A study of consistency in design selection and the rank ordering of alternatives using a value driven design approach

In the current day, with the rapid advancement in technology, engineering design is growing in complexity. Nowadays, engineers have to deal with design problems that are large, complex and involving multi-level decision analyses. With the increase in complexity and size of systems, the production and development cost tend to overshoot the allocated budget and resources. This often results in project delays and project cancellation. This is particularly true for aerospace systems. Value Driven Design proves to be means to strengthen the design process and help counter such trends. Value Driven is a novel framework for optimization which puts stakeholder preferences at the forefront of the design process to capture their true preferences to present system alternatives that are consistent the stakeholder’s expectations. Traditional systems engineering techniques promote communication of stakeholder preferences in the form of requirements which confines the design space by imposing additional constraints on it. This results in a design that does not capture the true preferences of the stakeholder. Value Driven Design provides an alternate approach to design wherein a value function is created that corresponds to the true preferences of the stakeholder. The applicability of VDD broad, but it is imperative to first explore its feasibility to ensure the development of an efficient, robust and elegant system design. The key to understanding the usability of VDD is to investigate the formation, propagation and use of a value function. This research investigates the use of rank correlation metrics to ensure consistent rank ordering of design alternatives, while investigating the fidelity of the value function. The impact of design uncertainties on rank ordering. A satellite design system consisting of a satellite, ground station and launch vehicle is used to demonstrate the use of the metrics to aid in decision support during the design process

A bridge between worlds: understanding network structure to understand change strategy

A number of scholars are exploring district and site relations in organizational change efforts in the larger policy context of No Child Left Behind. These studies suggest the importance of the central office as a support to the work of reform and offer strategies for building relations between district offices and sites in order to implement and sustain change efforts. What is frequently overlooked in these studies is that organizational change efforts are often socially constructed. Therefore, examining the underlying social networks may provide insight into structures that support or constrain efforts at change. This exploratory case study uses social network analysis and interviews to examine the communication and knowledge network structures of central office and site leaders in an ‘in need of improvement’ district facing sanctions under No Child Left Behind. Findings indicate sparse ties among and between school site and central office administrators, as well as a centralized network structure that may constrain the exchange of complex information and ultimately inhibit efforts at change

Transorganization development for network building

Transorganization development (TOD) is a four-stage model for improving collaboration in networks based on early research into successful collaborations together with input from an organization development (OD) practitioner base. However, this intervention has received surprisingly minimal empirical attention regarding its effectiveness, nor indeed any further conceptual development. This article provides some insights into the effectiveness of this intervention by analyzing the effects of the second stage of the model, the convention stage, which is a form of search conference. The intervention was found to facilitate problem solving and enabled a consensus to be reached to establish a new network planning structure. However, through integrating social network analysis with planned organizational change, it was found that the most important outcomes of the intervention were its predominantly political effects