• Korean Journal of Construction Engineering and Management
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• v.10 no.4
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• pp.38-49
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• 2009

In public project market, design-build projects have been increased because of market trend change which enables technical competition. In this condition, its importance is also getting important. Generally, life cycle of design-build project consists of planning, preliminary design, procurement, contract, detail design, start of construction, construction, end of construction, and evaluation. From contractor's viewpoint, it has problems such as difficulties in project management and information sharing because of frequent change of charged division. To solve these problems, it is desirable to change from function-based management system to process-based management system. The purpose of this study is to develop management process model for design-build project by progress phases. This study analyzed main conflicts and decision making factors of each stage in design-build projects, then systemized management subjects' responsibilities and management points' change. And also this study defined the key information that is the key point by project characteristics and progress phases. Based on this analysis, this study did business process modeling from planning stage to construction design check stage. At last, we proposed the way to manage business process by design-build project progress.

• Korean Journal of Construction Engineering and Management
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• v.12 no.5
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• pp.117-126
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• 2011

With Public-private partnership PF (project financing) deals saw explosive increase in quantity since its introduction to Korea in 2001, but, met with severe recession in the fallouts of the financial crisis that hit the global economy in 2008. This study intends to identify the risk factors corresponding to issues of public-private partnership projects financing structure and classify and analyze them by project phase. Outcomes of this research are expected to help recognize risk factors in each project phase during project planning and develop risk control and mitigation strategy during project implementation.

• Photonics industry news
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• s.18
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• pp.6-9
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• 2003

정부는 1단계 광산업 집적화 프로젝트를 2003년까지 추진하여 국내 광산업도약의 기틀을 마련하고, 2010년까지는 2단계 프로젝트로서 산업경쟁력 강화시책을 본격 추진해 명실 공히 광산업을 선진국 수준으로 끌러올린다는 단계별 발전전략을 추진하고 있다. 우선 1단계에서는 광주지역을 광산업 집적화 단지로 삼아 한국광산업진흥회, 한국광기술원 설립 등 물리적인 인프라 구축, 요서기술 개발, 인적자원 개발, 정보화 및 시장정보 데티어베이스화, 광관련 중소ㆍ벤처기업지원을 중점 추진하며, 이를 위해 국비, 지방비 및 민자를 포함해 총 4천 20억원을 추입해오고 있다. 이러한 투자는 국내 광산업의 세계시장 점유율을 현재 5%에서 2010년에는 15%까지 끌어올리는 동시에 9만명 이상의 고용효과를 창출을 목표로 하고 있다.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• 2007.11a
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• pp.277-282
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• 2007

Construction process works in sequence order and there are many different software for managing project and activity. So, there are many limitations such as in the stage of activity data loss can occur, in each stage concurrent cannot operate in construction industry. In order to solve these problem, agents have to cooperate each other and they need to share of data. Therefore, the purpose of this paper is to develop a process model and the process model will be use in the future to make Construction Project Life-Cycle Management based on concept of PLM(Product Life cycle Management) in the manufacturing industry, CE(Concurrent Engineering) and BlM(Building Information Modeling)

• 한국디지털정책학회:학술대회논문집
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• 2005.11a
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• pp.27-43
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• 2005

정보시스템 감리 시 시간적인 제한과 제한적인 검토로 인하여 문제점 도출에 한계가 있다. 이로 인하여 정보화계획 수립, 분석, 설계, 구현단계 산출물과 시스템에 대한 지적사항이 단편적으로 된다. 본 연구에서는, 정보시스템 감리 보고서에서 지적되었던 프로젝트관리에 대한 검토사항 및 지적사항을 유형별로 분석 하여, 체크리스트를 개선하였고, 이를 적용하여 프로젝트 관리를 효과적으로 하도록 제안하였다. 개선된 체크리스트를 이용하여 정보화 사업관리자가 관리의 포인트로 활용할 수 있고, 감리 시 생산성을 높이며 정보시스템 감리의 품질이 향상 될 것이다. 본 연구에서 제안한 개선된 체크리스트는 향후 자료를 보완하고 유형별 사례를 보완하면 프로젝트 관리 성과 측정 툴로서도 활용될 수 있을 것으로 기대한다.

