• Industrial Engineering and Management Systems
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• v.11 no.1
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• pp.39-47
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• 2012

Requirements definition, which determines a project baseline, has a strong impact on the success of a project. However, since in-depth requirements are gradually revealed through the requirements definition process, the requirements definition is not a straight forward process and often falls into disorder. Thus project management standpoints are critical for the success of the requirements definition. In this paper, we present a framework and mechanisms of communication-centered project management, which controls the requirements definition process based on the situation of communication-oriented activities among stakeholders. In addition, we present a communication-centered project plan with a planning method. The project plan, which represents a time schedule of requirements definition activities, is made by a simulation-optimization algorithm using a stakeholder matrix showing the relations of requirements domains and relevant stakeholders. The effectiveness and the significance of communication-centered project management at the requirements definition phase are demonstrated by numerical examples.

• Proceedings of the Korean Society of Propulsion Engineers Conference
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• 2004.03a
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• pp.870-875
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• 2004

In Japan, a long-waited civil aero engine development project has been recently started by the New Energy and Industrial Technology Development Organization, NEDO. “High efficiency,” “environmentally friendliness” and “low-cost” are the key words of the target engine. The target engine is of l0000-lb thrust with project consists of three phases: Feasibility studies and market research in the first phase, FY 2003, engine component development in the second phase, FY 2004-2006, and core and full engine demonstrators in the third phase, FY 2007-2009. In league with this government/industry joint funded project, Institute of Space Technology and Aeronautics, JAXA, has initiated “Clean Engine Technology” project.

• Proceedings of the KSR Conference
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• 2002.10a
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• pp.376-381
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• 2002

In this study, we have analyzed the cost of korea high-speed rail project. The predicted cost in planning phase and adjustment data to 5th year are collected. Then, predicted cost is compared with adjustment in year/item/system base. We make a project history table for criteria to review project history and research ＆ development activity. We have developed CBS(cost breakdown structure) and allocated adjustment data to them. It is shown that cost prediction related to research St development activity in planning phase is relatively correct.

• Journal of the Korea Computer Industry Society
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• v.3 no.3
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• pp.295-306
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• 2002

Successful project planning relies on a good estimation of the effort required to complete a project, together with the schedule options that may be available. Despite the extensive research done developing new and better models, existing software effort estimation models are present only the total effort and instantaneous effort function for the software life-cycle. Also, Putnam presents constant effort rate in each phase. However, the size of total effort are variable according to the software projects under the influence of its size, complexity and operational environment. As a result, the allocated effort in each phase also differ from project to project. This paper suggests the criteria for effort allocation in planning, specifying, building, testing and implementing phase followed by the project total effort. These criteria are derived from 183 different projects. This result can be considered as a practical guideline in management of project schedule and effort allocation.

• Architectural research
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• v.11 no.2
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• pp.35-42
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• 2009

Recently, intensive urban redevelopment concentrated on new towns has reduced the number of settled population, and weakened various functions such as commercial, culture, education and welfare in old towns, and made the stagnation and declination of the entire or some parts of old towns. Urban regeneration project means renewing cities' functions in terms of physical, environmental, social, cultural, industrial and economic aspects or revitalizing the existing functions through improvement project in the entire or part of a city, which is now drawing keen attention from the public. However, urban regeneration project is huge in scale, needs long construction period and various complex facilities, and also characterized by complicated relations with many stakeholders. Due to such characteristics, there are many risks in the project. Therefore, systematic risk management is absolutely necessary to efficiently manage various risk factors inherent in urban regeneration project. The purpose of this research proposes a basic model to establish risk management plan and work process in order to help project participants to perform risk management more systematically and rationally in the development phase of urban regeneration project.

