Seattle Pacific University Analysis for Further Perspective Worksheet

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(Part 1) A Cognitive Map (25%)
(Part 4) SSM Analysis: Further Perspectives (20%)
This should contain any additional SSM modelling (equivalent to at least 2 fully
developed PQRs, CATWOEs, Root Definitions, Activity Models and 3 Es.)
relevant to you understanding the situation, and in preparation for you writing the
report and the client meeting.
Do the perspective on:
1. Dufford Foundation
Dufford Foundation – Role
a. A charity that makes grants to conservation projects. Donated 7.5
Million Pounds
ii.
Norms
a. The Dufford Foundations has certain expectations for the project
outcome
B. Possibly some conditions where made on how the money should be
spend / what the project should achieve
C. Follow up with the Client to ask about possible strings attached
iii.
Values
a. Probably has strong environmental and social beliefs. Funds should
not be misused or wasted. Efficient capital deployments is key to
satisfy this stakeholder
i.
Other Donors
a. Other Donors are a key stakeholder in receiving the open funds to
realise this project. Without the Dufford foundation and other Donors,
the suppliers and construction cannot be paid
ii.
Norms
a. Expectedly this stakeholder has low power, if there is a variety of
minority donors
iii.
Values
a. Efficient capital deployments are key to satisfy this stakeholder. Use of
funds for the right purpose.
Issue-based: Dufford Foundation’s perspective on their donation to the WWF
PQRCATWOERoot Definition
MORE Information
Stakeholders
P (What he/she wants to do?)
R (Why she wants to do it?)
Dufford Foundation
To gift the WWF £7.5
million pounds in order for
them to build their new
headquarters
Their main purpose and
aim is to give grants to
conservation projects
(subsidise their
development for the
greater good)
Follow this format
WWF’s CEO Perspectives (Primary Task) – Wen Hao (Draft 3)
P – Expand staffing capacity through a sustainable and environmentally friendly manner
Q – Build a new sustainable and environmentally friendly headquarter in Woking with sufficient
capacity to cope with the current and future staffing needs
R – Exemplify WWF’s values as a charity organization that promotes conservationism and to
undertake more conservation works.
CATWOE
C – WWF UK, WWF’s clients
A – All operators involved in the construction of the new headquarter (subcontractors, architects,
suppliers)
T – Expand staffing capacity through a sustainable and environmentally friendly manner
W – Expanding staff capacity through a sustainable and environmentally friendly manner will
help exemplify WWF’s value as a charity organization that promotes conservationism and help
undertake greater conservation works
O – WWF (CEO, Project Exec Team), Woking County Council (WCC)
E – Land permit, availability of construction materials, people’s vision of what constitutes to
environmentally friendliness and sustainability, external fundings
Expanded Root Definition
A system to expand staffing capacity of the WWF through a sustainable and environmentally
friendly manner by building a new larger, sustainable and environmentally friendly headquarter
in Woking in order to be seen as a charity organization that promotes conservationism and to
undertake greater conservation works.
MORE EXAMPLE
Who (A) is doing what (T) for whom (C), having someone to whom they are answerable
(O) and working within certain assumptions (W) and within wider constraints in the
environment (E).
Issue-based: WWF’s perspective on the installation of earth ducts
????
P – Cool and warm the new WWF headquarter using natural ventilation
Q – Installing earth ducts underneath the car park
R – Address carbon footprint and achieve the BREAAM outstanding rating
C – WWF (UK)
A – WCC, Ventilation contractor
T – Installing earth ducts underneath the car park
W – Using natural ventilation to cool and warm the new WWF headquarter will help WWF
address their carbon footprint and achieve the BREAAM outstanding rating
O – WWF (UK), WCC
E – Permits to installing earth ducts not granted, Supply availability, unexpected cost
A system of cooling and warming the new WWF’s headquarter using natural ventilation by
installing earth ducts underneath the car park in order to help WWF address their carbon
footprint and achieve the BREAAM outstanding rating.
