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IS6602 VI: Methods IV

IS6602 VI: Methods IV. Work Systems. Work Systems. Work Systems (WS) is a tool that is used to describe how work is done in an organizational context, which technologies are needed and how they create value

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IS6602 VI: Methods IV

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  1. IS6602 VI: Methods IV Work Systems

  2. Work Systems • Work Systems (WS) is a tool that is used to describe how work is done in an organizational context, which technologies are needed and how they create value • WS was developed by Steven Alter from the University of San Francisco to help people (users, managers) understand what is wrong with systems (technology and people) and then help improve the way those systems are designed. • Thus, WS is a useful tool for consultants who also need to improve system designs

  3. Southwest Airlines – July 2016 • A computer error on July 20th 2016 caused 2300 cancelled flights! • Website, operations, check-in, boarding passes, ticketing – all shut down for 12 hours • Estimated US$10 million of lost revenue • Lots of inconvenience for passengers • http://exclusive.multibriefs.com/content/southwest-outage-illustrates-critical-importance-of-it-systems/science-technology

  4. British Airways – May 2017 • British Airways cancels all flights from Gatwick and Heathrow due to IT failure • May 27th, 2017 • Severe Disruption to Global Operations • Estimated Cost: £100 Million (approx. HK$1B) • https://www.theguardian.com/world/2017/may/27/british-airways-system-problem-delays-heathrow

  5. Why Do These Problems Happen? (T1-T2) • There are many temptations about technology. People assume that… • T1: …technology is a magic bullet • But technology cannot solve informational, human and organizational/cultural problems. • In fact, it may make them worse • T2: … technology is the system • It’s not! Just part of it, the supporting part • We still need people, processes, work practices, information, management,… • Techno-centric views are dangerous • Technology is rarely solely responsible for system failures

  6. Temptations 3-4 • T3: People believe that technology is responsible for itself! • But business professionals & managers have a role to play! • They can’t leave it all to the IT people! • IT people seldom understand the business anyway • T4: Mangers avoid measuring anything • If you don’t measure, can you manage? • What are the key performance indicators? • How are they measured? • How are they connected together? • Measuring 1-2 indicators won’t be enough either. It has to be comprehensive. • Measuring productivity alone is insufficient. How about consistency? Error rates? Down time?

  7. Temptation 5 • T5: When analysis is done, it tends to be superficial (at best) • But, what exactlyis the purpose of this system? • What will it do? Who for? Why? How? • What changes do we need to implement in our people, procedures, structures, incentives, culture? • What political issues are going to arise? • How do reporting channels change? • Who is in charge? Where does the buck stop?

  8. Temptations 6-7 • T6: People assume that systems operate in a vacuum • They don’t! They have users. Users have values. • Organisations have values, a history, a culture. • People don’t do what they are told. They break the rules all the time. • Circumstances change – but few systems are that flexible. • T7: People imagine that systems implement themselves • But what about planning? • Hiring new staff? • Changing the organisation? • Re-engineering processes? • Persuading people?

  9. Overcoming Temptations • In order to overcome temptations, we need to: • Focus on the real, business issues • Focus on how work is done • Don’t let the schedule run the project • Don’t let politicians run the project • Think of systems as work systems, supported by IT, not as IT systems. • “A work system is a system in which human participants and/or machines perform work using information, technology, and other resources to produce products and/or services for internal or external customers”.

  10. A Typical Work Problem • A PR manager communicates with clients • Using a variety of communication and presentation technologies • And needs high bandwidth • But the corporate Internet connection is slow and worse, top management block access to some vital IT applications • Result: Work is ineffective and inefficient

  11. Commonalities 1 • In any work system, people • are doing work • are using information & technology • In any work system, there are multiple success indicators, including: • time, effort, quality of results… • So, the context is important. • It is not just about IT.

  12. Commonalities 2 • In any work system • There is a problem or opportunity • The precise scope of the work system is not obvious • Further analysis is required to see what is really involved • There are a variety of work practices • But human communication/persuasion skills are always important • There are participants and customers • They have different roles • Participating in a work system is not the same as using technology

  13. Commonalities 3 • Information • All work systems involve information of some kind • This information is critical to system success • Technology • All work systems use a lot of technology… • … which is used by participants and customers • Environment • All work systems operate in an environment, a social context

  14. Commonalities 4 • Products/Services • All work systems produce things for customers • Who have to buy them! • Infrastructure • All work systems rely on shared human, technical and informational infrastructures (visible or invisible) • Strategies • All work systems have an operational strategy, as does the organisation itself

  15. The Work System Framework CUSTOMERS ENVIRONMENT PRODUCTS & SERVICES STRATEGIES WORK PRACTICES PARTICIPANTS INFORMATION TECHNOLOGIES INFRASTRUCTURE I N F R A S T R U C T U R E

  16. Work Systems Snapshot • In order to apply the Work Systems ideas, we need a table or template that we can use to capture data • Some of this data may come from interviews, other data from observations and other sources • The template has six of the same aspects as the model on the previous slide, but it is easier to work with

