• Journal of Digital Convergence
• /
• v.9 no.2
• /
• pp.111-129
• /
• 2011

Nowadays, the IS project is getting more and more complicated and large-scaled. Many researchers and practitioners are interested in the IS development methodologies, automated tools and techniques to decrease project failure and to increase IS project performance. This research is to seize the management level of PMO affecting on the IS project, as a new method to increase the IS project development performance. As a result of surveying the present PMO operation state with banks which are the leading industry to accept the PMO in Korea, technology support management and infrastructure management are the core functions to affect the IS performance including schedule management, quality management, and user and stakeholders' satisfaction. Also, the PMO management level is the important point of IS project success. Among the 5 levels PMI suggested, PMO can implement the project effectively at least at the third level. Korean companies introducing the PMO have to do research the PMO core functions and the management levels according to the project scale, and review the distinctive features of their organization to increase the maturity of IS project. This research has been proved through the Full Structural Equation Model. The results show that the five core functions of PMO have relationship with the IS project performance.

• International conference on construction engineering and project management
• /
• 2009.05a
• /
• pp.212-217
• /
• 2009

Strategic alliance is a proactive management process that integrates and optimizes value-added services of each party to best achieve business objectives of all parties within the relationship. Under the current competitive global environment, strategic alliance can produce a "Win-Win" situation and thus change paradigm that has resided in the construction industry. While many studies revealed the significance of alliance relationship in the industry, its impact on project performance has rarely been analyzed. Using the data obtained from 661 construction projects in the Construction Industry Institute database (359 projects from 38 owners and 302 projects from 29 contractors), this study first diagnoses the implementation status of strategic alliance at both project and company levels. Then, its impact on project performance is quantified and discussed. The descriptive analysis performed in this study revealed that an average of 79% of owner companies and 69% of contractor companies have ever implemented strategic alliance into at least one of their projects. However, both owner and contractor companies did not always use the strategy for all or their projects. Only 33% and 30% of projects reported by owners and contractors have been completed under alliance relationship, respectively. Analyzing the alliance impact on project performance, this study also establishes that strategic alliance positively affects project performance of both owners and contractors while owners should consider and control the level of its use for their projects. Recognizing and understanding the benefits from strategic alliance will be a starting point to produce mutual success among project participants, ultimately allowing the construction industry to go forward to a sustainable industry that transfers success from one project to the other.

• Proceedings of the Korean Institute Of Construction Engineering and Management
• /
• 2007.11a
• /
• pp.41-47
• /
• 2007

The selection of the reasonable project delivery system (PDS) is crucial for a successful performance of a project, which means to achieve project objectives. Furthermore, the project performance has been tightly related to the selection of PDS appropriate to pertinent project characteristics. In this context, the ministry of finance and economy of Korea launched two new project delivery systems called "Best Value Contract (Design-Bid-Build)" and "Bridging Contract (Design-Build)" in October of 2007 by revising enforcement ordinances of "Act on Contracts to Which the State is a Party". For efficient operation of the new project delivery systems, this paper suggested a PDS selection model which supports decision making of the reasonable PDS for a pertinent project by assessing characteristics of the public construction projects, both quantitatively and qualitatively. In addition, a PDS performance evaluation model was proposed in order to get feedback on the result of the PDS selection and the operation for the succeeding project. The standard models suggested in this paper might be used as a tool to support the decision making of the public organizations.

• International Journal of Contents
• /
• v.15 no.2
• /
• pp.38-43
• /
• 2019

Recently, bottom-up information systems (BUIS), developed according to the requirements of individual user departments, have become popular. However, effective management of BUIS projects is not enough, with many organizations having experienced integration challenges with such individual projects. BUIS projects are relatively small and limited in scope, as opposed to the large, complex systems developed through traditional top-down information system development projects. Due to these differences in characteristics, the control modes as well as the aspects to improve development performance in each type of project are also different. Therefore, it is difficult to apply the results of prior research on control in system development projects to improve BUIS project performance. The purpose of this study is to derive a new theory of control to improve BUIS project performance. The results contribute to the improvement of firm performance through effective control of BUIS projects in modern enterprises.

• International conference on construction engineering and project management
• /
• 2011.02a
• /
• pp.330-334
• /
• 2011

Build-operate-transfer (BOT) projects are privatized infrastructure undertakings that face long-term investment risks and uncertainties. To ensure these projects can be completed on time and operated according to performance specifications, governments usually require BOT concessionaires to furnish performance bonds as a security. However, in order to attract investment, governments often provide abandonment rights for concessionaires to deal with investment risks and uncertainties. In the context of real options, these abandonment rights will increase project value, but the furnish of performance bonds will reduce this value. Currently in the BOT context, there is no real option model that can handle explicitly the impact of performance bonds on project value. In this paper, a real option valuation model is derived to deal with this important issue. The Taiwan high-speed rail project is used as a case study to show the applicability of the proposed model.