This is an important perspective, alongside the WCC’s perspective. This is because without
installing the earth ducts, WWF will have to forgo their objective of using earth ducts to naturally
provide ventilation to the new headquarters. At the same time, the WCC does have a valid
concern with regards to conducting a structural survey, as this is to identify any structural
limitations and defects within the building and the land itself. Although the cost of conducting a
structural survey is costly, conducting it will help to identify defects that could potentially save
escalating costs in the future……., as well as help WWF address their carbon footprint and
ultimately achieve the BREAAM outstanding rating, which is the desired outcome of this
project
Therefore, for the report, we need to include this insight as well as explain why (see above for
the rough explanation)
Issue-based: WCC’s perspective on the installation of earth ducts
??
P – Assess the suitability of installing earth ducts underneath the new WWF headquarter’s car
park.
Q – Conduct structural survey
R – Determine any structural limitation as well as determining if the
C – WCC
A – Contractors for the structural survey
T – Conducting structural survey
W – Conducting a structural survey will help to determine if there is any structural limitations or
defects that could worsen the structural integrity of the building when the earth ducts are
installed
O – WCC, WWF
E – Poor soil suitability/integrity
A system to assess the suitability of installing earth ducts underneath the new WWF’s
headquarter’s car park by conducting a structural survey in order to determine if there is any
structural limitations or defects that could worsen the structural integrity of the building when the
earth ducts are installed
Issue-based: Environmental Agency’s perspective on drainage flow requirements
??
P – Improve the drainage flow requirement of the site back to greenfield site standards
Q – Installing shallow attenuation tanks around the building perimeter
R – Reduce the risk of blockage and flooding around the building
CA – WWF (UK), Contractor for tanks
T – Improving the drainage flow requirement back to greenfield site standards
W – The risk of blockage and flooding around the building perimeter can be reduced or
eliminated by improving the drainage flow requirement of the site back to greenfield site
standards
O – Environmental Agency
E – Extreme weather event
A system to improve the drainage flow requirement of the site of the new WWF headquarter
back to greenfield site standards by installing shallow attenuation tanks around the perimeter in
order to reduce or eliminate the risk of blockage and flooding around the new headquarter in the
event of heavy rainfall.
Issue-based: Basingstoke Canal and Resident’s perspective on drainage issues
P – Raise concern on the drainage issue from the installation of the shallow attenuation tanks,
resulting in excess rainwater being fed into the wetland and the Basingstoke Canal
Q – Lobby objections to the Environmental Agency
R – Prevent the excess rainwater from flooding the canals and the home of the residents
C – Residents, Basingstoke Canal Committee
A – Residents, Basingstoke Canal Committee
T – Raising concern on the drainage issue from the installation of the shallow attenuation tanks
WO – Residents, Basingstoke Canal Committee
E – Extreme weather event, Failure to get a resolution
A system to raise concern on the drainage issue from the installation of the shallow attenuation
tanks, resulting in excess rainwater being fed into the wetland and the Basingstoke Canal by
lobbying objections to the Environmental Agency in order to address the impact of flooding on
the resident’s quality of life near the WWF headquarter.
Assessment
Handbook
You should submit only an electronic copy to Moodle by the above deadline as
according to departmental guidelines.
No hard copy is required for this submission, but you are required to accept the
Turnitin Agreement on Moodle.
Read the attached project
brief The Task:
You work for a consultancy firm. You are a junior analyst within a consultancy team,
which specialises in strategic analysis and uses process consultancy tools such as
SSM and Cognitive Mapping. The firm has many other areas of expertise that form
part of any consultancy project team.
Your line manager has received the attached project brief from a prospective client.
You and she are due to meet the potential client for an exploratory discussion about
the project prior to your firm submitting a formal bid. She has asked you to analyse
the brief using Cognitive Mapping and SSM and to prepare some briefing notes of
your thoughts (1-2 pages). The two of you will have the opportunity to discuss your
notes and analysis for 20-30 minutes whilst travelling to the client. You can assume
the client will not be given the notes but may informally look at some of your analysis
and modelling.