• The Journal of Korean Association of Computer Education
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• v.22 no.2
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• pp.39-50
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• 2019

We designed and applied team project based learning for effective computer programming education and analyzed the effect on learning effect. Throughout simplified traditional theories and practices, teamed up with random lottery, divided role & responsibility, and conducted problem solving projects in a competitive way for a given task. When after completion of the course, we conducted questionnaires on learners in order to grasp the influence factors on the learning effect. As a result of the structural equation model analysis, it was shown that Team Project had a direct effect on the learning effect. The learning effect based on the relationships among the factors derived through exploratory factor analysis. Based on this analysis, we propose a more effective computer programming education way.

• Proceedings of the Korea Information Processing Society Conference
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• 2010.04a
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• pp.1020-1023
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• 2010

소프트웨어 개발은 복잡도가 높고 가시성 확보가 어려워 전략적으로 접근해야 한다. 일반 개발 프로젝트에서 개발 전략은 특정 개발 모델과 프로젝트 관리 기법을 사용하겠다는 것이 주류를 이루고 있다. 이러한 방법은 각 개발 단계에서 업무를 진행하는 프로젝트 참여자가 프로젝트 전체를 보지 못하고 각자의 전문 분야만을 국지적으로 개발하여 초기에 의도된 대로 개발되지 않는 결과를 초래하는 경우가 다반사여서 개발 전략으로서의 역할을 적절히 수행하지 못하는 문제가 있다. 본 연구에서는 리스크 기반의 개발 전략을 제시한다. 개발 프로젝트 전체는 물론 개발의 각 단계 별로 전략이 존재할 수 있으며, 전사 차원과 프로젝트 차원의 전략이 존재한다. 분석한 리스크 레벨에 차등적으로 개발 리소스를 할당하고, 개발 기법을 사용하고, 리뷰 및 검증 활동을 진행하여 제한된 개발 리소스를 합리적이고 적절하게 사용하여 개발하고, 개발 과정을 모니터링 및 제어하는 접근법이다. 이미 개발의 일부인 테스팅 분야에서는 리스크 기반 테스팅 전략이라는 이름으로 활용하여 직간접적인 효과를 보고 있으며, 같은 개념을 개발 전체로 확장하여 개발 전략으로 체계화하여 제시한다.

• The Journal of Korean Association of Computer Education
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• v.19 no.4
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• pp.45-58
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• 2016

This paper tried to analyze cases of one year team-based project of gifted students who spent two year programs in a math-IT integrated class as part of formative evaluation and extracted the factors associated with future enhancement for the program. The researcher as an advisory professor tried to guide the students as minimally as possible considering their levels of IT skills so that they could self-directedly perform the IT-fused project on a team basis. The data collection included documents, annual report, photos, video, artifacts and interview data with the students for the whole team project carried out between February and December, 2015. The overall pattern of the project activities has been stabilized in the middle of the course compared to the initial stages of brainstorming and design work even though the students revealed the differences of their programming skills and preferences toward the project theme. Their project outcomes were qualitatively analyzed according to the 9 steps of R&E model and has shown individual differences according to low, middle and high level. At the end, the analysis suggested several implications for further improvement of the mentorship program.

• The KIPS Transactions:PartD
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• v.9D no.5
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• pp.865-876
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• 2002

Successful project planning relies on a good estimation of the effort required to complete a project, together with the schedule options that may be available. Existing software effort estimation models are present only the total effort and instantaneous effort function for the software life-cycle. Also, Putnam presents constant effort rate in each phase. However, the size of total effort varies according to the software projects under the influence of its size, complexity and operational environment. As a result, the allocated effort in each phase also differs from one project to another. This paper suggests models for effort allocation in planning, specifying, building, testing and implementing phases followed by the project size and development types. These models are derived from 155 different projects. Therefore, these models can be considered as a practical guideline in management of project schedule and effort allocation.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.16 no.7
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• pp.4897-4911
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• 2015

Technology developments accelerate the change of the society and companies with unparalleled pace, so large scaled projects are in progress urgently. Large scaled projects deal with high technologies and massive tasks, and these need enormous labor force and costs, it is necessary to manage strategic conflicts based on human psychology and complex system theory. However, traditional management plan fails to suggest practical mechanism for successful projects. We study failure cases and key elements, leadership for projects, and suggest project management plan with psychological and behavioral economy approach by focusing on complexity and conflict structure on large scaled projects. Project behavior management plan, suggested in this study, is designed with phased strategy and practice to solve the failure of large scaled IT projects originally and preemptively. We verified the effectiveness of behavior management plan suggested by investigating experts and working groups, and stable projects are to be progressed with introducing this plan on large-scaled projects.