• The Journal of Information Systems
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• v.15 no.4
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• pp.1-22
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• 2006

Nowadays, IS projects are getting more complicated and large-scaled. Therefore, many researchers and practitioners have been interested in the IS development methodologies, automated tools, techniques, and TQM to improve IS performance. Latest Standish Group's research reported that after the PMO introduction, project scale became bulkier than 1 or 2 year ago, and that IS development project success probability was increased sharply by 62 percents from 37. The previous researches listed just various PMO functions. This research is to seize the core functions and management level of the PMO affecting on the IS project performance with banks which are the leading industry to accept the PMO in Korea. The activities in the categories of implementation management technology support management infrastructure management are the core functions of the PMO to affect the IS performance including schedule management quality management user and stakeholders' satisfaction. Also, the PMO management level is important for IS project success. Among the 5 levels PMI suggested, PMO can implement the project effectively at least at the third level. Korean companies which are about to introduce the PMO have to consider the PMO core functions and management level to increase the IS maturity.

• The Journal of the Korea Contents Association
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• v.14 no.7
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• pp.18-28
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• 2014

With the reformation of organization and function of local office of education in 2010, consulting-supervision is introduced to schools as a system for education reform to improve the quality of school education. However, a dedicated on-line portal system that can provide integrated management on the functionalities of consulting-supervision has not been implemented yet. To successfully operate consulting-supervision in schools, it is also needed to provide an on-line consultant education system, that can support teachers to train themselves as a supervision-consultant. In this paper, we introduce an on-line consultant training system that provides various learning activity tools for consultant training based on Learning Activity Management System(LAMS) and Action Learning. The system consists of Management stage, Analysis stage, Solution stage, and Action stage for the empowerment of consultants' expertises, and is named as MASA. Brain-writing, SWOT(Strengths, Weaknesses, Opportunities, and Threads) analysis, 5Whys, decision grid, PMI(Plus, Minus, Interesting), and black chart techniques were developed in MASA as learning activity tools for consultant training.

• Journal of the Korea Convergence Society
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• v.10 no.6
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• pp.1-6
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• 2019

This paper examines the complexity of recent SW development such as the 4th industry to apply the requirement engineering and redimimn application to the project to solve the difficulty of scope management during project management of medium and small businesses. These engineering techniques were applied to mid-sized and small-sized SW development projects. It was verified through supervision of 15 SW development projects. As a result, we observed about 30% reduction in related issues. In addition, Redmimn was introduced to SW development projects involving medium and small sized companies, and it proved that it has the effect of shortening delivery time through requirement management and tracking management. In order to secure the safety of the SW system development project, it is necessary to apply the required engineering techniques and tools, and it is necessary to continuously cultivate professional manpower to carry out this.

• KIPS Transactions on Computer and Communication Systems
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• v.11 no.4
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• pp.119-126
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• 2022

In this paper, we present important factors and methodologies that we have to follow for secure and efficient package management systems in a closed network. By analyzing previous works, we present several security considerations for the existing package management systems. Based on the consideration, we propose guidelines regarding the use of package management systems in the closed network. More specifically, we propose the development of new package management tools, utilization of physical storage media, utilization of local backup repositories, package updates, and downgrade batches for secure and efficient package management.

• Journal of Dental Anesthesia and Pain Medicine
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• v.19 no.1
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• pp.29-36
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• 2019

Background: An inability to cope with threatening dental stimuli, i.e., sight, sound, and sensation of airotor, manifests as anxiety and behavioral management problems. Behavior modification techniques involving pre-exposure to dental equipment will give children a first-hand experience of their use, sounds, and clinical effects. The aim of this study was to compare the techniques of Tell-Show-Play-doh, a smartphone dentist game, and a conventional Tell-Show-Do method in the behavior modification of anxious children in the dental operatory. Methods: Sixty children in the age group of 4-8 years, with Frankl's behavior rating score of 2 or 3, requiring Class I and II cavity restorations were divided into three groups. The groups were Group 1: Tell-Show-Play-doh; Group 2: smartphone dentist game; and Group 3: Tell-Show-Do technique and each group comprised of 20 children. Pulse rate, Facial Image Scale (FIS), Frankl's behavior rating scale, and FLACC (Face, Leg, Activity, Cry, Consolability) behavior scales were used to quantify anxious behavior. Operator compliance was recorded through a validated questionnaire. Results: The results showed lower mean pulse rates, lower FIS and FLACC scores, higher percentage of children with Frankl's behavior rating score of 4, and better operator compliance in both the Tell-Show-Play-doh and smartphone dentist game groups than in the conventional Tell-Show-Do group. Conclusion: The Tell-Show-Play-doh and smartphone dentist game techniques are effective tools to reduce dental anxiety in pediatric patients.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.4
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• pp.917-928
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• 2021

