INDIVIDUAL ASSIGNMENT TECHNOLOGY PARK MALAYSIA BM031-3-3-Managing problem solving

INDIVIDUAL ASSIGNMENT
TECHNOLOGY PARK MALAYSIA
BM031-3-3-Managing problem solving


HAND-IN DATE: 23 JUNE 2014
STUDENT NAME: WONG ZHEN HAO
STUDENT NO: TP022514
COURSE: UC3F1310 BM
LECTURER: MS. Margaret
WORDS: 2737WORDS




Executive Summary
Peter Senge(2011), scientist and director of the Center for Organizational Learning at the MIT Sloan School of Management believes that system thinking is to understand how it is that the problems that we all deal with, which are the most troublesome, difficult and inflexible, come about, and to give us some perspective on those problems in order to give us some leverage and insight as to what we might do differently. Systems thinking originated in 1956, when Professor Jay Forrester founded the Systems Dynamic Group at MIT's Sloan School of Management. System thinking has been used in various area of research and has also been applied in the research of problem solving for business organizations.
The study of this report is about the hard and soft system problems faced by D Avenue Technologies Sdn. Bhd. which is located in Petaling Jaya, Malaysia. D Avenue Technologies specialist in event management and also event registration and they also have another branch opened in Singapore which is registered by the name De Avenue International Pte. Ltd.
This report is done through interviews and also working experience for the company. A few systems thinking tools have been used that helped to finish this report which are spray diagram to see a clearer picture of the organization, rich picture to relate and identify the soft systems problems, CATWOE analysis and also data flow diagram.
The hard system problems identified are online registration information sometimes do not get into the server, ineffective system to get information of client in information server and ineffective data base issue. The soft system problems identified are IT staff lack of knowledge to improve the system server and data base, most of the part timers have no knowledge of using the registration system, ineffective part timers or staff doing registration work during major events. There are also a set of solutions provided at the end of the report which is evaluated with the innovation process using force field analysis and also lotus blossom technique.
Introduction and Identification of problem
D Avenue specialise in event management and also event registration, they create new concepts to develop and improve events by customising their system for registration purpose. They help event organisers to register their visitors and report back to them once the event is over which normally runs for a few days. They also have their own set of server and data base entry system which they used on all the events unless the event organisers require them to use theirs.
2.1 Spray Diagram of D Avenue Technologies Sdn. Bhd. (Refers to next page)







The spray diagram consists of three main factors which are office unit, event unit.
Office
The office staffs are responsible on replying on enquires such as job scope and job information. They are also responsible of the payroll of temporary staff and committed staff. Other than that, office staffs also the ones who do collections of cash and payments from the event organisations after providing the services.

Event unit
Event unit can be classified in three different teams which are management unit, operation unit and IT unit. Event units are always on spot of the events which the D Avenue is providing their services. Management unit are responsible on maintaining client relationships, deal with event organisations about their plans, and also dealing with job contracts. Operation unit is where the staff will do registration setup work before the event start, do registration work after the event starts and also business matching management. IT unit will also be on scene most of the time especially the starting few days of events so they are ready to provide technical support and also troubleshooting works if needed.
2.2 Rich Picture on identification of problems
Rich picture is drawn according my own experience of working with the company and also some further interview with my employer Miss Bee Leng to enhance of my knowledge and understand more clearly of the issue faced by their system and staff. The registration work is normally done by key in the visitor information and print out the badge for them to visit the expo event. The registration system will then send the information into the server which contains all the data base information. The registration system will calculate and save the visitor traffic number and information into the server where most of the event organisation wants. Online registration will sometimes be provided according to different event organisation. Visitors that have already register online can then come straight to the counter, tell the code they get after online register, their information will appear and they will get their badge to go into the expo event.
The problem which occurs is that sometimes the code they gave cannot be found and no information is shown so they cannot get their badge pass directly. This is because the online registration information sometimes does not get into the server data base which means the information is loss. Another issue also follow with the ineffective system to get visitor information after the next day where they come to the expo event again and request another badge to go in. The visitor are required to provide their information again as they cannot look back into previous record. This will cause some upset and delaying the huge crowd on major events.
Staffs will also sometime find technical problems occurring such as system delay or not working which further delays the registration process and increasing crowd. IT unit are required here to do troubleshooting and fix the problem. The problems that cause ineffectiveness are discovered through hard system methodology also include IT staff lack of knowledge to improve the system server and data base, most of the part timers have no knowledge of using the registration system, ineffective part timers or staff doing registration work during major events.



