• Journal of Korean Society of Industrial and Systems Engineering
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• v.43 no.3
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• pp.179-190
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• 2020

As the business environment is rapidly changing with globalization and complexity of information flows, the uncertainty is also very increased for project environment. Although many studies have been conducted to find out the critical factors for project success, there still exist different views to define project success. Furthermore, implementing success formula for one project does not necessarily guarantee a success for another project since there are other elements that impede the success of project. In this regards, it is imperative to examine what are the barriers to project success. This study aims to examine the barriers that impede the success of project. Past literature was thoroughly reviewed to collect and develop a preliminary list of elements that affected project performance negatively. Experts were interviewed to refine the list and the final list of the measurement items were developed. A survey questionnaire was developed with the final list of measurement items, and a survey was conducted on the practitioners with project experience. After the survey, an exploratory factor analysis was conducted on the final list to extract the component dimensions which in turn formed the group of project barriers. The exploratory factor analysis provided ten factors, which are difficulty of process management, failure of project feasibility analysis, cost overruns and lack of cost benefits, unclarity project plan, strategic consistency error, stakeholder conflict, inaccuracy of requirement definition, disturbance of communication, technical environment change, negative attitude of top management.

• Journal of Information Technology Applications and Management
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• v.16 no.4
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• pp.109-134
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• 2009

Compared to research on the success of IT projects in general, research on the management of conflict in IT teams and its impact on project success is insufficient. This research performed a comparative study to analyze the nature and evolving phenomenon of conflicts in IT project teams. This study aimed at; First, Why a conflict is created within and around an IT project team. Second, What is the phenomenon of conflict evolution, diffusion, and/or resolution? Third, How the differences in conflict management style affects the IT project performance? Three propositions were drawn from the analysis of two intensive analysis of conflict cases and their comparison. Proposition 1 : Both 'the method of pointing out a problem' and 'the pointed-out contents' can be the trigger of conflicts around an IT project. Proposition 2 : While the focus of attention of one party is 'the method of pointing out a problem', if the other's and focus of attention of one party is 'the pointed-out contents', that is, if the focus of attention mismatch, the conflict can be amplified. Proposition 3 : According to the temporal nature of the relationship, e.g., short-term versus long-term, the way people approach and deal with the conflict differs.

• Land and Housing Review
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• v.2 no.4
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• pp.355-365
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• 2011

Construction duration is very important as a factor which comprises three axises of construction management with quality and cost in construction project. In general project condition, construction duration is optimized while minimizing construction cost and securing required quality. However, in case of insufficient project time duration or delayed projects, project progress management is different from those of normal projects. These project areas need solutions to complete work within a given completion day. To time shortening the current duration of each typical floor of structural framework in apartment construction is investigated, and a basic time schedule planning for typical floor of structural framework in normal projects is planned. This study proposed 3 ways for time shortening of urgent project or insufficient construction duration project. Also, This study proposed detailed time shortening method and technical solution conditions while time is shortened.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.39 no.1
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• pp.9-16
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• 2016

The project schedule risk in the engineering and facility construction industry is increasingly considered as important management factor because the risks in terms of schedule or deadline may significantly affect the project cost. Especially, the project-based operating companies attempt to find the best estimate of the project completion time for use at their proposals, and therefore, usually have much interest in accurate estimation of the duration of the projects. In general, the management of projects schedule risk is achieved by modeling project schedule with PERT/CPM techniques, and then performing risk assessment with simulation such as Monte-Carlo simulation method. However, since these approaches require the accumulated executional data, which are not usually available in project-based operating company, and, further, they cannot reflect various schedule constraints, which usually are met during the project execution, the project managers have difficulty in preparing for the project risks in advance of their occurrence in the project execution. As these constraints may affect time and cost which role as the crucial evaluation factors to the quality of the project result, they must be identified and described in advance of their occurrence in the project management. This paper proposes a Bayesian Net based methodology for estimating project schedule risk by identifying and enforcing the project risks and its response plan which may occur in storage tank engineering and construction project environment. First, we translated the schedule network with the project risks and its response plan into Bayesian Net. Second, we analyzed the integrated Bayesian Net and suggested an estimate of project schedule risk with simulation approach. Finally, we applied our approach to a storage tank construction project to validate its feasibility.

• Journal of Korea Game Society
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• v.16 no.5
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• pp.111-122
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• 2016

The purpose of this study is to suggest an curriculum model of teaching scheme which performs team project learning based on Integrated project with different fields. To address this goal, the present study suggests a practical game project model under the same game-making circumstances as game industry by consisting of real case of convergence parts(game graphic, game design, game program). This project-based learning case has been conducting Integrated project education since 2008 in A educational Institute in Korea. The results of study suggest a standard of Integrated-based curriculum model and it is constructed with two parts. The first part is what students learned during project processing, such as responsibility, communication. The other part is how to construct the educational environment for integrated project. It explains how to organize and build teams, plan of integrated project, rule the role of team task, perform collaborative task, present interim/final presentation, evaluate grade. This study is expected to be utilized as a framework for the instructional design and the guideline for improving learner competency in team project learning.

