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

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.

Keywords:

• SSM
• project management
• intervention
• facilitation
• action research

Acknowledgements

The author would like to acknowledge Richard Dodd of Tesco for his part in this work and the other members of the BSR project team who contributed to the workshop in April 1996.