• 국제학술발표논문집
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• The 3th International Conference on Construction Engineering and Project Management
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• pp.184-189
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• 2009

In 2008 the total estimated failure costs in the Netherlands was estimated to be 11.4% of the industry's turnover compared to 7.7% seven years earlier. Failure costs can be the consequence of rework as a result of failure to conform to the product requirements and specifications or due to inefficient processes and bad management practices. Many construction companies however are unaware of the exact nature of these costs, their root causes or how to control them. This paper describes work carried out in the Netherlands to identify the different types of failure costs in construction and their root causes. The research described builds on previous findings by another research institution and expands it to include information collected from project cases and a survey of a number of project managers in the construction industry. The paper describes the analysis of the results from cases and the survey to identify the root causes of failure costs. Research shows, for example, that many failure costs are related to the client taking late decisions and making changes to the project requirements.

• Journal of Construction Engineering and Project Management
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• 제7권4호
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• pp.1-12
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• 2017

India has accorded a high priority to road infrastructure development through Public-Private Partnership (PPP) and it has set a high target for investment inflows. Yet, it is widely held that road/highway infrastructure has not been developing at required pace and that the road infrastructure projects under PPP have been suffering from several hurdles and delays, thereby affecting project success/failure. This paper is an attempt to analyze the critical success/failure factors of road infrastructure projects under PPP in India. A questionnaire survey was conducted among a sample of the stakeholders of road infrastructure projects to identify the critical success/failure factors during all four major project stages using different approaches. Initially, the critical factors were identified through ranking based on the average/mean score. Later, the conventional RII score was used to identify the critical success/failure factors. Finally, the critical success/failure factors were also identified based on the stakeholder-wise ranking of the factors and their convergence. The assessment revealed that there was a greater convergence across the different methods and also that there was greater consensus among project stakeholder on the critical success/failure factors of road PPP projects.

• 플랜트 저널
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• 제5권2호
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• pp.62-67
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• 2009

The capability of design and engineering of global EPC companies has long been equalized through past similar construction experiences. Among various key factors in the success of EPC project, the capability of engineering is considered to be the most important factor since the engineering is preceding activities of EPC contract. The failure of engineering may adversely affect the subsequent procurement & construction activities and in turn may cause cost overrun or schedule delay. Therefore, an EPC company needs to continue to improve the engineering capabilities for the success of project. The engineering capabilities can be further improved if the EPC company should prevent recurrence of similar design faults that were previously committed. This study is intended to present how to make the most of the failure examples from previous projects towards a success of project. Failure is but a stepping stone to success. The EPC company can obtain useful lessons from the analysis of past failure examples.

• 한국IT서비스학회지
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• 제3권2호
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• pp.53-64
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• 2004

For many reasons, SI(Systems Integration) projects can fail. Sometimes, they can result in considerable financial losses to the organizations that undertake them. These projects are abandoned or redirected. However, the cost of project abandonment or redirection can represent a tremendous waste of organizational resources. By managing failure factors carefully, project managers can prevent projects from failing. Types of project failure can be categorized into escalation and de-escalation. Project escalation is that, as projects progress, the project scopes keep increasing. Project de-escalation is that, as projects progress, the project scopes keep decreasing. This study examine relative importance of risk factors that cause project escalation and de-escalation.

• 한국인터넷방송통신학회논문지
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• 제12권2호
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• pp.233-241
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• 2012

프로젝트 관리의 목표는 프로젝트를 성공하기 위함이다. 그러나 프로젝트 수행 결과가 성공이라고 명확히 판단할 수 있는가? 또한 판단 결과에 고객과 개발자 모두 동의하는가? 성공과 실패에 대한 정의와 판단 척도들에 대해 다양하게 제시되고 있으나 명확한 분류 기준이 없다. 본 논문은 개발 성공을 결정하기 위한 판단척도들을 살펴보고, 프로젝트의 성공과 실패에 대해 재정의한다. 이러한 정의에 의해 프로젝트 수행 결과를 판단하는 척도와 기준을 제시한다. 제시된 판단 척도와 기준을 적용할 경우, 성공과 실패를 분류하는데 고객과 개발자간의 불협화음을 줄일 수 있을 것이다.