• Journal of Information Technology Services
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• v.15 no.1
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• pp.131-152
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• 2016

Group social capital can be defined as an intangible asset that promotes knowledge sharing and social interaction. It is posited here that the group social capital raised and nurtured among group members positively influences on team performance in IS (Information Systems) development projects. And communication effectiveness is selected as a critical antecedent and its detailed relationships with the dimensions of group social capital are analyzed. Effective communication plays important role in ISD project teams by integrating knowledge from different areas. Moderating effects of project phase between the sub-dimensions of social capital and project performance are investigated. Hypotheses are tested using data from 131 project teams of 85 manufacturing firms. The results indicated that Communication effectiveness positively impacted sub-dimensions of social capital (social ties, trust, and shared vision). Moreover, the team performance is influenced by shared vision and trust, leaving social ties as a leading subcontract, as theoretically proposed in prior research. The project phase moderates the impact of shared vision on team performance.

• Korean Journal of Construction Engineering and Management
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• v.21 no.3
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• pp.3-10
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• 2020

The endowment and concession has been put to practical use for the relocation projects of military Facilities. Yet, in terms of the project implementation, delay of a great deal of the projects is occurring due to related regulations and standards, as well as a lack of mutual understanding between project implementers and military units. This study analyzes the risk factors by identifying and prioritizing the potential risk factors at each stage of project implementation such as the issues that limit project characteristics and implementation. Among the derived risk factors, request exceeding facility standards in the licensing and design phases, opposition to troop relocation in the project approval phase, design change during construction phase in the construction and completion phases, dissenting opinions on endowed/conceded property in the property disposal phase and absence of facility standards in the MOA conclusion phase were found to be the main object of consideration in risk management. This study is expected to provide project managers with a guideline for effectively pursuing the projects, as it provides prioritization and optimization of risk management.

• Journal of Construction Engineering and Project Management
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• v.5 no.2
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• pp.35-43
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• 2015

Project Management Consultant (PMC) plays a vital role in the overall performance of any project. Selecting right PMC for right project is the most crucial challenge for any construction owner. Thus, PMC selection is one of the main decisions made by owners at the early phase of construction project. It is not easy for the project owner to select a competent PMC due to the fuzziness, imprecision, vagueness, incomplete and qualitative criteria of the decision. This paper presents a model for selecting PMC contractor using the Fuzzy Analytical Hierarchy Process (FAHP). And a fuzzy number based framework is proposed to be a viable method for PMC contractor selection. A case study to illustrate the application of the model is also presented in this paper.

• Journal of the Korean Society of Systems Engineering
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• v.8 no.2
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• pp.1-10
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• 2012

This paper aims to analyze the result of SE Process Implementation on Light Rail Transit(LRT) Project. Currently the Light Rail Transit Project of Korea applies SE to the intermediate phase, that is, E&M phase which is a manufacturing and designing procedure. More seriously, the application effect of SE is not remarkable because it applies to some specific engineering fields like RAMS and it depends on superficial consulting of foreign companies with low SE support capability and investment capital. This study points out that the "Requirement Analysis" and "System Alternative Review" has not been conducted from the initial phase (basic plan and basic design) of the LRT projects. Several projects indicate that the amount of investments for SE activities through the Korea LRT project is relatively very small in comparison with the global capital which is about 10% of total project budget. Furthermore, Korea LRT projects have very few SE professionals and weak SE organization with no government directions and guide book for the efficient implementation of SE for the LRT projects.

• The Journal of Information Systems
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• v.15 no.2
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• pp.153-171
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• 2006

The objective of this research project is empirically investigating factors influencing EPP system implementation based on the degree of volatility of business environment. The results show that computes with low volatility have successfully implement ERP system compared to companies with high volatility. This research project also identified success factors of each phased chartering phase, executive participation sound assessment of business condition, good understanding of ERP system and carefully constructed case are identified as success factors. During project expenditures, participation of various groups, technical resources, prefect and change management are found to be important for successful construction. Trained users, integration of systems, well-designed process and technical and human resource are found to be success factors during shakedown phase. Managers commitment technical infrastructure, system flexibility, and adequate resource for maintenance and renewing system are identified as success factors of onward and upward phase.