Your manager will lead the conversation with the client, relying on you to provide any
detail. She would value:
• A Cognitive Map of the situation (part 1)
• A Rich Picture of the whole situation (part 2)
• Some SSM analyses (parts 3 & 4)
• A brief set of notes of your key findings to support her during the
meeting (part 5)
You do not need to know anything about the tools, techniques, and theories that the
full project team will use to complete the actual project. Your manager wants to
understand the problem situation and how to coordinate the consultancy project.
She hopes to demonstrate to the client that together you have a full grasp of the
client’s situation, to have added some value to the client’s thinking during the
meeting and to have reached an informal understanding of what your company might
do as part of any engagement. The outcome of the meeting will hopefully be a
positive relationship and a sense of the project scope to include in a project bid /
contract.
Submission
(Part 1) A Cognitive Map (25%)
Prepare a Cognitive Map of the client situation
(Part 2) Rich Picture (10%)
Prepare a Rich Picture of the client’s problem situation.
(Part 3) SSM Analysis: Client Perspective’s Primary Task Models (20%)
Conduct a Primary Task SSM analysis of a relevant element of the problem
situation from the client’s perspective, i.e., a PQR, CATWOE, Root Definition,
Activity Model and 3Es.
(Part 4) SSM Analysis: Further Perspectives (20%)
This should contain any additional SSM modelling (equivalent to at least 2 fully
developed PQRs, CATWOEs, Root Definitions, Activity Models and 3 Es.) relevant
to you understanding the situation, and in preparation for you writing the report and
the client meeting.
NOTE: You should make very brief notes to remind yourself and to explain to your
manager why you modelled the elements you have.
You might include some of the following:
• Further PQR, CATWOE, RD, Activity Model and 3E from the client
perspective but focused on a different element of the situation
• A table of PR analyses (ignoring Q) for all relevant stakeholders (Primary
Task and/or Issue Based); or a table of PQR analyses of all primary
stakeholders (Primary Task and/or Issue Based)
• SSM Analyses 1, 2 and 3
• PQRs & CATWOEs of some of the above perspectives (Primary Task
and/or Issue Based)
• A PQR, CATWOE, RD, Activity Model and 3E for 1-many key perspectives
(Primary Task and/or Issue Based)
And potentially attempts at elements of SSM covered to a lesser degree in the
module, including:
• A Lower-Level Activity Model of any relevant activity from within the activity
models included in Part 2 or 3
•
Modelling of the consultancy project itself (rather than the client’s project) from
any relevant perspective, e.g., manager, consulting firm, you, etc. This is
referred to as SSMp in the literature and relates to planning the consulting
project. This may assist you in generating ideas about what you might do as
part of the consultancy intervention.
(Part 5) Briefing Notes (25%)
Prepare some briefing notes (1-2 pages) for your line manager to support her during
the client meeting. You should include:
1. A quick summary of the main issues
2. Insights into the situation, that might include:
– Key activities present in the current or future situation
– Deliverables the client expects you to make
– Your thoughts on the improvement you believe the client and/or other
desire to see
– Any criteria to judge success of any implemented change / actions
– Assumptions that are being made by the brief that you might check

Questions you have about the situation to ask the client
Thoughts to validate with the client
Insights you have gained related to different perspectives and their
different worldviews (Inc. client, issue owner/organizational sponsor,
analysts, primary and secondary stakeholders etc.).
3.
Ideas for what the consultancy intervention might do using SSM or other soft
analyses. This should not be ‘solutions’ for the client’s problem, but ideas about
what analysis, activities, tasks, processes you could do to generate solutions. This
could include ideas regarding any deliverables/outputs from the consultancy
intervention.
Marking
Part 1, the Cognitive Map should be comprehensive, broadly follow the guidelines
for cognitive mapping and be useful. It should clearly show the relationship between
issues. It should be easily understood, rather than require explanation. (25%)
Part 2, the Rich Picture should be comprehensive, broadly follow Rich Picture
guidelines and be useful. It should use symbols and pictures with a limited number of
words that mostly only relate to the detail and the relationships between the different
entities. It should
clearly show the relationships between issues. It should be easily understood and
absorbed at a glance, rather than require reading. (10%)
TIP: Rich Pictures are probably best done by hand. These can photographed and
embedded as pictures.
