• Journal of Digital Convergence
• /
• v.13 no.1
• /
• pp.305-311
• /
• 2015

Nowadays, because IT market expansion and complexity has been progressing and competition has intensified, there is a growth of information system building industries having difficulty through traditional business management methods. A survey was conducted among site personnel (Project Manager PM and Project Participants) to generate an institutional framework to efficiently manage this and project management process support. Through this, the importance of element technology and fragility of software development project management must be understood and an improvement of the element technology must be generated. By using this, a very relevant result that presented a logical basis was obtained in the decision making of the importance of project management and the role of overall project manager and core project management fields.

• KSCE Journal of Civil and Environmental Engineering Research
• /
• v.42 no.5
• /
• pp.701-710
• /
• 2022

This study aims to prove the importance and necessity of a project management consultancy (PMC) that systematically manages construction projects to ensure their successful implementation. In order to analyze the interrelationship between the role of PMC and the outcome of the construction projects, structural equation modelling(SEM) was conducted. Hence, one of the critical aspects when conducting the project, human resource competency, especially referring to the competency of project team members and the project manager's leadership, affects the performance of construction projects. As a result of this study, PMC is found to have significant effects on human resource competency and construction project performance. In addition,human resource competency also had a significant effect on construction project performance. Consequently, the research outcomes suggest that introducing PMC services should be done when implementing large domestic infrastructure projects successfully, as doing so will enhance PM leadership and strengthen the capacity of the project team members.

• Korean Journal of Computational Design and Engineering
• /
• v.14 no.5
• /
• pp.338-345
• /
• 2009

c-PMS(collaborative project management system) is a business process(BP) based tool to manage collaborative projects which accomplish common business objectives determined by mutual agreement of companies using limited resources and time. This study analyzes collaborative BP, collaborative projects, and their relation, and proposes the architecture and operation scenario of c-PMS consisted of business process asset management(BPAM) sub-system and project manage(PM) sub-system. BPAM sub-system models private and public BP using a client/server based modeler, defines collaborative BPs process from public BPs, and manages them as companies' asset on a web portal. PM sub-system globally manages collaborative project using planning, execution, monitoring, and analyzing functions.

• Proceedings of the Korean Institute of Building Construction Conference
• /
• 2015.05a
• /
• pp.107-108
• /
• 2015

It's became essential that Korea construction companies should enter into the overseas construction market for their growth and sustainability. In order to comply with the client's required global standard and to compete with in the international market, the shifting the construction project management system to global level is required. In accordance with the demand, this paper proposes the top-level document of construction project management system as a to-be model that utilized in overseas construction projects. The project management plan ("PMP") suggested in this paper is not only the most appropriate one, which complies with the global standard, to be used when companies bid for international construction projects against foreign competitors but also has the process modeling and hierarchical structure.

• International conference on construction engineering and project management
• /
• 2007.03a
• /
• pp.19-29
• /
• 2007

This paper shares our project management experience in the 2 large-scale projects in managing a diverse international project team of consultants and managing in a foreign land. The first part introduces the two projects, second part addresses management of the projects and the last portion presents some of the challenges we experienced and highlights the importance of understanding the peculiarities of the operating environment, their norms, cultures, effectiveness and limitations of conventional project management tools while operating in a foreign country.

• Journal of the Korea Academia-Industrial cooperation Society
• /
• v.19 no.2
• /
• pp.548-560
• /
• 2018

This study was conducted to evaluate the effects of SCM on PM's capabilities and sustainable benefit sharing in leading global companies. To achieve this, statistical analyses were carried out through an empirical questionnaire survey of 426 PMs in SCM companies. The results showed that SCM commitment, vision and goal sharing have positive effects on PM's capabilities in leading global companies, boosting PM capability. Moreover, sustainable benefit sharing was improved along with SCM trust building, vision and goal sharing in global leading companies, supporting the usefulness of these variables. In contrast, SCM information sharing and trust building did not lead to significant acceleration of PM's capabilities, rejecting these variables. These findings indicate that SCM information sharing or trust building does not really help simple members to accelerate PM's capabilities.

