• 국제학술발표논문집
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• The 2th International Conference on Construction Engineering and Project Management
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• pp.186-195
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• 2007

Key Performance Indicators (KPIs) are the criteria of measuring project performance in order to attain construction excellence. Previous researchers have examined the abstract concept of success for general new construction and identified its relationship with the factors of success. In fact, most buildings exist to satisfy the needs of people. With the passing of time and change in technology, buildings have to be maintained and renovated in order to continue functioning properly for the benefits of users. Therefore, criteria and factors of success have increasingly attracted the attention of both researchers and practitioners, especially in cities where buildings become ageing. However, the topic of project success for maintenance projects is less discussed in previous research, and project participants, including maintenance surveyors should be able to identify the success measurement and its associated factors for performance improvement. This study fills the research gap by investigating the criteria and factors of success for maintenance projects. It first provides a summary of the literature review on the criteria and factors of success for construction projects. An empirical study has also been carried out with ten practitioners in Hong Kong to further identify the criteria and factors critical for the success of maintenance projects in practice. While most criteria and factors of success for new construction projects are also applicable to maintenance projects, participants in maintenance projects believe that effective communication is in particular important to provide quality service to the end-users.

• Journal of Information Science Theory and Practice
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• 제12권3호
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• pp.49-62
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• 2024

Strategy monitoring is essential for business management and for administrators, including managers and executives, to build a data-driven organization. Having a tool that is able to visualize strategic data is significant for business intelligence. Unfortunately, there are gaps between business users and information technology departments or business intelligence experts that need to be filled to meet user requirements. For example, business users want to be self-reliant when using business intelligence systems, but they are too inexperienced to deal with the technical difficulties of the business intelligence systems. This research aims to create an automatic matching framework between the key performance indicators (KPI) formula and the data in database systems, based on ontology concepts, in the case study of Prince of Songkla University. The mapping data schema with ontology (MapDSOnto) framework is created through knowledge adaptation from the literature review and is evaluated using sample data from the case study. String similarity methods are compared to find the best fit for this framework. The research results reveal that the "fuzz.token_set_ratio" method is suitable for this study, with a 91.50 similarity score. The two main algorithms, database schema mapping and domain schema mapping, present the process of the MapDS-Onto framework using the "fuzz.token_set_ratio" method and database structure ontology to match the correct data of each factor in the KPI formula. The MapDS-Onto framework contributes to increasing self-reliance by reducing the amount of database knowledge that business users need to use semantic business intelligence.

• Asia pacific journal of information systems
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• 제17권4호
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• pp.207-228
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• 2007

Measuring Information Technology(IT) organizations' activities have been limited to mainly measure financial indicators for a long time. However, according to the multifarious functions of Information System, a number of researches have been done for the new trends on measurement methodologies that come with financial measurement as well as new measurement methods. Especially, the researches on IT Balanced Scorecard(BSC), concept from BSC measuring IT activities have been done as well in recent years. BSC provides more advantages than only integration of non-financial measures in a performance measurement system. The core of BSC rests on the cause-and-effect relationships between measures to allow prediction of value chain performance measures to allow prediction of value chain performance measures, communication, and realization of the corporate strategy and incentive controlled actions. More recently, BSC proponents have focused on the need to tie measures together into a causal chain of performance, and to test the validity of these hypothesized effects to guide the development of strategy. Kaplan and Norton[2001] argue that one of the primary benefits of the balanced scorecard is its use in gauging the success of strategy. Norreklit[2000] insist that the cause-and-effect chain is central to the balanced scorecard. The cause-and-effect chain is also central to the IT BSC. However, prior researches on relationship between information system and enterprise strategies as well as connection between various IT performance measurement indicators are not so much studied. Ittner et al.[2003] report that 77% of all surveyed companies with an implemented BSC place no or only little interest on soundly modeled cause-and-effect relationships despite of the importance of cause-and-effect chains as an integral part of BSC. This shortcoming can be explained with one theoretical and one practical reason[Blumenberg and Hinz, 2006]. From a theoretical point of view, causalities within the BSC method and their application are only vaguely described by Kaplan and Norton. From a practical consideration, modeling corporate causalities is a complex task due to tedious data acquisition and following reliability maintenance. However, cause-and effect relationships are an essential part of BSCs because they differentiate performance measurement systems like BSCs from simple key performance indicator(KPI) lists. KPI lists present an ad-hoc collection of measures to managers but do not allow for a comprehensive view on corporate performance. Instead, performance measurement system like BSCs tries to model the relationships of the underlying value chain in cause-and-effect relationships. Therefore, to overcome the deficiencies of causal modeling in IT BSC, sound and robust causal modeling approaches are required in theory as well as in practice for offering a solution. The propose of this study is to suggest critical success factors(CSFs) and KPIs for measuring performance for IT organizations and empirically validate the casual relationships between those CSFs. For this purpose, we define four perspectives of BSC for IT organizations according to Van Grembergen's study[2000] as follows. The Future Orientation perspective represents the human and technology resources needed by IT to deliver its services. The Operational Excellence perspective represents the IT processes employed to develop and deliver the applications. The User Orientation perspective represents the user evaluation of IT. The Business Contribution perspective captures the business value of the IT investments. Each of these perspectives has to be translated into corresponding metrics and measures that assess the current situations. This study suggests 12 CSFs for IT BSC based on the previous IT BSC's studies and COBIT 4.1. These CSFs consist of 51 KPIs. We defines the cause-and-effect relationships among BSC CSFs for IT Organizations as follows. The Future Orientation perspective will have positive effects on the Operational Excellence perspective. Then the Operational Excellence perspective will have positive effects on the User Orientation perspective. Finally, the User Orientation perspective will have positive effects on the Business Contribution perspective. This research tests the validity of these hypothesized casual effects and the sub-hypothesized causal relationships. For the purpose, we used the Partial Least Squares approach to Structural Equation Modeling(or PLS Path Modeling) for analyzing multiple IT BSC CSFs. The PLS path modeling has special abilities that make it more appropriate than other techniques, such as multiple regression and LISREL, when analyzing small sample sizes. Recently the use of PLS path modeling has been gaining interests and use among IS researchers in recent years because of its ability to model latent constructs under conditions of nonormality and with small to medium sample sizes(Chin et al., 2003). The empirical results of our study using PLS path modeling show that the casual effects in IT BSC significantly exist partially in our hypotheses.

