Submitted by Nick Ke Ning.
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.
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