• Journal of Advanced Navigation Technology
• /
• v.15 no.5
• /
• pp.823-832
• /
• 2011

Recently, as the project becomes larger and the number of project increases by the information system integration in the public and financial sectors, it is necessary to have a proper plan to manage the information system project. There have been many researches about the project management, success elements and failure elements, but the research on the interrelation between project management areas leaves much to be desired. This research deduces the scope, schedule, quality, work force and risk as the project management areas from the preceding research and the questionnaire and interview with PM developers, information system builders and data processing experts. And, it analyzes the interrelation and the relative importance between management areas, classifies the progress of the management areas under plan, implementation and completion stage and presents the frame to evaluate the accomplishment of each progress.

• Journal of Korean Society of Industrial and Systems Engineering
• /
• v.33 no.3
• /
• pp.93-101
• /
• 2010

Regarding project management, many organizations have developed and distributed general project management knowledge systems, and application fields use the knowledge systems to apply the process suitable for characteristics of a project. This study suggests project management process models to apply to product development projects and introduces the application cases. This product development project management process model is composed of five top processes of initiation and preparation, planning, implementation management, control, and termination and transfer. The five processes are re-divided into 18 bottom processes. These processes are expressed as input, control, output, and mechanism by using the IDEF0 model. This model is applied to the new car development project of a Korean automobile company and introduces the cases, which shows a project charter, a work breakdown structure, a project schedule, a progress s-curve, a risk register, and a performance report.

• Journal of Information Technology Services
• /
• v.21 no.4
• /
• pp.27-61
• /
• 2022

In order to improve project performance by analyzing the effects of the project manager's leadership competency and the individual competency of the project participants on the project performance, this study examines the effect. In this study, a research model and hypothesis were established to understand the causal relationship between leadership competency, individual competency, and project performance, and a survey was conducted based on this. Overall, it was found that the leadership competency of the project manager and the individual competency of the project participants had a positive effect on the project management performance, the project leadership competency had a positive effect on the completion performance, and the project participant individual competency had a negative effect on the completion performance. As a result of analyzing the effect of the project manager's core competency on the project management performance according to the amount or period of the project type, which is the moderating variable, it was found that there was no moderating effect on the management performance. For the success of the SI project, it is most important to understand the project characteristics well and select a PM suitable for the characteristics, and methods for nurturing excellent project managers should be further studied. In addition, it is expected that it will be possible to identify the effect of project manager leadership competency and participant competency on project performance based on sophisticated research design for more competent PM selection.

• Journal of Korean Society of Industrial and Systems Engineering
• /
• v.44 no.3
• /
• pp.207-213
• /
• 2021

Recently, the number and scale of projects being carried out within the enterprise are increasing. Accordingly, many companies are competitively introducing a Project Management Office (PMO) to efficiently manage these projects, allocate resources, and effectively link the projects and corporate strategies. However, the project manager who directly manages the project wants to receive support from the PMO in many areas for successful project management, but the project manager does not like to be interfered with by the PMO. On the other hand, the PMO may not be able to satisfy all the requirements of each PM as PMO oversees the entire project with limited resources. In addition, since the PMO must monitor and control the project and support the project according to the priorities of each project, conflicts with each PM can be formed. Therefore, in this study, based on the case of a company, the difference between the perceptions of PMs and PMOs about the importance of the required roles of PMOs is to be examined. As a result of the study, it was confirmed that the core functions and sub-functions of PMO, which PMO members and PMs consider important, are different. It was identified that the PMs valued the PMO function that would be helpful for their successful project execution. On the other hand, PMO members revealed that they had a relatively high priority for the roles to monitor and control project performance for which they were directly responsible.