• 경영정보학연구
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• 제10권2호
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• pp.291-308
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• 2008

국내외의 여러 조직에서 구축하고 있는 BSC(Balanced Scorecard)의 성공요인중의 하나는 BSC 성과 관리시스템을 구축할 때 발생하는 현실적인 문제를 해결하는 것이다. 기존의 분산되고 중복되는 성과 관리시스템을 BSC 시스템이라는 골격에 적용하여 어떻게 통합적으로 관리할 것인가와 조직의 미션과 비전을 달성 할 수 있는 전략 실행의 요체인 핵심성공요인(CSF: Critical Success Factor)과 KPI(Key Performance Indicator)을 어떻게 도출할 것인가에 대한 대안을 제시하는 것이 BSC 성공에 필수적이다. 그래서 본 연구에서는 이러한 문제들을 개선 할 수 있는 모범적인 공공기관의 BSC 구축 사례를 토대로 성과평가를 효과적으로 관리할 수 있는 방안들을 제시한다. 즉, 공공부문의 BSC는 4가지 관점 중 재무관점에 있어서 민간부문과 달리 예산을 통한 재무자원 조달 측면을 고려해야 하며, 각각의 관점들을 개별 공공기관의 성격에 맞게 변용시키는 방법이 필요함을 언급하였다. 공공 부문에서의 BSC에서는 공공기관의 존립 근거, 즉 미션이 대 국민 서비스 차원이라는 목적에 부합되도록 고객관점이 강화되어야 함을 제안한다. 또한, 기존 공공 부문의 분산되고 중복성이 존재하는 성과관리(심사분석, 정부업무 평가, 직무성과계약제, 고객만족도 평가)시스템들이 BSC 시스템에 어떻게 적용되었는가를 살펴봄으로써 성과관리 시스템을 통합적으로 관리 할 수 있는 방향을 제시하고 있다.

• 문화기술의 융합
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• 제9권4호
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• pp.303-308
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• 2023

본 연구의 목적은 중소기업이 실질적으로 적용할 수 있는 BSC 구축을 위한 실무 가이드를 제공하는 것이며, 이를 위해 사례분석으로 텐트 폴대 제조회사인 J사의 현장요구형 균형성과표(BSC)를 통한 성과평가시스템를 구축하고 경영전략체계도를 제공하고자 하였다. 조사방법으로 1단계 BSC관련 제안요구서 비교를 통해 발주기관의 요구사항을 정리하였으며, 2단계 결과보고서 정리를 통해 BSC 구축방법을 정리하고, 3단계 BSC 4가지 관점별 중소기업 요구형 KPI 지표를 도출하고, 4단계 SWOT 분석을 통한 기업비전을 도출하고, 5단계 현장 요구형 KPI, 가중치 설정, BSC를 통한 전략맵 개발, 6단계 최종 전략체계도 작성하였다. 연구결과 BSC 4가지 관점을 부서별로 재구성하였다. 즉 재원(재무)관점은 임원관점, 고객관점은 영업부관점, 내부프로세스 관점은 설계부·생산품질부 관점, 학습·혁신관점은 관리부관점으로 간주할 수 있었다. 또한 J기업의 요구형 CSF는 총11개, KPI는 총49개 도출하였다. 연구의 한계는 해당 기업의 BSC를 통한 최종 전략체계도 까지만 진행되었으며, 향후 회사의 보상제도와 연계할 필요가 있다.

• 지능정보연구
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• 제16권3호
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• pp.163-179
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• 2010

최근 패션산업에서는 고객의 니즈가 다양해지고 공급 리드타임이 크게 단축됨에 따라 최신 유행을 즉각 반영한 디자인, 빠른 상품 회전율로 승부하는 패스트 패션이 각광받고 있다. 또한, 기업간 경쟁도 심화되면서 얼마나 신속하게 효율적으로 고객의 니즈를 만족시킬 것인가가 패션산업의 중요한 성공요인으로 강조되고 있다. 따라서, 다품종 소량 신속생산이 강조되는 패스트 패션 산업에서는 트랜드 변화에 신속 대응을 지원하는 지능형 신속대응시스템(Intelligent Quick Response System : IQRS) 구축 및 지원을 절실히 요구하고 있다. 본 논문은 패스트 패션 산업 IQRS 구축에서 요구되는 신속대응 프로세스 수립, 지능적 판단을 지원하는 신속대응 기준 및 실행, 신속대응 물량 산정 및 시기 의사결정 모델을 제시하였다. 또한, 신속대응 의사결정의 합리성을 검증할 수 있는 KPI(Key Performance Indicator)를 설계하여 모델의 신뢰도를 향상시켰다. 제시된 각 모델은 A사의 ERP 구현사례를 통해 실용성을 검증하였다.