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Bryan R. Moser. Ning, Nick Ke. Massachusetts Institute of Technology. Engineering and Management Program. System Design and Management Program. Massachusetts Institute of Technology. Engineering and Management Program 2019-10-04T21:34:17Z 2019-10-04T21:34:17Z 2019 2019 https://hdl.handle.net/1721.1/122432 1120721280 Thesis: S.M. in Engineering and Management, Massachusetts Institute of Technology, System Design and Management Program, 2019 Cataloged from PDF version of thesis. Includes bibliographical references (pages 99-102). Project management has three dimensional constraints: scope, schedule, and cost. The Agile project management framework is increasingly a challenge for cross-organizational teamwork, since the framework often results in strategy implementation deviation from the original strategic intent due to the three project constraints associated with teamwork. To bridge the gap between strategy and implementation, the Strategy-V Model is proposed as an adaptive framework to semantically inject Agile activities and interactions into Waterfall functional structures of strategy and implementation in software development extended organizations. To quantify such framework performance, new measures are proposed as sociotechnical sensors namely Project Emergent Value (PEV) and Project Utilization Value (PUV) using a fourth dimension of teamwork reward for project quality. The Strategy-V Project Utilization Theorem is mathematically set forth as flexible options for the use of the new adaptive framework based on the sociotechnical sensors. The theorem is generalized to the Theory of Project Framework Utilization as a guideline to choose effective framework. Further work explores the Strategy-V Model variants in organizational strategy management and Flexible Strategy design under uncertainties. A case study shows the use of the Strategy-V Model in analyzing Open Source projects to advance the adaptive strategy formation. Open source as a corporate strategy has been redefining corporate innovations, saving development cost, and gaining faster time to market and larger market shares. A corporate open source project faces many uncertainties during strategy implementation such as effective contributions from external development community, projects dependencies, competitions, and economic impacts. This research also proposes a Flexible Option design as a case study for corporate decision making that leverages corporate internal resources and investments to optimize strategy implementation across organizations. by Nick Ke Ning. S.M. in Engineering and Management S.M.inEngineeringandManagement Massachusetts Institute of Technology, System Design and Management Program 102 pages eng Massachusetts Institute of Technology MIT theses are protected by copyright. They may be viewed, downloaded, or printed from this source but further reproduction or distribution in any format is prohibited without written permission. http://dspace.mit.edu/handle/1721.1/7582 Engineering and Management Program. System Design and Management Program. Strategy-V : adaptive model and experimental validation of strategy and implementation for teamwork Adaptive model and experimental validation of strategy and implementation for teamwork Thesis application/pdf 2019-10-04T21:34:16Z Publication Master SysDes unknown unknown <Publication xmlns="https://www.openaire.eu/cerif-profile/1.1/" id="41292039-b961-48cc-a8fc-7bd4a8101d91"> <Type xmlns="https://www.openaire.eu/cerif-profile/vocab/COAR_Publication_Types">http://purl.org/coar/resource_type/c_1843</Type> <Language>eng</Language> <Title>Strategy-V : adaptive model and experimental validation of strategy and implementation for teamwork</Title> <Subtitle>Adaptive model and experimental validation of strategy and implementation for teamwork</Subtitle> <PublishedIn> <Publication> </Publication> </PublishedIn> <PublicationDate>2019</PublicationDate> <Authors> <Author> <DisplayName>Ning, Nick Ke.</DisplayName> <Affiliation> <OrgUnit> </OrgUnit> </Affiliation> </Author> </Authors> <Editors> </Editors> <Publishers> <Publisher> <DisplayName>Massachusetts Institute of Technology</DisplayName> <OrgUnit /> </Publisher> </Publishers> <License>http://dspace.mit.edu/handle/1721.1/7582</License> <Keyword>Engineering and Management Program.</Keyword> <Keyword>System Design and Management Program.</Keyword> <Abstract>Project management has three dimensional constraints: scope, schedule, and cost. The Agile project management framework is increasingly a challenge for cross-organizational teamwork, since the framework often results in strategy implementation deviation from the original strategic intent due to the three project constraints associated with teamwork. To bridge the gap between strategy and implementation, the Strategy-V Model is proposed as an adaptive framework to semantically inject Agile activities and interactions into Waterfall functional structures of strategy and implementation in software development extended organizations. To quantify such framework performance, new measures are proposed as sociotechnical sensors namely Project Emergent Value (PEV) and Project Utilization Value (PUV) using a fourth dimension of teamwork reward for project quality.</Abstract> <Abstract>The Strategy-V Project Utilization Theorem is mathematically set forth as flexible options for the use of the new adaptive framework based on the sociotechnical sensors. The theorem is generalized to the Theory of Project Framework Utilization as a guideline to choose effective framework. Further work explores the Strategy-V Model variants in organizational strategy management and Flexible Strategy design under uncertainties. A case study shows the use of the Strategy-V Model in analyzing Open Source projects to advance the adaptive strategy formation. Open source as a corporate strategy has been redefining corporate innovations, saving development cost, and gaining faster time to market and larger market shares. A corporate open source project faces many uncertainties during strategy implementation such as effective contributions from external development community, projects dependencies, competitions, and economic impacts.</Abstract> <Abstract>This research also proposes a Flexible Option design as a case study for corporate decision making that leverages corporate internal resources and investments to optimize strategy implementation across organizations.</Abstract> <Access xmlns="http://purl.org/coar/access_right" > </Access> </Publication>