• Archives of design research
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• v.12 no.3
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• pp.227-234
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• 1999

We paid attention to the fact that a project will always tend to increase in size even if its scope is narrowing. The complexities and multidisciplinary aspects of projects require that the many parts should be put together so that the prime objectives- performance, time, and cost- are met. These aspects lead to the use of teams to solve problems that used to be solved by individuals. Firstly, We surveyed the design companies and their clients on the design projects, and categorized the design task into 5 phases, that are marketing, planning, idea development, presentation, and follow-up. Among the phases, the presentation has the most difficult task, longest processing time, and highest cost, whereas idea development phase has relatively low cost, longer processing time, and more difficult task. Most of the companies used to be faced several bottlenecks on their design projects - time control, budget control, and resource control. Secondly, for improving the project managing process, we adopted that dividing and analyzing the sub critical paths may help in the effective managing.(Badiru, Adedeji B., 1995) Some critical paths require almost as much attention as the critical path since they have a high potential of becoming critical when changes occur in the network. Therefrom we suggest the Total task weight(Gt) as a management formula for the design project management.${Gt=\mathrm{T}\ast\leftthreetimes\ast1/100}$<\TEX> ( Gt = Total task weight, mathrm{T} = Task Weight, \leftthreetimes= Criticality ) Thirdly, In order to support to managing for the design projects, we set up an application system, which is graphically planning and implementing a complex undertaking. It is helpful to make the control of a project easy. The DPMS(Design Project Management System), which has two sub system. One is Project Screening System(PSS), and another Project Managing System(PMS). In PMS, we divided the design project into three modules; Project Planning, Project Implementation, and Project Evaluation. As a result, the DPMS will contribute to supply the control of a project easily and effectively. Also teams are used for making decisions and taking action with the DPMS. But we need to get further studies on the relationships between the whole project and its tasks.

• Tunnel and Underground Space
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• v.19 no.4
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• pp.275-286
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• 2009

In order to establish the causes and measures for technical risks that occur in various ground conditions when a subsea tunnel is excavated, it is important to configure expected risk scenarios. In addition, when the risk scenarios are classified because the scenario that occurs along all tunnel route and the scenario limited to some area are considered together, a logical framework with systematic and organized responses can be provided for project managements. In this research, project risk scenarios and management elements were configurated, and the project schedule was established for the management techniques to the risk scenario. The risk scenarios expected in a subsea tunnel were classified into a common risk scenario and a special risk scenario, and the concept which can combine with the project management elements was derived.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• 2006.11a
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• pp.25-28
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• 2006

Muan Enterprise City is a mega-project that has an investment worth up to $3 billion only in the construction of infrastructure. The project's success will largely depend on the success of its construction management. This study sets out to establish a construction management plan for Muan Enterprise City by defining the core objectives and organizational structure and its supporting system. Project outline and core objectives were analyzed, and necessity of construction management and processes evaluated. Based on this analysis, implementation strategy for the achievement of project goals was defined and developed, and organizational structure and its support system to execute established. This study strives to support the project's construction management being carried out under proper planning and possibly set an example for construct ion management of mega-structures in the future. Muan Enterprise City Project.

• Journal of Internet Computing and Services
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• v.9 no.6
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• pp.155-163
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• 2008

Project Monitoring and Control is one of the required activities in project management. This activity provides the information about whether a project is making a progress as it is planned. It is usually performed in weekly meetings or milestone meetings where the project manager checks the project's current status based on project measures such as schedule, cost and work performance. One of the popular method for project monitoring and control is EVM(Earned Value Management). The major characteristic of EVM is that it uses only one measure 'cost' for schedule and work performance so that it enables 2 independent graphs to be illustrated in one integrated graph based on cost. For applying EVM to a project, it is essential to break whole work to work packages and to assign value of cost to each work package at the initial stage of the project. Therefore EVM is well matched with the lifecycle which requires whole plan at the beginning of project. However, in XP(eXtreme Programming), whole customer requirements are difficult to define and to make a complete plan at the beginning and are more detailed in each Iteration. Therefore EVM is not comfortable method for XP. Therefore in this research we suggest 3 layer EVM which can be applied in XP, and develop a process guidelines based on CMMI(Capability Maturity Model Integration) PMC(Project Monitoring and Control) process area.