  17. Description: Work System Snapshot for a Marketing & Communication Work in a Hotel Customers Products & Services • Corporate Clients • Private Clients • Hotel MC Manager • Hotel Accounts Dept • Hotel Banqueting & Reservations Depts • Special Offers for Use of Hotel Facilities • Graphical highlights of facilities • Application forms (web based) • Payment arrangements Work Practices (Major Activities or Processes) • Identify which materials to send to which corporate and private clients • Identify correct details for clients, e.g. email addresses, WeChat/Twitter – or which Social Media sites/pages to use or Microsite • Identify which technologies should be used for which clients • Combine technologies and content in integrated forms for communication • Send materials to individuals and groups • Monitor undeliverable communications and update addresses where needed • Receive replies / bookings from clients and forward to appropriate internal departments (e.g. Accts, FB, Resvns) for follow up. • Evaluate the efficacy of each promotional activity Participants Information Technologies • MCM Manager • MCM Assistant   • Promotional Material – Text & Graphics • List of recipients   • Email • Social media • Internet • Intranet including Microsite • Telephones • Internal Hotel Reservation Systems

  18. As-Is Work System Snapshot CreatingSDS Maintaininventory

  19. How does the Work System Method Work? • The WSM is designed to help business professionals understand their organisation’s systems. It is also valuable for consultants since it can help them explore systems in a structured way. • It is flexible • There are guidelines/concepts, but users are free to adapt these as needed, to iterate, to select the level of detail,… • The WSM is designed to be rigorous and to focus on real business problems • As with many systems analysis methods, WSM is organised around : • Defining the problem • Gathering/analysing relevant data • Identifying alternatives • Selecting the preferred alternative

  20. WSM – 3 Phases • SO: Identify the Systems and Opportunities • Why are we doing this? What is the problem? • AP: Analyse the system and identify Possibilities • Understand current issues. • How can the work system be improved? • RJ: Recommend and Justify changes • What are we suggesting? Are these sensible suggestions?

  21. WSM – 3 Levels & 3 Phases

  22. Level 1 • General requirement to think about the system • Clarification of assumptions • Quick personal summary of what is happening • Minimal first-cut representation of reality

  23. Level 2 • Important questions are asked about the 3 phases of the analysis • Four for SO, • Ten each for AP and RJ • If any of these 24 questions are not addressed, the analysis is probably deficient or incomplete, which will cause problems later on.

  24. Level 2, SO questions • SO1: What are the problems or opportunities in the organisation? • SO2: Which is the work system that has these problems or opportunities? • SO3: What are the factors that contribute to these problems or opportunities? • Political, organisational, cultural, technical… • SO4: What constraints limit the feasible range of recommendations? • E.g. $/resource limitations, politics, people, education, …

  25. Level 2 AP questions (1-5) • AP1: Who are the customers and what are their concerns? • AP2: How good are the products/services produced by the work system? • AP3: How good are the work practices inside the work system? • AP4: How serious are any mismatches between the work system and the roles, knowledge and interests of the participants? • AP5: How might better information or knowledge help?

  26. Level 2 AP questions (6-10) • AP6: How might better technology help? • AP7: How good is the work system’s fit with its environment? • AP8: How well does the work system use the available infrastructure? • AP9: How appropriate is the work system’s strategy? • AP10: How well does the work system operate as a whole?

  27. Level 2 RJ questions (1-5) • RJ1: What are the recommended changes to the work system? • RJ2: How does the preferred alternative compare to other alternatives? • RJ3: How does the recommended system compare to an ideal system in this area? • RJ4: How well do the recommended changes address the original problems and opportunities? • RJ5: What new problems or costs might be caused by the recommended changes?

  28. Level 2 RJ questions (6-10) • RJ6: How well does the proposed work system conform to work system principles? • RJ7: How can the recommendations be implemented? • RJ8: How might perspectives or interests of different stakeholders influence the project’s success? • RJ9: Are the recommended changes justified in terms of costs, benefits and risks? • RJ10: Which important assumptions within the analysis and justification are most questionable?

  29. Level 3 • The 24 questions in Level 2 provide an organised approach for pursuing each of the three major WSM phases. • At level 3, there are a number of specific topics to consider for each of the 24 questions. • We won’t look at all of these today since there are too many and it is not a good use of time. • But we will consider one to exemplify the point.

  30. AP3 at Level 3 • How good are the work practices inside the system? • Roles and division of labour • Relevant functions that the system does not do • Problems built into the current business process • Effect of characteristics of work practices • Evaluation criteria for work practices • Problems involving decision making • Problems involving communication

  31. AP3 at Level 3 • The WS ideas and framework are a starting point • It needs customizing to a specific organizational context • The WSM focuses on single systems • But not interactions between systems • Consultants may also need to look at those interactions • The WSM enables consultants to examine work systems at an appropriate level of detail. • Level 2 is the minimum, but Level 3 may be required for a more detailed approach

  32. Time for You to … • Use the Work Systems Snapshot Template to analyse a work system • You could pick AIMS or you could use the work system that is part of your assignment • Please seriously consider using the Work Systems approach in your own project analyses

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