• 한국디자인학회:학술대회논문집
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• 한국디자인학회 1998년도 가을 학술발표대회 논문집 디자인 학 연구
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• pp.44-45
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• 1998

• 산업경영시스템학회지
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• 제44권3호
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• pp.214-229
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• 2021

There is an increasing need for complex and large projects to be carried out quickly. As the duration, size, and cost of the project increase, concerns about project failure are also rising. Finding factors that hinder the performance of an effective project and eliminating them in advance or controlling and managing them more effectively can be a more direct way to secure the success of the project. Previous studies have identified compositional dimensions that are classified according to attributes, covering the various obstacles that affect the success of the project through existing literature. It is a follow-up to previous research. Using DEMATEL techniques, we would like to propose to explore the appropriate measures that an entity and organization can take by identifying the causality between factors through cross-impact analysis of project disabilities and even presenting factors that may arise when they are identified. As a result of the analysis, according to the indicators to evaluate the importance, 8 factors were found to be relatively important factors, excluding the factors that Failure of project feasibility analysis and Technical environment change. In addition, 5 factors were found to be causative factors; Technical environment change, Unclarity project plan, Strategic consistency error, Inaccuracy of requirement definition, and Failure of project feasibility analysis. In contrast, the remaining 5 factors were found to be the result factors; Lack of benefits realization, Negative attitude of top management, Stakeholder conflict, Difficulty of process management, and Disturbance of communication.

• 한국IT서비스학회지
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• 제8권4호
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• pp.41-55
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• 2009

Due to the global business environments and severe competitions, SMEs have carried out IS projects for their competitive advantages. However, numerous organizations have faced with difficulties in the IS project management such as large amounts of IT expenses and uncertainties in project implementations. Thus, this study is intended to discover critical risk factors in the IS project management. To achieve this research goal, we have mailed questionnaires to SMEs and SI companies that experienced IS project failures and 63 usual data were collected. The result of analysis with step wise regression showed that 6 factors are related with IS project failures. The study contributes to the literature in two ways. First, this paper empirically identifies IS risk factors for SME manufactures. Second, this research result can be utilized as a checklist for the successful IS implementations. Limitations and future research topics are also discussed.

• Journal of Information Technology Applications and Management
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• 제19권1호
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• pp.61-83
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• 2012

PMO has gained much interest as an approach to lowering project failure rates. PMO implementation is, however, not an easy endeavor. Many studies have reported that a significant number of PMOs were seen as contributing little to project performance. Local organizations are more likely to be exposed to the failure risk as they tend to heavily depend upon outsourced PMO services. We believe that it is essential for ordering organizations to collaborate with the PMO service firm to come up with a proper PMO governance prior to its implementation. This study is to empirically investigate the effects of PMO governance upon PMO performance and the effects of ordering organization's project readiness upon PMO governance. The study result shows that a proper organizational structure and a properly defined role and responsibility may enhance the PMO performance. And, a correct awareness about PMO and a project management capability were found to be contributing to the appropriateness of PMO governance.

• 정보과학회 논문지
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• 제42권4호
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• pp.468-474
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• 2015

기업은 프로젝트의 중요성을 인지하고 프로젝트의 실패요인을 찾아 위험을 미연에 방지하여 프로젝트의 성공율을 높이기 위해 노력해야 한다. 이것은 급변하는 외부의 변화에 신속히 대응하기 위해 필요하다. 선행연구에서도 이러한 프로젝트의 성공요인 및 실패요인에 대한 연구가 다양하게 수행되었으나, 대부분 설문조사와 샘플링 통계분석으로 연구가 수행되어 데이터의 객관성과 정량적 분석에 한계를 갖고 있었다. 따라서 본 연구에서는 프로젝트의 실패요인 분석을 객관적인 프로젝트의 평가보고서인 감리결과보고서에서 프로젝트의 문제를 발견하고 개선권고사항을 제시하는 부분의 텍스트를 도출하여 텍스트 마이닝을 수행하였다. 텍스트 마이닝에 적용한 알고리즘은 분류 성능이 우수한 NaiveBayes, SMO, J48 알고리즘이다. 실험은 10배 교차검증을 수행하였고 정확률과 재현율로 평가하였다. 도출된 텍스트에서 프로젝트의 실패요인을 분석하여 프로젝트 수행에 활용될 수 있도록 하였다.