• Journal of Information Technology Services
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• v.20 no.1
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• pp.41-54
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• 2021

The SW-centered battlefield management information system R&D project takes a long period of 5-10 years or more by applying a complex and rigid batch acquisition strategy. In order to solve this problem, it is necessary to institutionalize a rapid and flexible battlefield management information system R&D project management procedure applying agile development methodology, and a government project management organization and contract management method to support it In this study, we analyzed the case of applying the Agile development method centered on Scrum to the US SW-centered weapon system R&D project and the characteristics and problems of the battlefield management information system R&D project in Korea, and suggested improvement measures as follows. First, the battlefield management information system R&D model applies the hybrid development method, and the system requirements analysis and system structure design use the existing waterfall development procedure, and the agile method is applied from the SW requirements analysis to the system integration stage. Second, flexible adjustment of performance, schedule, and cost by organizing an Agile IPT in which military (requirements) - DAPA (project management) - developer - functional specialized organizations (test and evaluation, quality, government research institutes, etc.) participate. Third, improving the Basic Order Agreement so that it can be applied to agile R&D.

• International conference on construction engineering and project management
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• 2022.06a
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• pp.25-32
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• 2022

As a project delivery method, Design-Build (DB) has provided owner, architect, and contractor groups with a process of early design and rapid construction for the past three decades. Although there are many benefits to using standard DB, dissatisfaction has arisen due to limitations to innovate, limited owner involvement during design, and often lengthy procurement. Progressive Design-Build (PDB) has become an appealing alternative providing benefits not seen with standard DB. This paper investigates how PDB impacts a project and how it compares against standard DB; it also presents a proposed framework for evaluating the owner's responsibility and assessment of a project, which we named the "Four Pillars of Project Success". The four pillars are defined with respect to an owner's responsibility and assessment of a project, including project predictability, project risk, project schedule, and project cost. We conducted a literature review, examined several public project case studies, analyzed PDB project information collected by the Design-Build Institute of America (DBIA), and held stakeholder interviews with owners, contractors, and architects who have used both PDB and standard DB. This paper offers insight into PDB's structure and outcomes so an owner group can make an informed decision when considering PDB as their next construction contracting method.

• International conference on construction engineering and project management
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• 2009.05a
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• pp.732-737
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• 2009

Due to various project delivery methods and the complexity of construction projects in the construction industry, developing the framework of construction management for critical, highly complex projects in the construction industry has become problematic. Currently, a set of construction manuals play a pivotal role in planning and managing construction projects as subcontractors try to complete their scope of work according to the instructions of a general contractor. It is challenging for general contractors to write a construction management procedure manual to cover various types of project delivery methods and construction projects. In construction, the construction procedure manuals describe specific actions to be taken through the project. In reality a few contactors own such manuals and their construction schedules include more construction operation activities. Thus, it is hard to estimate the workload and productivity of construction managers because the manual and the schedule do not present the amount of management efforts required to complete a project. This paper proposes a framework to present construction management tasks according to project delivery methods which can be applied to various construction projects. Actions for management tasks were mapped and were integrated with construction activities throughout the project life cycle. The framework can then be used to give specific instructions to project participants, collect management actions, and replicate management actions throughout the project life cycle. The framework can also be can used to visualize complete construction project to analyze and manage construction management activities in each phase of a project in order to enhance productivity and efficiency. The studies of existing construction manuals were carried out to identify construction managers' responsibilities. An artificial intelligence program, CLIPS (C-Language Integrated Production System) was used to search for appropriate actions for impending tasks from a set of predefined actions to be performed for a given situation. The framework would significantly help construction managers to understand interrelations among management tasks or actions within a project. Furthermore, the framework can be embedded into Building Information Modeling (BIM) or Facility Management Systems (FMS) so that designers and constructors would execute constructability review before construction begins.

• Journal of Korean Society for Quality Management
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• v.33 no.3
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• pp.135-148
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• 2005

This paper considers a six sigma project for reducing the project costs through project risk management. The project follows a disciplined process of five phases: define, measure, analyze, improve, and control. A risk management process map is used to identify process input and output variables. Seven key process input variables are selected by using C&E diagram and X-Y matrix and finally four vital few input variables are selected by the related statistical analysis. The optimum alternatives of the vital few input variables are obtained by the method of PUGH matrix. The process is running on control plan and we obtained substantial project cost reductions in early stage of the control phase.

• International conference on construction engineering and project management
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• 2009.05a
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• pp.1463-1467
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• 2009

Construction projects are vulnerable to diverse internal and external factors, requiring systematic and consistent performance management along the entire life cycle of a project. In particular, urban renewal projects have a range of performance measures, including policy reconciliation and permits, project development, project financing, design, construction, and occupancy and maintenance. This requires a program-level megaproject approach, which integrates each stage of a project as well as variety of stakeholders' interests in pursuing a project from different perspectives. However, previous research on performance management has focused especially on the limited scopes of factors, including cost, quality, and schedule at the project level or on financial factors at the firm level. Given the lack of current approaches, this study suggests an integrated and systematic performance management scheme to control urban renewal megaprojects at the broadened perspectives of the program level. To this end, this study adopts the balanced scorecard approach and elicits key performance indices associated with various project configurations. Finally, an algorithm is presented for quantitatively assessing the level of performances along whole life cycle of urban renewal megaprojects.

