• 산업경영시스템학회지
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• 제44권3호
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• pp.276-287
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• 2021

Project Management Information System (PMIS) is a special purpose information system that is created to provide useful information for project managers and participants to make effective and efficient decision making during projects. The use of PMIS is increasing in project based industries such as construction, defense, manufacturing, software development, telecommunication, etc. It is generally known that PMIS helps to improve the quality of decision making in project management, and consequently improves the project management performance. However, it is unclear what are the difference of PMIS impacts between industries, and still need to be studied further. The purpose of this study is to compare the impact of PMIS on project management performance between industries. We assume that the effects of PMIS will be different depending on the industry types. Five hypotheses are established and tested by using statistical methods. Data were collected by using a survey questionnaire from those people who had experience of using PMIS in various project related industries such as construction, defense, manufacturing, software development and telecommunication. The survey questionnaire consists of 5 point scale items and were distributed through e-mails and google drive network. A total of 181 responses were collected, and 137 were used for analysis after excluding those responses with missing items. Statistical techniques such as factor analysis and multiple regression are used to analyze the data. Summarizing the results, it is found that the impacts of PMIS quality on the PM performance are different depending on the industry types where PMIS is used. System quality seems to be more important for improving the PM performance in construction industry while information quality seems more important for manufacturing industry. As for the ICT and R&D industries, PMIS seems to have relatively lesser impact compared to construction and manufacturing industries.

• 한국철도학회:학술대회논문집
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• 한국철도학회 2010년도 춘계학술대회 논문집
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• pp.1798-1805
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• 2010

The Railroad Safety Technology R&D Program has been supported by the Ministry of Land, Transport and Maritime Affairs. The Program consists of dozen or more projects and thus is quite complex, which requires effective project management. This paper is discussing how to effectively manage the railroad safety technology R&D program based on systems engineering management plan (SEMP). The key issues dealt in this paper include the SE management, requirements management, verification and validation, integrated data base management, and traceability management. To achieve the goal, we first defined an appropriate SE process to be adopted in the program and the result was documented in the systems engineering management plan. According to the process defined, we set up the environmental frame in database. Using the database and SEMP, each project of the program was verified with respect to the corresponding requirements utilizing the traceability. All these efforts were carried out using a computer-aided SE tool, which enables efficient management of complex database.

• 대한안전경영과학회:학술대회논문집
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• 대한안전경영과학회 2010년도 추계학술대회
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• pp.343-348
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• 2010

Earned Value Management System(EVMS) is a highly efficient tool in the project management, but it cannot easily determine the Actual Cost due to the indistinct criteria and extensive data. This study introduces a EVMS for project management and its actual case based on EVMS and ERP system which some additional modules are installed for performance measurement. It is expected that this new method enables a company to improve transparency by specifying expense items in detail and to switch quarterly settlement to monthly by reducing the time of calculation.

• 한국국방경영분석학회지
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• 제36권2호
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• pp.53-69
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• 2010

국방무기체계획득사업 관리의 목적은 궁극적으로 요구된 성능, 예산, 전력화시기를 충족시키는 것이다. 2006년 출범한 방위사업청은 무기체계 획득사업을 효율적으로 수행하기 위해서 통합사업관리제를 도입하여, 방위력개선사업 관리를 위한 프로젝트 조직이 61개가 운영 중에 있다. 하지만 한국적인 국방획득환경에서의 프로젝트 관리 측면에서 실증적인 분석연구가 미흡한 것이 현실이다. 따라서 본 연구는 무기체계획득사업관리를 하나의 프로젝트로 인식하고, 프로젝트관리 연구에서 제시된 프로젝트 성공요인(CSF : Critical Success Factors)과 무기체계획득사업관리의 관계에 대해서 알아보았다. 연구 결과 전체적으로는 의사소통, 사용자 참여, 명확한 요구사항 변수가 프로젝트 성공에 영향을 주는 것으로 분석되었다. CSF 요소는 사업추진단계별, 사업의 특성, 규모에 따라서 프로젝트 성공에 미치는 영향이 각각 다르다는 것을 실증적으로 증명하였다. 이번 연구 결과를 통해서 통합사업관리팀이 무기체계획득사업 수행 시 사업 단계, 특성, 규모에 따라서 중점 관리 분야를 식별한 것이 이 논문의 의의라고 생각한다.

