Strategy-V : adaptive model and experimental validation of strategy and implementation for teamwork

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.

Name thesis:degree_name

Master

Department dc:contributor.department

Massachusetts Institute of Technology. Engineering and Management Program

Grantor dc:publisher

Massachusetts Institute of Technology

Year dc:date.issued

2019

Author dc:creator

• Ning, Nick Ke.

Advisor dc:contributor.advisor

• Bryan R. Moser.

• Engineering and Management Program.
• System Design and Management Program.

Statement dc:rights

• 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.

Licence dc:rights.uri

• http://dspace.mit.edu/handle/1721.1/7582

Language dc:language.iso

eng

Handle dc:identifier.uri

https://hdl.handle.net/1721.1/122432

OAI identifier oai:identifier

oai:dspace.mit.edu:1721.1/122432