2.3 Issues of Mind set and root cause for resistance
Everyone have their own mindset but most of the people will resist change. It is in human nature especially after adapting into a system for a time. D Avenue is very comfortable with the existing system even though problems might occur at times. They also believe that changing things up will cost a significant amount which they are not willing to comply with. They also have new temporary staff from time to time so it is not easy for them to change. Most of the staff is also discomfort with uncertainty which leads to resistance to change. They might also lack the interest in changing and learning new things as it takes up time.
Hard Systems Thinking vs Soft Systems Thinking
3.1 Hard Systems thinking

Figure 3: The stages of the hard systems approach (Source: The Open University, 2014)
Hard system methodology for D Avenue
Identify the problem
Problem identified are the ineffectiveness of registration system and server data base.
Analysis of the current situation
Spray diagram is drawn to understand D Avenue in a clearer whole. Rich picture also highlighted the major hard problems face by the D Avenue staff after consulting Miss Bee Leng and self working experience with D Avenue.


Identification of objectives and the constraints preventing the system operating
Objectives are clear for D Avenue as the stated in their company vision and mission. D Avenue strives to become Asia Premier Provider of one stop event solutions for events and events related verticals. Also focus on delivering the latest innovation in visitor management, event management and help customers turn creative ideas into reality (d-avenue.com). D Avenue cannot achieve their objectives as their operation activities are ineffective and inefficient at times. Hard system methodology are use here to found out in depth about the constraint which might present with the outcomes of soft system methodology as well.
Measure performance and generate ideas of possible routes to attain the ideal situation
Lotus blossom technique are use to help generate some possible solutions to solve the hard and soft problems that D Avenue are facing. Lotus blossom technique is a very unique technique where it is like a mind map but more structured type which focuses the power of brainstorming on areas of interest.
Practice the routes option
Force field analysis is conducted later and uses to find out the possible solution upon produced earlier in the innovation process.
Choice of the route to be used
The best way is to follow the route and continue to monitor and evaluate the outcomes.

3.2 Soft Systems Thinking


Figure 4: The Soft System Approach (Source: The Open University, 2014)
Stages of soft system methodology
Identify problem situation
Spray diagram is a very good tool to find out about the unstructured problem situation and it is use here to look at the D Avenue organization structure, process, staff, prevailing issues.
Analyzed problem situation
The problem and situation face by D Avenue is already drawn and shown in the rich picture. Key issues and tasks are all outline in the rich picture. Key issues are the area of problem and tasks are the jobs that must be undertaken within the problem situation.
Selecting relevant systems and root definitions
The idea of the problem face by D Avenue is expanded into root definitions so that the problems are identified.
Building conceptual models
Conceptual mode is to show all the activities that the relevant system needs to perform. D Avenue conceptual model can be formed by using their value proposition which will result into creating new concepts to develop an event, customization of system for better data management, registration more efficiently.
Compare conceptual models with real world
This stage require the comparison of conceptual models with the real world so that potential findings of the problem situation can be acknowledged.
Identify possible and necessary changes
Acknowledge the possible changes and debate about it so the best changes can be made.
Implementation of changes
Implement changes are good as it would take action to improve the problem situation.

All these will further show the problems which cause D Avenue being ineffective on its operation which are IT staff lack of knowledge to improve the system server and data base, most of the part timers have no knowledge of using the registration system, ineffective part timers or staff doing registration work during major events.






Below is the CATWOE analysis of D Avenue

CATWOE
Analysis based on D Avenue Context
C = Clients
Both the staff and also client will be affected which then decrease the productivity and also dissatisfaction of client.
A = Actors
Management unit, operaton unit, IT unit of D Avenue.

T = Transformation
It will become a clear view about the problem situation of the organization now and that D Avenue would try to improve their system.

W = Worldview
The impact will probably be increase in overall efficiency and effectiveness of the organization itself and also the working process.
O = Owner 
The office will need to hire new and better IT personal to improve their system

E = Environmental constraints 
The lack of potential professional IT personnel that could be hired.








Context Level Data Flow Diagram

2. Registration system send to data base server1.Online RegistrationRegister system
2. Registration system send to data base server
1.Online Registration

Register system
Data base serverClients
Data base server
Clients
3. Save and print badges4.Print badges back to client
3. Save and print badges
4.Print badges back to client

Printer

Printer


Solutions
D Avenue can consider changing up their IT staff or train them into improving skills so they can create and improve the registration and server data base system. This might costs a little but it is the best way to make sure everything go in order. Self improving is very important to stay competitive. Hiring better or more professional IT personal can also be a very good solution as they will provide the insight and skill to improve the problems face and decrease the pressure on others. Also try to get more consistent long term workers rather than temporary staff as they come and go. This might crippled the organization as the new staff may lack the skill and knowledge to deal with the system and result in ineffectiveness. Purchase new gadgets such as new computers with more better specifications might help as well as IT staff mostly needs high tech gadgets to deal and solve problems.