This study is an empirical investigation of the effectiveness of guerrilla-marketing techniques in creating a positive brand image among generation Y (millennial) consumers. Five guerrilla techniques practiced by companies-such as viral marketing (EWOM), stealth marketing, ambush, graffiti, and clickbait ads-were studied, and hypotheses were proposed. This study adopted a quantitative approach and a questionnaire using the non-probability sampling technique was developed to collect data and self-administered to 248 millennial respondents on various university campuses. The data collected were analyzed through structured modeling on AMOS. The findings of this research revealed that guerrilla marketing affects symbolic and experiential brand image. Further, the results revealed that stealth marketing, graffiti, and click bait advertising were found to be influential on both symbolic and experiential brand images. As an exception, the hypotheses for ambush marketing were found to have no significant influence on the brand image (symbolic and experiential). Moreover, ambush technique in campaigns may have a negative impact on the brand image. Conversely, the study found that clickbait ads had a significantly negative influence on experiential brand image. Consequently, the results of this study strengthen past findings and concluded that guerrilla marketing techniques are beneficial communication tools in the limited marketing budgets.

• Journal of Korean Institute of Industrial Engineers
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• v.3 no.2
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• pp.29-40
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• 1977

Some of the steel works and machine tool manufacturers representing the whole spectrum of these industries in Korea are surveyed with a viewpoint from total quality control. The operation of quality control system in these fields has been found to be unsatisfactory partly because these industries are relatively young compared with those in advanced foreign countries, and partly because there have been insufficient financial and top management support. Some suggestions are made for the improvement of steel and machine tools quality. One of them is introducing the industrial engineering techniques, with additional quality control costs and full management support, into the company-wide quality control system.

• Architectural research
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• v.7 no.2
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• pp.69-79
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• 2005

There are no formal decision tools or guidelines to assist owners and contractors in choosing delivery systems and project strategies that would allow for a radical reduction in project cycle time - from the preplanning phase through project start up. Therefore, it is important to identify the state-of-practice and the state-of-art on methods of achieving radical reduction defined as a reduction of 25% or more in overall project cycle time. A comprehensive literature review, three questionnaire surveys, and the seven case studies were conducted and the data obtained from them were analyzed to establish the state-of-practice and state-of-art for project cycle time reduction techniques.

• Journal of Korean Society for Quality Management
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• v.28 no.3
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• pp.82-90
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• 2000

MBNQA(Malcolm Baldrige National Quality Award) was established in 1987 in order to promote the spread of TQM in U.S. Likewise, JQA(Japanese Quality Award) was set up in 1995 in order to upgrade the level of TQM activities in Japan. MBNQA and JQA are quite the same in their basic concepts, values, and the process of the examination, but they differ in the contents of the criteria. The objective of this study is to Identify the differences between MBNQA and JQA in terms of strategy planning category, Therefore, in this paper, strategy planning category is analyzed, especially its theoretical validity is examined by literature review. The major differences are as follows: JQA emphasizes strongly the evaluation process than MBNQA by requiring the measuring of the level of strategic achievement. On the other hand, in MBNQA, strategic objectives must be estimated by decision analysts techniques, scenario tools, and other statistical methodologies.

• Journal of the Korean Operations Research and Management Science Society
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• v.3 no.2
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• pp.47-74
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• 1978

This paper reviews the zero-base budgeting whose concept was developed in the late 1960's, and applied to the actual budgeting situations in the early 1970's. Since then, it has been expanded to become one of major tools in corporate planning and control system. The primary purpose of this review is to clarify the followings: 1) concept of zero-base budgeting and its history, 2) relationships among zero-base budgeting, planning and program evaluation, 3) comparison of zero-base budgeting with other budgeting techniques, and 4) implementation procedure. Some discussions are also provided with respect to the practical implications of zero-base budgeting, its advantages and disadvantages, and others. Finally, the possibility of actual application in a local setting is investigated.