• Journal of Construction Engineering and Project Management
• /
• v.9 no.2
• /
• pp.1-24
• /
• 2019

Poor project performance has been noted as the bane in the construction industry globally. This paper sought to investigate, by way of literature, the performance patterns of construction projects in Kenya since independence (1963-2018). This was informed by reports of undesirable project performance in the industry. This descriptive study used available studies previously done in this subject area. In sum, literature is replete with evidence on a myriad of challenges facing the execution of projects. The study established that generally, the project performance is poor and has assumed a chronic trajectory spanning over five decades. On average, the findings reveal that 35-60% of projects initiated in Kenya face cost overruns while time overrun is most severe with 35-73% projects overrunning their schedule. In addition, the findings problematize the issue of plurality of performance measurement regimes in the construction industry. Here, it was observed that no singular construct exists to objectively measure the various facets that constitute the 'health' of a project. This paper has contributed to the body of knowledge by examining the performance patterns in Kenya for over fifty years while at the same time identifying the bottlenecks inherent in projects execution. Importantly, the conceptual performance efficiency framework derived in the current study presents a paradigm shift in the monitoring and evaluation of projects. To this end, an in-depth analysis is recommended on the interaction of efficiency enablers in the buildup of performance efficiency index (PEI). Similarly, a further inquiry is recommended on the integration and impact of the proposed framework in the management of projects.

• Journal of Information Technology Applications and Management
• /
• v.19 no.1
• /
• pp.61-83
• /
• 2012

PMO has gained much interest as an approach to lowering project failure rates. PMO implementation is, however, not an easy endeavor. Many studies have reported that a significant number of PMOs were seen as contributing little to project performance. Local organizations are more likely to be exposed to the failure risk as they tend to heavily depend upon outsourced PMO services. We believe that it is essential for ordering organizations to collaborate with the PMO service firm to come up with a proper PMO governance prior to its implementation. This study is to empirically investigate the effects of PMO governance upon PMO performance and the effects of ordering organization's project readiness upon PMO governance. The study result shows that a proper organizational structure and a properly defined role and responsibility may enhance the PMO performance. And, a correct awareness about PMO and a project management capability were found to be contributing to the appropriateness of PMO governance.

• International conference on construction engineering and project management
• /
• 2005.10a
• /
• pp.377-382
• /
• 2005

The tools, methods and measures used for project control reflect underlying theories of management. Management theory has been neglected in the construction industry, which has rather focused on tools and neglected theory. This paper contributes to the theory of project management by introducing and developing two fundamental and competing conceptualizations of management: MBM (Managing-by-Means) and MBR (Managing-by-results). Current project control and performance measurement practice is based on MBR. However, project control based on MBR may not be appropriate for managing dynamic projects. The paper present the Last Planner^TM System (LPS) and Process Variance Control (PVC) as examples of methods reflecting the MBM view. It is argued first that the MBM view is appropriate for managing uncertain, complex and quick projects. The paper also explores how MBR tools and techniques may be appropriately used within an MBM framework.

• Proceedings of the Korean Institute of Building Construction Conference
• /
• 2011.05a
• /
• pp.207-209
• /
• 2011

Numerous reports show that alternative project delivery systems (PDSs) such as design-build (DB), construction management at risk (CMR), and design-build-maintain (DBM) are increasingly used in many countries. This study compared characteristics of each PDS (design-bid-build (DBB), DB, CMR, or DBM) by analyzing quantitative data from 9 research articles. In order to compare characteristics between DBB and alternative PDSs, the study is based on principal 3 factors - Time, Cost, and Quality. DB shows the best performance in the time part and also the cost performance depending on facility type and project size. The performance of quality has minor difference among different PDSs. These results support the fact that using an appropriate PDS by the characteristic of a project makes high value of efficiency and productivity.

• Journal of Digital Convergence
• /
• v.7 no.1
• /
• pp.111-123
• /
• 2009

IT projects need engineers with various backgrounds to cooperate to build an IT system that satisfy the requirements of users given a limited expense and time. Such diversity of team members and the complexity of task naturally involve considerable amount of conflict among team members. High level of conflict among team members is known to be detrimental to the performance of the team. The purpose of this study is to examine the reasons for conflicts among team members in IT projects and to check how the level of conflict affects the performance of a project and the satisfaction of the members of the project team. To test the relationship, a survey on 166 participants in IT projects was conducted. The reasons for conflicts in IT projects were categorized into five types. The level of ambiguity was found to have a significant correlation with the level of conflict. And the level of conflict, in turn, is found to have a significant effect on the degree of satisfaction among team members and the project results. Based on the research results, it is suggested that a clear definition of tasks and their boundaries is required to reduce ambiguity and thus, the level of conflict and improve the level of satisfaction of IT project team members.