• Journal of Korean Society of Industrial and Systems Engineering
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• v.35 no.3
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• pp.24-31
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• 2012

Priority rules or sequencing heuristics conventionally used to determine resource allocation is to maximize the earned value on time and cost. This study provides a effective strategy-oriented approach for the program resource management problem with limited same resource, which systematically connects individual project objectives to the overall organizational goal, by introducing financial values as well as priority rules in a broader context. It deals with the resource allocation problem as the decision making problem in the strategic management paradigm to meet business objective and solves it using the analytic hierarchy process, and explains the method of application and usefulness through some simulation cases.

• Proceedings of the Korea Information Processing Society Conference
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• 2009.04a
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• pp.597-600
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• 2009

최근의 정보화환경을 반영한 정보화 관리방법과 도구의 통합 활용에 대한 필요성이 대두되고 있다. 이제는 기존 프로젝트관리 방식만으로는 다원화된 업무, 고객 요구를 충족시키지 못한다. EA, PMO 등 보다 발전된 방법들을 도입하고 활용해야 한다. 그러나 아직도 공공부문 정보화추진에 유용한 개념과 도구들을 통합적으로 활용하지 못하는 것이 현실이다. 공공부분 정보화 정책 환경이 변했지만 아직 현실에 맞게 그러한 사항들이 반영되어 있지 않다. 변화에 맞게 적절한 수단과 방법을 개발하고 지속적으로 발전시키지 못하면 기대한 효과를 거두기도 어렵다. 이제는 CIO 등 정보화를 추진하는 여러 주체가 범정부 EA, IT거버넌스, IT아웃소싱, 각종 지침과 기준 등을 통해 업무생산성을 제고할 수 있는 새로운 접근방법에 대한 제시가 필요하다. 이를 위해 본 연구에서는 EA기반의 PMO제도 적용 활용을 위해 방법론 및 도구의 통합적 활용이 가능한 모델을 제시하고자 한다. 연구방법은 기존 연구결과, 정책, 사업에 대한 문헌연구 및 분석 등을 통해 함의를 도출한다. 결과는 공공부문 정보화 추진 시 생산성 제고를 위한 참조 및 연관되는 유사 IT정책을 추진할 때 방향 정렬(Alignment)에 필요한 시사점 제공과 선행연구로서 의미가 있으리라 기대한다.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.41 no.3
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• pp.61-71
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• 2018

The purpose of this study is to analyze the efficiencies of project management offices in large information system construction projects using the data envelopment analysis. In addition, we tried to estimate the confidence interval of those efficiencies using bootstrap DEA to give a statistical meaning. The efficiency by the CCR model is analyzed as eight project management offices are fully efficient and 22 project management offices are inefficient. On the other hand, there are 15 project management offices are fully efficient, but 15 project management offices are inefficient in the BCC model. As the result of the scale efficiencies, of the inefficient project management offices, 13 project management offices are inefficient in scale. It is possible to eliminate the inefficiency in the CCR model by improving their project performances. And, the nine project management offices showed that the inefficiency was due to pure technical efficiency, and these companies should look for various improvements such as improvement of project execution system and project management process. In order that the inefficient project management offices be efficient, it is analyzed that more efforts must be made for on-budget and on-time as a result of examining the potential improvement potentials of inefficient project management offices.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.41 no.3
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• pp.11-20
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• 2018

Recently companies have increased the new projects to improve and innovate the business process in order to adopt the advanced technologies such as IoT (Internet of Things), Big Data Analysis, Cloud Computing, mobile and artificial intelligence technologies for sustainable competitive advantages under rapid technological and socioeconomic external environmental changes. However, there are obstacles to achieve the project goals, corporate's strategy and objectives due to various kind of risks based on characteristics of projects and conflicts of stakeholders participated on projects. Hence, the solutions are required to resolve the various kind of risks and conflicts of stakeholders. The objectives of this study are to investigate the impact of the project governance, agency conflicts on the project success based on agency theory by using the statistical hypothesis testing the relationship among those variables. As a result of hypothesis testing, we could find that the project governance impacts positively on project success and negatively on the agency conflicts. Further, the agency conflicts impacts negatively on the project success. Finally, we could find that the agency conflicts such as goal conflict, different risk attitude and information asymmetry between project manager and team members impact negatively on the project success. Meanwhile, the project governance impact positively on the project success, negatively impact on the agency conflicts such as goal conflict, different risk attitude and information asymmetry between project manager and project team members. In order to increase the project success rate, the project governance institutions such as PGB (Project Governance Board), EPMO (Enterprise Project Management Office), PSC (Project Steering Committee) are needed to prevent or reduce the agency conflicts between project manager and team members.

• Journal of the Korea Institute of Building Construction
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• v.10 no.1
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• pp.163-173
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• 2010

A significant number of projects have been managed by US Army Corps of Engineers FED. Today, more information must be provided to the parties involved in the projects by phase than ever before. Specifically, USFK`s construction projects have been managed by FED(Far East District). Recently, however, large US private construction companies have been filling the role previously taken by FED. However, there is few construction managers to implement FED project in Korea. Accordingly, this study analyzes FED projects practices with focus on the construction management actors in order to suggest guideline. This study suggests a model FED construction process(Bid, Contract, Construction, As-Built Phase) by analyzing the existing FED project process using a IDEF0 methodology.