• 한국건설관리학회논문집
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• 제17권3호
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• pp.125-133
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• 2016

프로젝트 리스크관리는 프로젝트 착수에서 완공에 이르기까지 프로젝트 생애주기 동안 프로젝트의 범위, 비용, 일정 등에 영향을 미치는 위협 및 기회 요인을 포함하는 리스크를 사전에 식별하고 이에 대한 완화전략을 사전에 마련함으로서 프로젝트를 성공에 이르게 하는 효과적인 관리를 위해 활용된다. 프로젝트를 진행하는데 있어서 완공일이 지나기 전에 예산과 공사기간을 정확히 예측하는 것은 불가능하므로, 미국 워싱턴교통부에서는 사업비 규모에 따라 여러 분야의 전문가를 참여자로 하는 워크숍을 실시하게 함으로서 체계적인 리스크관리를 의무화하고 있다. 하지만 국내 건설 현장에서는 체크리스트 및 리스크분석 위주의 리스크관리만 이루어지고 있어 효율적인 관리가 이루어지지 않고 있다. 따라서 본 연구에서는 국내 A하천정비사업에 워크숍 기반 리스크관리기법을 국내 처음으로 적용해 봄으로서 국내 현실에 적합한 효율적인 리스크관리 방법을 제안하였다. 또한 이러한 리스크관리 전 과정에 식별된 리스크를 분석하여 완화전 후의 리스크에 대한 비교를 쉽게 살펴보고 관리할 수 있는 RBES 프로그램을 활용하였다. 그 결과 전체 사업비용과 공사기간의 증가 문제를 사전에 인지하고 이에 대한 실질적인 완화대책을 수립하게 함으로서 공사기간 지연효과를 미리 방지하는 효과가 있었다.

• 한국IT서비스학회지
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• 제17권4호
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• pp.101-117
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• 2018

Companies are responding appropriately to the rapidly changing business environment and striving to lead those changes. As part of that, we are meeting our strategic goals through IT projects, which increase the number of simultaneous projects and the importance of project portfolio management for successful project execution. It also strives for efficient deployment of human resources that have the greatest impact on project portfolio management. In the early stages of project portfolio management, it is very important to establish a reasonable manpower plan and allocate performance personnel. This problem is a problem that can not be solved by linear programming because it is calculated through the standard deviation of the input ratio of professional manpower considering the uniformity of load allocated to the input development manpower and the importance of each project. In this study, genetic algorithm, one of the heuristic methods, was applied to solve this problem. As the objective function, we used the proper input ratio of projects, the input rate of specialist manpower for important projects, and the equal load of workload by manpower. Constraints were not able to input duplicate manpower, Was used as a condition. We also developed a program for efficient application of genetic algorithms and confirmed the execution results. In addition, the parameters of the genetic algorithm were variously changed and repeated test results were selected through the independent sample t test to select optimal parameters, and the improvement effect of about 31.2% was confirmed.

• 시스템엔지니어링학술지
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• 제11권2호
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• pp.51-59
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• 2015

It is generally recommended to use EVM as an efficient means for measuring project performance and progress so that the EVMS user could manage his project successfully. In spite of it's favorable intention, most project participants think it as a heavy load or a sub practiced job with low responsibility. Even though there are lots of variables triggering unpredictable troubles in EVM application, EVM still could be a valuable project health indicator. In this paper we introduce a performing method for EVM based on system engineering process.