Part 3 will be marked on technical accuracy of the modelling: PQR, CATWOE, RD,
3 E’s and Conceptual Activity Model and the coherence between these. (20%)
TIP: Review the SSM slides and book to help with your PQRs, etc. Conceptual
Activity Models are probably best done by hand. These can be photographed and
embedded as pictures.
Part 4 will be marked on the overall choices you make about what to model (i.e.,
the value of the modelling and the relevancy of different perspectives and elements
of the situation) You will not be marked significantly on the technical accuracy of
the models in this section.
Your notes explaining your choices will help ensure against any misinterpretation
during marking. (20%)
Part 5, your briefing notes, should be comprehensive, contain useful insights and
the information should be easy to extract. Where relevant, it should reference and
make use of the Rich Picture and your other SSM modelling.
Succinctness will be valued over length. It should be quick and easy to read and be
easy to refer to as a set of notes for your manager in the meeting.
Marks will also be awarded for structure and clarity. (25%)
TIP: This is generally the worst done part of the coursework. It is not difficult. It
should be thought about right from the very start of the coursework. As you do parts
1-4 keep notes of any thoughts, insights questions etc. you have.
The point to problem structuring is to generate insights and structure discussion, so
making notes throughout your modelling is key.
.
The Project Brief (as sent by the company)
The Project Brief
(Sent by the company)
The Organization (World Wildlife Fund UK)
The World Wildlife Fund (WWF) is the world’s leading independent conservation
organization which campaigns to conserve wildlife and habitats but also
encompasses the wider implications of man’s activities on the environment.
The WWF have realized that their existing headquarters are no longer suitable to
cope with the staffing needs of the organization as well as being a poor example of a
sustainable and environmentally friendly building needed for a charity that promotes
conservationism. The organization has chosen to relocate their new headquarters to
Woking, as the area’s local authority have been recognized for its environmental
efforts, and it has easy transport links into London.
The Project
The aim of the project is to create an exemplar sustainable workplace that reflects
the WWF values as a charity for conservation.
The WWF want to ensure the project addresses their carbon footprint. Along with
ground cooling systems, photovoltaic cells on the roof and harvesting water with
large gutters, the new building needs to be able to use smart meters and
audio-visual screens to demonstrate its green credentials. An outcome of the project
would be to achieve a BREAAM outstanding rating.
The WWF has embedded a ‘digital first’ approach within its strategy and, in a recent
interview, the Chief Information officer commented that “the project to create a new,
green headquarter building means the IT department needs to refresh the
companies technology, which has come to the end of its life”. She also went on to
say “that the new technology would dramatically change the working style of staff, as
they would no longer have designated desks. Employees would be given a smart
box, which will be situated where their belongings will be stored. Employees can lock
it away at the end of the day, along with their laptops. At the beginning of a new day,
staff collect their smart box, choose where they would like to
work and log onto the system letting the rest of the office know where they are – for
example at their desk, away at a meeting or on the phone”.
Talking at the project launch event, a member of the WWF exec team commented
that Health and well-being is a key driver for the WWF. They said “that while staff had
been consulted about the project, they wanted a survey on building use to be
undertaken to gauge satisfaction levels and expectations towards the new build.
They want to prepare staff for the new IT infrastructure and proposed new way of
working”.
An initial £7.5 million pounds has been gifted to the WWF by Dufford Foundation (a
charity that make grants to conservation projects) with the aim that the remaining
funds will be raised by a capital appeal, the appeal donations specifically being ring
fenced for the new headquarters so as not to divert funds from the WWF’s
conservation work.
The WWF CEO commented “We want to show that, through the smart use of design,
materials and technology, it’s possible to create a state-of-the-art building with
minimal environmental impact. The new headquarters will reflect our aims for a
sustainable world and form part of our long-term, on-going public engagement
strategy.
The WWF have a clear vision for this project, including the following drivers that will
impact at various stages throughout the project:
•
•
•
•
Towards zero Carbon:
o Renewable Energy – The WWF have stated that the building must be
100% electric. They want natural ventilation used as much as possible
with heating and cooling strategies connected to earth ducts under the
car park, which heat the air in winter and cool in summer.
