• Journal of Korean Society of Industrial and Systems Engineering
• /
• v.37 no.4
• /
• pp.42-53
• /
• 2014

This study identifies influential factors for invigorating the public management office (PMO) system for system integration (SI) projects in public sectors and analyzes the priority of each factor from the point of different stakeholders, i.e., owners, SI company, and PMO. Based on the literature review, four first-level influential factors are identified: legal system maintenance, owner's capability, SI company's capability, and PMO's capability. Among them, the PMO's capability is determined as the most critical factor by all the stakeholders. Among the second-level influential factors, the capabilities of professional engineers and project managers are considered as important among the PMO's capability, whereas the reasonable consulting fee is considered as the most critical factor among the legal system maintenance. With respect to each stakeholder, project management capability is considered as the most important factor for owners, while the reasonable consulting fee is considered as the most important factor for PMO.

• Journal of Korean Society of Industrial and Systems Engineering
• /
• v.44 no.3
• /
• pp.133-145
• /
• 2021

Recently, the importance of project management has increased due to the scale and complexity of the construction projects. Therefore, this study conducted a survey on construction companies and related public institutions to verify the relationship between the role of the Project Management Office(PMO) and PM leadership for project performance. Based on this, the effect of the PMO role on the project performance was identified and the moderating effect of PM leadership was analyzed. As a result, first, the role of the PMO was found to have an influential on the project performance. Second, the PM leadership was verified to has a moderating effect in the relationship between the PMO role and the project performance. The purpose of this study is to analyze the influential of the role of PMO on project performance in the construction industry to suggest the necessity of PMO in the construction industry and the need to adopt PMO in large-scale construction projects and analyze the moderating effect of PM leadership on project performance.

• Management & Information Systems Review
• /
• v.37 no.4
• /
• pp.141-156
• /
• 2018

PMO(Project Management Office) has been considered as a general approach for the successful operation of IT project. The previous studies tended to emphasize on the roles and functions of PMO in a normative way. However, in practice, since PMO is operated as a joint structure in which client firms and professional PMOs work together, it seems to be important that the implementation system of PMO should be properly formed. In this paper, it is examined whether the competence of client firms and professional PMO influence on the setup of implementation system of PMO, and also whether implementation system of PMO influence of the performance of IT project. In addition, it is also analyzed if the competence of client firms and professional PMO influence differently on the setup of implementation system of PMO, according to the degree of knowledge complementarity. As a result of this study, it is found that the competence of client firms and professional PMO influence positively on the setup of implementation system of PMO, and governance factors such as clear definition of organizational roles, responsibility, and setup of standardized processes are also important in performance of IT project. It is also shown that, if knowledge complementarity is formed with a common knowledge base between client firms and professional PMOs, Project Management Office functions effectively. In summary, for the successful performance of IT project, it seems that it is required to approach from the view point of governance in forming the implementation system of PMO and it is also important to form knowledge complementarity between client firms and professional PMOs.

• Proceedings of the Korea Information Processing Society Conference
• /
• 2017.11a
• /
• pp.466-469
• /
• 2017

SI 프로젝트가 대형화되고 장기화 되면서 투입 인력과 구축 비용의 단위가 점점 커짐에 따라서 프로젝트의 복잡성과 위험요소가 증가하고 있다. 이에 따라 프로젝트 수행에 대한 종합적인 점검과 평가로 프로젝트에 대한 신뢰성과 안전성을 증진시키고, 각종 위험 및 역기능을 최소화 할 수 있는 프로젝트 관리에 대한 전문성이 요구되고 있다. PMO(Project Management Office)는 프로젝트의 수행을 일관성 있게 관리하고, 성공적인 완료를 위하여 지원, 감독, 통제 등의 제반 활동을 수행하는 조직이다. PMO의 도입은 사업관리 효율을 향상시키는 방법 중 하나로 인식되고 있는데, 특히 과거 프로젝트의 성공이나 실패에 대한 지식을 효과적으로 전달한다거나, 프로젝트 팀에게 프로젝트 수행과 관련된 지원 서비스를 제공한다는 점에서 효율적인 방법으로 인식 되고 있다. 본 연구에서는 성공적인 SI 프로젝트가 되기 위해서 프로젝트 내에서 PMO의 역할에 대해서 분석 및 연구하였다.