• 한국건설관리학회논문집
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• 제21권1호
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• pp.3-11
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• 2020

다년간 수행해야 하는 일정규모이상의 대형 공공건설공사에서 발주기관은 건설사업관리자의 건설사업관리업무를 위해 예산을 확보해야 한다. 발주기관이 확보하는 사업관리예산과 발주기관이 집행하는 사업관리예산이 동일할 경우 문제가 없지만, 그렇지 않을 경우 다양한 문제가 발생하게 된다. 실제로 건설기술진흥법에는 건설기술선진화를 위해 책임감리를 없애고 건설사업관리를 명시하였으나 기획재정부의 총사업비관리지침에는 책임감리라는 용어를 사용하고, 이에 따라 발주기관이 예산을 청구하도록 하고 있다. 따라서 발주기관의 예산확보와 예산집행사이에 괴리가 발생함으로 인해 건설사업관리업무를 수행해야 하는 현장에서는 많은 어려움을 호소하고 있다. 이에 본 연구에서는 건설사업관리가 효율적으로 운용될 수 있도록 다음과 같은 제도적 개선방안을 제시하였다. 첫째, 법령과 정부기관의 지침 등에 명시된 건설사업관리 용어와 업무를 단일화해야 하며 대가산정기준을 통일해야 한다. 이에 본 연구에서는 건설사업관리가 효율적으로 운용될 수 있도록 다음과 같은 제도 개선방안을 제시하였다. 첫째, 법령과 정부기관의 지침 등에 명시된 건설사업관리 용어와 업무를 단일화해야 하며 대가산정기준을 통일해야 한다. 둘째, 탈락한 건설사업관리자가 기술제안서 보상비를 지급받을 수 있도록 총사업비관리지침에 명시해야 한다. 셋째, 장기계속공사에서 사업비가 변경될 경우 그에 따라 건설 사업관리비가 조정될 수 있어야 한다. 넷째, 발주기관에서 건설사업관리업무가 필요하다면 전문기관에 위탁할 수 있는 근거를 총사업비관리지침에 명시해야 한다.

• International Journal of Computer Science & Network Security
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• 제21권5호
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• pp.57-68
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• 2021

Successfully adapting to digital and customer-oriented transformation, the concept of lean manufacturing professes the philosophy of creating greater benefit while minimizing losses. These losses are operations that do not add value in the production process to ensure the efficiency, flexibility, and profitability of projects. In the context of broad automation and digitalization of all sectors of the economy, mechanisms for combining automation technologies and lean production are becoming available. Moreover, when it comes to the efficient use of financial, human, or material resources, it is clear that the use of Industry 4.0 technologies can be an effective tool for achieving the goals of lean production, as many of them pursue the same goal. In this context, this article aims to study the effectiveness of the implementation of project management concepts at the global level and identify the main factors influencing its effectiveness to ensure the achievement of lean production through LEAN technologies and Industry 4.0 technologies. To achieve this goal, several statistical indicators were selected and several statistical methods of analysis were used: pairwise correlation, regression analysis, methods of comparison, synthesis, and generalization. Statistical analysis was conducted according to a survey conducted by the Project Management Institute (PMI) in 2020. An economic-mathematical model of dependence of project effectiveness in different regions of the world on the level of implementation of project management approaches is built, which shows that the increase in project effectiveness by 85% is due to financial losses, technical training, and consumer orientation. These results allow project managers to develop appropriate strategies to improve project management approaches at all levels. It is established that LEAN technologies and technologies of Industry 4.0 have several tools that have a positive effect on minimizing losses following the concept of lean production. Besides, given that the technology of Industry 4.0 is focused on the automation of Lean Production technology, a mechanism for the introduction of lean production using these technologies and methods.

• 한국건설관리학회논문집
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• 제8권6호
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• pp.235-245
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• 2007

This research study presents the development and application of an Elitist Genetic Algorithm (Elitist GA) for solving the resource-constrained project scheduling problem, which is one of the most challenging problems in construction engineering. Main features of the developed algorithm are that the elitist roulette selection operator is developed to preserve the best individual solution for the next generation so as to obtain the improved solution, and that parallel schedule generation scheme is used to generate a feasible solution to the problem. The experimental results on standard problem sets indicate that the proposed algorithm not only produces reasonably good solutions to the problems over the heuristic method and other GA, but also can find the optimal and/or near optimal solutions for the large-sized problems with multiple resources within a reasonable amount of time that will be applicable to the construction industry. This paper will help researchers and/or practitioners in the construction project scheduling software area with alternative means to find the optimal schedules by utilizing the advantages of the Elitist GA.