Toward Zero Waste:
o The WWF have been working with members of the Waste Resources
Action Programme (WRAP) to reduce waste through good design.
Sustainable Water Management:
o The WWF want to use rainwater for general site maintenance. They
want to use ‘grey water’ for flushing toilets along with duel flush
systems, water efficient hand basins, timed showers. Rainwater will
also be used for irrigation.
Sustainable use of Resources:
o ‘Procurement with preference’ – the WWF want all materials to be
rigorously investigated prior to tender and selected in accordance with
strict performance criteria such as carbon reductions, responsible
sourcing and maximized recycled content.
The Issue:
The project manager who was appointed by the WWF exec team has unexpectedly
left several months into the project, leaving behind only the following information.
The deadline for connecting the build to the grid has passed. An email from the
WWF project exec team to the project manager is demanding answers as it had
been agreed that early connection was essential to avoid the use of on-site
generators and enable LED task lighting to be used.
•
The project technical manager and the project manager have been working
with Waythames Combined Heat and Power Plant to discuss the effective
use of Photo Voltaic (PV) panels and negotiating a resale rate back to
Waythames for any unused energy. An email from the technical manager
indicated that the choice of PV panels has been made, but he is waiting on
the project manager to update him about the resale discussions (as there
had been a debate about varying weekend rates and wants a meeting to be
organized with the architects to discuss installation issues).
•
The car park under the new building location is currently owned by the
Woking County Council (WCC), access rights have been approved, but WCC
were not informed about the ‘earth ducts’ and want a structural survey to
be conducted before such work is undertaken. The WWF project exec team
are now concerned about escalating costs and wants to discuss the matter
further with the ventilation contractors and the WCC.
•
While initial meetings to discuss architectural changes required to reduce
waste have taken place between the architects, subcontractors and the Waste
Resource Action Programme (WRAP), follow-up meetings have not been
scheduled to agree incentives with subcontractors, to not just divert from
landfill but to set skip targets and minimize the total amount of waste created.
There appears to be a lack of clarity around whether any architectural
changes will be needed.
•
The Environment Agency (EA) have contacted the WWF project exec team
as they want to use the development opportunity to improve the drainage
flow requirements of the site back to greenfield site standards. To achieve
this, the WWF project needs to use innovative shallow attenuation tanks,
which would be spread around the perimeter of the build. A contractor for the
tanks has yet to be identified There are also some concerns about
drainage, as excess rainwater will be fed into the wetlands at the building
perimeter and then into Basingstoke Canal. Residents and the Basingstoke
Canal committee have not been included in early conversations and have
lobbied some objections to the EA, who have passed responsibility to the
WWF exec team. It is several weeks since this situation arose.
•
Consideration of the procurement paperwork for the timber to be used on the
project indicates that the UK suppliers have not been subjected to the strict
performance criteria outlined by the WWF. As such, negotiations need to
be re-started. A note from the Project Manager indicated that most of the
timber would now need to be sourced from Germany.
•
The supplier for the bathroom systems has suggested an alternative to the
Duel Flush toilets, promoting a new ecosystem that has just arrived on the
market. This new system is more expensive to install but has ‘greener
credentials. The project manager appears to have approved the change
without consultation; the WWF exec team, now aware of the change, want
‘evidence’ that this is a better system.
•
Design plans for the working spaces have been made available to the
project manager, but not communicated to the team working on the
employee survey. A discussion is needed to consider the time frames for
the build if further architectural changes are required. A further requirement
is that the whole building must be fully accessible to WWF employees and
visitors to the headquarters.
Your Remit
Your remit is as follows:
•
•
•
•
To identify what the top priorities are for meeting the project goals and
ensuring its success
To identify what leadership skills/behaviours are required to ensure the
project operates effectively and efficiently
To identify discussions to be made and the process steps required to
enable the project to meet it objectives
To possibly manage the project to ensure a successful outcomte

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Perspective

WWF clients

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