• Management & Information Systems Review
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• v.37 no.4
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• pp.141-156
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• 2018

PMO(Project Management Office) has been considered as a general approach for the successful operation of IT project. The previous studies tended to emphasize on the roles and functions of PMO in a normative way. However, in practice, since PMO is operated as a joint structure in which client firms and professional PMOs work together, it seems to be important that the implementation system of PMO should be properly formed. In this paper, it is examined whether the competence of client firms and professional PMO influence on the setup of implementation system of PMO, and also whether implementation system of PMO influence of the performance of IT project. In addition, it is also analyzed if the competence of client firms and professional PMO influence differently on the setup of implementation system of PMO, according to the degree of knowledge complementarity. As a result of this study, it is found that the competence of client firms and professional PMO influence positively on the setup of implementation system of PMO, and governance factors such as clear definition of organizational roles, responsibility, and setup of standardized processes are also important in performance of IT project. It is also shown that, if knowledge complementarity is formed with a common knowledge base between client firms and professional PMOs, Project Management Office functions effectively. In summary, for the successful performance of IT project, it seems that it is required to approach from the view point of governance in forming the implementation system of PMO and it is also important to form knowledge complementarity between client firms and professional PMOs.

• KSCE Journal of Civil and Environmental Engineering Research
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• v.39 no.3
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• pp.409-418
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• 2019

For the success of construction projects, construction companies have begun to recognize the innovation ability of members who participate in projects that can adapt and cope with environmental changes caused by knowledge-based informatization and globalization. The questionnaire of the research selected 254 final valid samples of the members participating in the construction project using online. An empirical analysis of the research model used the structural equation model (Smart-PLS 2.0). The purpose of this study is to investigate the effect of psychological ownership on person-job fit and rewards system in the construction project. First, person-job fit has a positive effect on psychological ownership. Second, intrinsic rewards and extrinsic rewards in the rewards system have a positive effect on the psychological ownership. Third, psychological ownership has a positive effect on innovative behavior. Finally, the mediating effects of psychological ownership were found to have no mediating effect on person-job fit and rewards system. In order to induce innovation behavior, the managers of construction companies need to recognize the importance of psychological ownership and build a model of construction project organization activation through development of person-job fit and rewards program.

• Proceedings of the Korean Information Science Society Conference
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• 2002.04b
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• pp.433-435
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• 2002

최근 소프트웨어 개발 패러다임 이 컴포넌트 기반 개 발 방법으로 변화하고 있다. 이 는 컴포넌트 재사용 기술을 이용하여, 빠른 시간에 최소의 비용으로 최대의 품질을 갖는 소프트웨어를 개발하고자 하는 사용자 및 개발자들의 요구사항을 수용하기 위함이다. 본 논문에서는 컴포넌트 기반 개발을 위한 표준 프로세스를 제안하고, 조직 및 프로젝트의 특성을 고려한 프로세스 테일러링 지짐을 제안한다. 또한, CBD-PF(Component-Based Development Process Framework)의 구축을 위한 분석 및 설계 방법을 제안한다. 본 논문에 서 제안한 컴포넌트 기반 소프트웨어 개발 프로세스 프로임워크는 사용자 및 개발자의 요구사항을 반영하여, 프로젝트 특성에 맞는 프로세스 선택을 유도하고, 프로젝트의 성공 방안을 제안한다

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2000.04a
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• pp.704-708
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• 2000

6 시그마는 기존의 많은 방법론을 통합하고, 대상범위를 확대하여 조직적 활동, 전사적 활동으로 유도하는 체계성을 가지고있는 것으로 기존의 품질경영 기법과 완전히 다른 것은 아니다. 따라서 6 시그마를 효과적으로 도입하기 위해서는 기존의 기법이나 방법들이 바탕이 되어야 한다. 국내 기업들이 많은 초기비용을 투입하여 6 시그마를 적용하는 것은 프로젝트수행으로 인한 기대효과 때문이지만 기존의 방법이나 기법들을 무시하고 처음부터 다시 시작하는 것은 인력이나 장비운용의 비효율적인 부분이 적지 않고, 그에 따른 비용낭비도 적지 않게 발생하고 있다. 이 논문에서는 6 시그마 프로젝트 선정에 기존의 신제품 설계에 주로 적용해 오던 품질기능전개와 효율성 평가에 적용되어 오던 DEA를 어떻게 적용시킬 수 있는지를 알아보고자 한다.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.21 no.1
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• pp.70-80
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• 2020

