws, financial constraints, limited resources, regulations, and so on?
– How might these constrain your solution? How can you get around them?
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Module 2 Modeling, Stakeholders, Human Activity Systems and Rich Pictures
2.1 Soft systems methodology (SSM)
2.2 The rich picture
2.3 Enhancing the rich picture with CATWOE
core of CATWOE is the pairing of transformation with the worldview, which makes it meaningful. ere will always be a number of di erent transformations through which any activity system can be expressed, derived from di erent interpretations, or worldviews, of its purpose. e other elements of the acronym add ideas of key stakeholder types and their role in the system: someone must undertake the purposeful activity, someone could stop it and someone will be its victim or bene ciary. e system will also take some environmental constraints as a given.
As an example, suppose we built a rich picture of a university in which we identify its key stakeholders as being students, academic sta and administrative sta . Each will potentially hold a di erent worldview about the purpose of this system. For example, a student’s world- view of a university might be:
▪ Customer = myself as a student
▪ Actors = other students, academic sta and administrative sta
▪ Transformation = the process of education: attending modules, achieving satisfactory
assessments and getting a degree
▪ Worldview = that higher education is a passage to better job prospects
▪ Owners = the academic and administrative sta
▪ Environment = the higher education system: other universities and higher education
institutions.
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Example CATWOE
Situation: Thinking about way of putting advertisements inside cars.
CATWOE:
Customers: Advertisers, drivers, passengers. May see things differently!
Actors: Garage attendants, mechanics, car washes: Extra revenue for them.
Transformation process: Putting sticker on car now in return for discounts next time.
World View: Drivers seeking every economy, or fashion victims, maybe?
Owner: Car owner – must be persuaded of value.
Environmental constraints: Limits on marketing budget, which will be needed.
Once the stakeholders and process elements are identified there is a starting point for further exploration and discussion.
We could accompany the CATWOE with a rich picture to graphically capture the ideas and also dig deeper into the perspectives of stakeholders.
Module 2 Modeling, Stakeholders, Human Activity Systems and Rich Pictures
2.1 Soft systems methodology (SSM)
2.2 The rich picture
2.3 Enhancing the rich picture with CATWOE
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Other reading…
https://www.betterevaluation.org/en/evaluation-options/richpictures
module 2_Rich picture examples.pdf
Module 2 Modeling, Stakeholders, Human Activity Systems and Rich Pictures
2.1 Soft systems methodology (SSM)
2.2 The rich picture
2.3 Enhancing the rich picture with CATWOE
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