Innovation Process
IT staff training
New staff training
Hire new IT personel
Purchase new gadgets
Improve D Avenue Effectiveness and Effiency
Improve the server data base system
Eliminate staff personal distractions
Consistent group discussion
Improve employee satisfaction


Delegate work

d. Increase payroll
Improve employee satisfaction
Include breaks

Reward for successful staff


Figure 5 : lotus blossom matrix for D Avenue
Lotus blossom technique was originally developed by Yasuo Matsumura, Director of the Clover Management Research (Japan). It is consider one of the most creative thinking tools which focus on a central problem and the expand it with sub themes.
D avenue innovation process is central on improving the effectiveness and efficiency of D Avenue and the expands it with other possible solution or ideas. The possible solution includes IT staff training, new staff training, hire new IT staff, Purchase new gadgets, Improve server data base system, eliminate staff personal distractions, consistent group discussion, improve employee satisfaction. Idea (H) have become the central new lotus blossoms developed for screening and evaluation process.

Evaluation and Screening of Solutions
force field analysis

Plan: Improve Efficiency and Effectiveness in D Avenue
Plan: Improve Efficiency and Effectiveness in D Avenue

Dislike of changeInternational presence
Dislike of change


High cost of implemetationClient satisfation
High cost of implemetation

Discomfort with uncertaintyImprove technologies
Discomfort with uncertainty


Impove staff productivity



Figure 6: Force Field Analysis for D avenue
Above is the force field analysis for D avenue. Force field analysis is used here to visually identify and analyze forces affecting a problem situation. In force field analysis, factors are in two parts which is drivers and resistors. Both will affect the problem situation and are different impact according to each other.





6.2 Majaro Nine Cell
Majaro nine cell screening matrix can be helpful and are used in many cases to see the final harvesting meeting.
The features which have been screen and given subjective scores include IT staff training, new staff training, hire new IT staff, Purchase new gadgets, Improve server data base system, eliminate staff personal distractions, consistent group discussion, improve employee satisfaction.



 
F1
F2
F3
F4
F5
F6
F7
F8
F9
Attractiveness
9
6
8
9
6
6
7
3
7
Originality
9
3
9
9
6
6
7
3
9
Simplicity
8
8
8
9
3
5
7
5
5
User friendly
9
9
7
9
4
6
7
5
2
Easy to implement
9
5
8
9
3
5
4
2
3
Elegant
9
5
9
9
5
9
7
2
4
Difficult to copy
8
6
7
9
6
7
7
2
1
 









 
 
 
 
 
 
 
 
 

Compatibility
5
7
5
7
2
2
2
2
2
Company objectives
5
8
5
6
2
4
2
3
3
Available financial resources
4
7
4
8
4
2
2
2
3
Available human resources
6
6
6
7
2
2
2
2
3
Corporate image
5
7
5
7
2
2
2
3
3
Ability to protect and the needs to solve problem
5
7
5
7
2
2
2
2

3
 











7.0 Project Plan – Gantt Chart
Tasks
Week of 19/5/14
Week of 26/5/14
Week of 2/6/14
Week of 9/6/14
Week of 16/614
Week of 23/6/14
Collecting data. Interview







Research






Drafting






Editing after lecturer's consultation






Documentation

















References
Creatingminds.org, (2014). [online] Available at: http://creatingminds.org/tools/catwoe.htm [Accessed 21 Jun. 2014].

D-avenue.com, (2014). Welcome to D Avenue International. [online] Available at: http://d-avenue.com/solutions.htm [Accessed 21 Jun. 2014].

Cairns D. (2011). Hard versus Soft Systems Methodology. [Online] Available from: http://www.cs.stir.ac.uk/~dec/teaching/CSC9T4/lectures/HardSys.pdf.[Accessed: 15/06/2014]

Christopher J. (2005). Hard and Soft System Methodologies: The Differences. [Online] Available from: http://qeynotes.blogspot.com/2005/04/hard-and-soft-system-methodologies.html.[Accessed: 15/06/2014]

Hans G. Daellenbach. (2002). Hard OR, Soft OR, Problem Structuring Methods, Critical Systems Thinking: A Primer. [Online] Available from: http://orsnz.org.nz/conf36/papers/Daellenbach.pdf.[Accessed: 12/06/2014]

Right Management Inc. (2009). Organisational Effectiveness & Employee
Engagement Discovering How to Make Them Happen. [Online] Available from: http://www.rightmanagement.co.nz/thought-leadership/research/organisational-effectiveness-and-employee-engagement-discovering-how-to-make-them-happen.pdf.[Accessed: 12/06/2014]

TWI Ltd. (2014). What is the Hard Systems Approach to problem solving. (Online). Available from: http://www.twi-global.com/technical-knowledge/faqs/environment-faqs/what-is-the-hard-systems-approach-to-problem-solving/. .[Accessed: 12/06/2014]