• Proceedings of the Korea Information Processing Society Conference
• /
• 2015.04a
• /
• pp.557-560
• /
• 2015

PMO(Project Management Office)는 프로젝트의 수행을 일관성 있게 관리하고, 성공적인 완료를 위하여 지원, 감독, 통제 등의 제반 활동을 수행하는 조직이다. PMO의 도입으로 인한 프로젝트 성과 향상에 대한 연구는 이미 해외에서는 여러 차례 보고 되었고, 최근 정부에서도 전자정부법을 개정하여 공공정보화 사업에 대한 안정적인 PMO 제도 정착을 위해 노력하고 있다. 본 논문은 이러한 배경을 바탕으로 국내 공공정보화 프로젝트 지원에 필요한 PMO 8개 카테고리, 33개 주요 기능을 2000년 이전과 2000년 이후로 구분하여 각 기능에 대한 증가율을 비교, 분석하였다. 이러한 분석 결과를 바탕으로 향후 더 효과적인 PMO 제도의 안착을 기대한다.

• Journal of Korean Society of Archives and Records Management
• /
• v.19 no.1
• /
• pp.95-115
• /
• 2019

The relocation project of the US military base in South Korea is a large-scale national project aimed at ensuring a stable presence of US troops stationed in South Korea and strengthening the future-oriented Korea-US Alliance by relocating the US military base scattered across the country to Pyeongtaek. The purpose of this study is to examine the classification of records produced by various agencies involved in the relocation project, including the MND USFK Base Relocation Office that is the main body of the project, and provide basic data for systematic records management in the future. This study aims to ensure the people's right to know and achieve the objective of the transmission of the military documentary heritage at a macro level.

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

• The Journal of Information Systems
• /
• v.32 no.2
• /
• pp.109-135
• /
• 2023

Purpose This study is based on previous studies related to the function and operating system of the project management system for efficient project management. The purpose of the study is, first, to find out how the project performance is affected by the utilization of the project management system and the involvement of the PMO. Second, the mediating effect of implementing integrated management between the project management system and project performance is to be demonstrated. Design/methodology/approach Based on previous studies related to project management, this study designed a research model by integrating functional factors derived from project management system design studies, integrated management factors, and factors derived from PMO function studies. Findings As a result of the empirical analysis, this study first confirmed that high utilization of the project management system and high involvement of the PMO are factors that affect project performance. In addition, it was confirmed that the establishment of the system and the introduction of PMO do not guarantee project performance. Second, it was confirmed that the execution of integrated management has a mediating effect between the system and the project performance, and that the high utilization of the system has a positive effect on the mediating effect.

• The Journal of Society for e-Business Studies
• /
• v.21 no.3
• /
• pp.129-151
• /
• 2016

The objective of this study is to examine the relationship of organizational justice, project performance and internal and external PMO (Project Management Office) capability by conducting survey of IT project participants worked with PMO. This study was the first case which classifies PMO capability into internal and external by ownership of PMO. PLS-SEM analysis, which used for this study shows internal PMO capability connects with distributive justice and procedural justice, and directly related to project performance. By comparison, external PMO capability has relationship only with procedural justice, but never related to project performance. Furthermore, distributive justice and procedural Justice all have correlation with project performance. In general, capability of external professional consulting firms is utilized for the fairness and objectivity in spite of sufficient internal project management capability. However, the internal PMO capability has greater influence on procedural justice than external's (internal PMO capability > external PMO capability). Also, distributive justice and project performance have direct correlation only with the internal PMO capability. This paper will be an indicator of finding human capabilities which are necessary for internal and external PMO performance, and has great significance of laying a groundwork of project management strategy by PMO.

• International conference on construction engineering and project management
• /
• 2005.10a
• /
• pp.497-502
• /
• 2005

Needs of automation and computerization in the construction industry has been recognized but the implementation of e-business solutions with project management systems has not been fully explored. In order to cope with different management practices in home office and project sites, integration of two popular systems, Enterprise Resource Planning (ERP) and Project Management System (PMS) is essential. The objective of this study is to find ways to functionally and systematically integrate ERP and PMS. With the integration of ERP and PMS, a project will be managed much more efficiently and effectively. It is expected that this study will benefit system integrators and help them to understand construction management processes and integrate the solutions with minimized programming work.