This study examined the effects of the R&D project managers' leadership on the product development performance. A survey was carried out empirically on a group of 175 experts associated with project management R&D operations in the field of manufacturing, construction engineering, shipbuilding, plant, and IT. The survey results showed that the effects of the R&D project managers' leadership on the product development performance were not significant, and the mediating effects of the project sponsor roles were significant. This means that the leadership of leaders, which requires efficient control and management based on complicated intergroup relationships and roles, is important in a project involving experts from the professional field. This suggests that the efficient leadership of leaders can improve the performance through the cooperation of members in the organization and aggregation of their core competencies in a limited time. Overall, the key results of this study mean that project leaders should play an active mediating role to maximize their leadership and enhance the role of project sponsors. In addition, the mediating role of project sponsors has an effect on the leadership of project managers, affecting the project performance quality.

• Proceedings of the Technology Innovation Conference
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• 2005.08a
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• pp.141-167
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• 2005

본 연구의 목적은 우리나라보다 앞서 실시하고 있는 일본의 산업 클러스터 계획 프로젝트의 거시적인 현황과 가장 성공적이라고 하는 TAMA클러스터의 사례를 분석하여 향후 우리나라 클러스터 정책 시행에 필요한 시사점을 얻는데 있다. 특히 TAMA클러스터의 성공은 이를 직접 관리하고 있는 민간차원의 중개조직인 TAMA산업활성화협회의 운영전략을 집중적으로 분석하여 봄으로써 도입 가능성에 대한 진단과 정책적 제안을 하고자 한다. 첫째, 일본의 19개 지역별 산업 클러스터 계획의 공통점은 어느 것도 도도부현의 영역을 초월한 광역적인 클러스터를 형성하고 있다. 광역단위의 집적은 상대적으로 클러스터 계획에 대한 중요성과 실행주체를 망각하기 쉬워 실패할 가능성이 비교적 높을 수 있다 이러한 점을 극복하기 위한 대안으로 산학연의 3주체 간 연계를 주로 담당하는 민간중심의 중개조직을 두어 운영하고 있다. 둘째, 클러스터 정책기간은 시작에서 자립까지 20년을 상정하고, 제1기 5년간은 산업 클러스터 네트워크 구축기, 제2기 5년은 산업 클러스터 성장기 그리고 마지막 제3기 10년은 산업 클러스터의 자율적 발전기로서 책정되어 수행하는 것이 바람직하다고 보고 있다. 셋째, 개별적인 산업 클러스터의 비전, 목표, 중장기 전략의 올바른 수립이 필요한데 백화점식이 아닌 대상산업 및 대상 주체에 대한 선택과 집중의 전략성이 엿보인다. 넷째, 정책 대상의 범위는 연구개발에서 판매에 이르기까지 전 비즈니스 프로세스를 대상으로 하고 있으며 클러스터 관련 정책수행 주체들의 정책조율, 중복 투자의 회피 그리고 효과적인 정책을 시행하기 위하여 수평적인 연락망과 협의체를 구성하고 있다. 다섯째, TAMA협회는 전통적인 동종 산업중심의 협회 기능과는 달리 제품개발형 중소$\cdot$중견기업을 대상으로 신기술개발과 신사업 전개를 위한 전략적 지원을 하고 있다. 비교적 개별적인 기술개발 능력은 물론 독자적인 마케팅 능력을 갖고 있어 일반적인 보호 대상자로서의 중소기업과는 차원이 다르며 기존의 하청관계라는 수직적 의존적인 존재가 아니라 세계적으로 니치 시장에서 경쟁력을 가지고 있는 대기업과 대등한 입장의 우량기업이라는 것이 특징이다. 여섯째, 지금까지는 기업을 지원하는 각 기관들이 각각 독자적으로 운영하여 경영자원의 분산과 이용으로 수혜자인 중견$\cdot$중소기업의 입장은 물론 지방자치단체 및 중앙정부의 차원에서 분석하여 볼 경우 경영자원의 Critical Mass를 확보하기 어려웠다. TAMA협회는 네트워크 조직으로서 주로 소프트적인 지원을 통하여 원활하게 수행하고 있음. 정보와 네트워크만을 가지고 조직간 관계를 중개하는 가벼운 네트워크 조직으로서 운영하는 방법은 한국의 경우에도 적용이 가능하며 매우 유용하다고 생각된다.