• Korean Journal of Construction Engineering and Management
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• v.8 no.5
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• pp.191-200
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• 2007

This paper introduces a tool for predicting potential cost overrun during project execution and for quantifying the uncertainty on the expected project cost, which is occasionally changed by the unknown effects resulted from project's complications and unforeseen environments. The model proposed in this stuff is useful in diagnosing cost performance as a project progresses and in monitoring the changes of the uncertainty as indicators for a warning signal. This model is intended for the use by project managers who forecast the change of the uncertainty and its magnitude. The paper presents a mathematical approach for modifying the costs of incomplete work packages and project cost, and quantifying reduced uncertainties at a consistent confidence level as actual cost information of an ongoing project is obtained. Furthermore, this approach addresses the effects of actual informed data of completed work packages on the re-estimates of incomplete work packages and describes the impacts on the variation of the uncertainty for the expected project cost incorporating Multivariate Probabilistic Analysis (MPA) and Bayes' Theorem. For the illustration purpose, the Introduced model has employed an example construction project. The results are analyzed to demonstrate the use of the model and illustrate its capabilities.

• Journal of the Korea Safety Management & Science
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• v.9 no.2
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• pp.195-214
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• 2007

The purpose of this study is to explore the applicability of AHP(Analytic Hierarchy Process) to select more productive projects among various proposed projects in a particular company. To achieve this research objective, the characteristics of project evaluation and selection are first reviewed with respect to when, where, and how the decision is made. Then the theoretical basis of the AHP is briefly reviewed along with its mathematical underpinnings to construct the framework of project evaluation and selection. To be more specific, the evaluation and selection criteria were reorganized in the AHP-based framework to make the process of project evaluation and selection more productive. Project evaluation and selection is one of the most important activities for the most companies to be more advantageous in the market. Despite the importance of decision making process of project selection, not many of how to choose the best project were suggested as the reliable project selection methods in the industries. It may be because it involves various activities related to conflict resolution among different evaluation criteria, high uncertainties of market, and the unclear tradeoff among various project objectives. Furthermore, the decision, once made at this point, tends to be irrevocable until the whole process turns out to be a complete success or failure. As the result, the AHP method showed better financial performance rather than the traditional method in a case study.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.46 no.3
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• pp.221-230
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• 2023

Under increased complexity and uncertainty of overseas construction projects, it is important for construction companies to improve their own project risk management capabilities instead of risk-taking strategies to secure competitiveness in the overseas construction market. Although most of the risks occur in project execution stage, many previous studies focused on planning stage including risk identification and analysis among PRM process. Therefore, this study aims to verify the effectiveness of whole PRM process during project execution stage through empirical study on participants of overseas construction projects. As the result it was found that first, the factor directly affects the project success is the execution process of PRM. It implies that appropriate actions such as appointing charged manager for risks, timely implementation of responding plan, continuous risk monitoring and updating established plan are the key for contribution to the project success. Second, the importance of communication in PRM is also found, which is not conducted at a specific but throughout the entire PRM process and need to be managed as essential factor for successful PRM..

• Journal of KIISE
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• v.42 no.7
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• pp.878-888
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• 2015

Software project planning includes several processes for estimating the effort required to complete software project tasks, allocating human resources to tasks, and creating a project plan. Because software planning is becoming more complicated as the size of software projects grow, it is difficult for project managers to decide on a reasonable project plan. To help them, many automatic software project planning approaches have been proposed. The approaches all focus on minimizing project duration. But if the plan is simply to minimize the duration, without considering software quality, the plan can harm the eventual software quality. In our research to create a reasonable project plan, we consider software quality as well as duration of the project, by defining a software quality score. The project manager can plan the project to maximize software quality for a specific project duration.

• Korean Journal of Construction Engineering and Management
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• v.3 no.4 s.12
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• pp.139-144
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• 2002

Management of today's dynamic projects requires a shift of focus from product to process. The purpose of traditional project controls is to conform performance to plan. The purpose of lean project controls is to make the best possible choices at each point in time during the course of the project, as well as contributing knowledge to the parent organizations so they can learn from project experience. The Lean Construction Institute(LCI) proposed the Last Planner System(LPS) capable of accomplishing that purpose, principally through controlling the quality of planning and of management processes themselves, as distinct from concentrating exclusively on project performance. The case project was a pilot project for the implementation of the Last Planner. Consequently, the coordination of the work on this project was extremely successful. The project had its share of challenges. The coordination did not prevent design problems, or supplier errors, but helped the team deal with the problems effectively while maintaining the work flow. The last planner helped the contractors know: a) who will be doing what and where, b) what each one needs from the others, and c) what are the project priorities. The system itself created a more collaborative environment, because it 'demands' that the subcontractors address these issues.