• The Journal of Economics, Marketing and Management
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• v.12 no.4
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• pp.77-85
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• 2024

Purpose: The purpose of this study was to investigate the effect of organizational management competency according to the personality types of Project Management Office (PMO) leader on the Project Performance and to further verify the mediating effect of positive psychological capital. Research design, data and methodology: The collected data of this study was statistically checked using SPSS 25.0 program and AMOS 25.0, and the result analysis and hypothesis verification were conducted by applying demographic frequency analysis, descriptive statistics, model fit, reliability, validity, correlation analysis, and structural equation modeling. Results: The personality types of the project Management Office (PMO) leader had an effect on positive psychological capital and positive psychological capital had a mediating effect between project performance. Conclusion: Since the essence of project Management Office (PMO) leadership for organizational management exists in a smooth mutual relationship between the leader and the project members, it is necessary to expand the leadership education that strengthens the positive psychological capital and to manage the communication ability of the PMO leader continuously in terms of personnel management practice.

• Journal of Technology Innovation
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• v.16 no.1
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• pp.107-139
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• 2008

We studied how to achieve successful implementation of massive research and development projects requiring collaboration among industries, universities and government-supported research institute. We have set up an engineering process innovation model to be deemed most adequately for all practical purposes, relying on the theoretical studies on the merits and analysis of the effect of the information system based on Milestone Management, Work Breakdown Structures and Web, which is known to be effective for research project (schedule) management and the objective management, and implemented a real-world web-based project objective management system. After a review of various R & D Project Schedule Management methods, we found that this information system was very compatible with project objective management. This project objective management information system carries out research and development projects effectively and efficiently, getting together in cyber-space and sharing information, and has been equipped with an Early Warning Subsystem to allow for pre-analysis and timely response to potential problems arising from the course of the project. The system also contains an Executive Information System that in real time, automatically provides the management information required by managers with the rate of project progress (achievement, fulfillment and delay). Lastly, actual progress can be cross-checked through both on-line objective management on the web-based information system and design review meeting held on site, to improve the efficiency and validity of the information system. Moreover, overall effect was analyzed through questionnaires on how well the system and generated information meet requirements and on the ultimate impact of the system upon objective management and communication. The questionnaire on the system effect revealed that the information system was useful to objective management and communication, and that the quality of the system was more than acceptable as well.

• International conference on construction engineering and project management
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• 2024.07a
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• pp.932-939
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• 2024

Program management presents unique challenges due to the complexity of interrelated projects and increased stakeholder engagement. While existing literature mainly focuses on project-level risk management, inter-project risks remain underexplored. This research addresses this gap by proposing a program risk analysis method that integrates project interdependence and stakeholder engagement. Leveraging social network analysis, the model enhances program risk management efficiency by identifying four types of inter-project risks and suggesting tailored response strategies. Through a case study of the Expo 2020 construction program, the effectiveness of the framework is demonstrated. This study enriches program and risk management literature, deepening our understanding of enhanced risk management in multi-project contexts.

• Korean Journal of Agricultural Science
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• v.47 no.4
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• pp.885-901
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• 2020

A forest watershed management project was introduced in 2004 to develop ecologically sound forest watersheds. It includes landslide prevention and erosion control, water resource management, landscape development, and forest resource management. However, it has been managed fragmentarily and inefficiently, far from the original intents. This study investigated current status, problems, and improvement measures of the project. Literature reviews were conducted on forest watershed management in Korea and other countries, and surveys were conducted on 201 erosion control experts. When introduced, the forest watershed management project was well planned and implemented as intended. It later turned to focus only on disaster prevention such as erosion control dams and stream conservation measures. The survey results showed that a majority (89% and 86%) of surveyees wanted increases in the project period and budget. They also responded that conflicts with local residents (51%) and determining project locations (32%) were the most difficult tasks when implementing the projects, and only 36% kept project records. To plan and implement the projects as intended, the following suggestions should be considered: (1) establishment of a solid legal foundation and improvement of the erosion control practices law; (2) increase in the project period (from 1 to 2 - 3 years) and budget; (3) development of a manual for project site selection and guidelines; (4) monitoring and systematic information management; and (5) development of spatial analysis tools for watershed analysis and management.

• Journal of the Korean Society of Safety
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• v.16 no.4
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• pp.115-122
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• 2001

Recently construction enterprises involves more occurred with increase of size and complxity of construction works. Risk management is one of the key project management process. Numerous tools are available to support the various phases of the risk management process. We present the results of a study designed to identify the tools that are most widely used and those that are associated with successful project management in general, and in effective project risk management in particular. The study is based on a questionnaire administered to a sample of project managers from construction enterprises. The response data was analyzed in order to find which tools are mon likely to be used in the those organizations that report better project management performance and in those that value the contribution of risk management processes.