• 한국IT서비스학회지
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• 제15권1호
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• pp.113-129
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• 2016

Recently, as Information System projects tend to be more complex, the importance of Information System Audit increases. In the same context, the need for the resident IS Audit also increases, which is supposed to deal with the possible risks and urgent issues by providing the appropriate support and timely coordination during IS project. Basically, for the effective IS Audit, the IS audit team members should be able to understand such a business context as work characteristics, business knowledge, goals, and culture of the organization. The audit team members should also be able to share the various knowledge of Information Technology and audit procedure with the owner of the project. Especially, for the resident audit, it is more important to fill the gaps in expertise between project owner and audit team. However, any studies on the need of common knowledge base (knowledge complementarities) in the IS audit have not been done so far. The purpose of this study is to analyze whether the knowledge complementarity based on inter-organizational communication between the project owner and audit team members makes an effect on the fidelity and performance of IS audit. In order to do this, the relationship among inter-organizational communication and knowledge complementarity, the fidelity of IS audit service, and performance of IS audit has been analyzed, using Structural Equation Model. The result shows that all the relationship is significant, which means that knowledge complementarity between the two different interest groups should be an effective factor on the fidelity and performance of IS audit. This result implies that, for better quality of IS Audit service, how to acquire the knowledge complementarity between the project owner and Audit team should be considered seriously as well as systematically in the process of IS Audit.

• 한국산학기술학회논문지
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• 제11권12호
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• pp.5184-5190
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• 2010

본 연구는 건축설계 프로젝트 수행시의 효율적인 팀 구성의 방법을 모색하기 위하여 진행되었다. 이를 위하여, (1) 학생들의 설계스튜디오 프로젝트의 특성, (2) 건축설계 교육과 관련한 교수법 이론, (3) 건축설계 스튜디오의 역할분담과 팀 구성의 방법 등을 연구하였으며, 졸업 후 진로인 건축설계회사의 (1) 팀 구성 방법의 특징, (2) 프로젝트 팀의 유형과 장점, (3) 역할분담의 효율적인 방법 등에 대한 문헌연구를 실시하였다. 학생의 설계스튜디오에서의 팀장과 팀원의 역할은 미리 정해진 기간을 기준으로 교대로 담당하는 것이 프로젝트에 대한 동기유발과 소속감을 유지하는데 역할을 하였으며, 건축설계 회사에서는 선호도보다는 생산성에 우선한 의사결정방식에 따라 (1) 경험, (2) 디자인능력, (3) 프로젝트 일정 등이 우선 고려사항으로 정리되었다. 하지만 회사에 대한 지속적인 동기유발과 소속감을 유지하기 위해서는 팀 구성의 효율적인 방법을 연구하는 것이 요구된다.

• 기술혁신연구
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• 제13권1호
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• pp.193-212
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• 2005

Leader-Member Exchange (LMX) model of leadership has suggested that members within the same work team are differentiated in terms of their level of the quality of leader member relationships. However, the differentiation in leader member relationships has not been examined for its possible team-level effects. In this study, the possible impact of this role differentiation on team members' affective reactions was explored. As hypothesized, teams whose members experienced higher level of LMX tended to have higher overall job satisfaction, organizational commitment, and team efficacy. Contrary to expectation, however, the team-level mean on LMX was not related with team-level variability on LMX. Based on these findings, several theoretical and practical Implications are discussed.

• 한국IT서비스학회지
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• 제10권4호
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• pp.133-147
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• 2011

This study explores the applicability of social capital theory in IT project management. Specifically, an empirical model is developed using different types of leadership competencies (emotional, cognitive, and social) as independent constructs impacting IT project performance. Social capital shared among team members are measured and placed as a mediating construct between leadership competencies and performance. Using PLS analysis of 120 data points collected through a survey of IT project participants in two large electronic manufacturers, direct and indirect impacts of leadership competencies are explicated. Research results reveal that emotional leadership competency seems to directly influence the project performance but not through team social capital, while social leadership competency seems to indirectly influence the project performance through team social capital but not directly onto the project performance. Cognitive leadership competency is the only leadership competency that maintains direct and indirect influence on project performance. Total effect of cognitive competency on project performance is almost two times larger than the total effect of emotional leadership competency and six times larger than the total effect of social leadership competency. Implications of findings are discussed at the end, and further studies are suggested.

• Asia pacific journal of information systems
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• 제7권2호
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• pp.185-198
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• 1997

Recently the formation of the project team to construct a MIS system is generalized and the relationship of the user and the system personnel in the project team should be important factor in the effectiveness of the team. However, the systematic research about the personality typology of the user and the system personnel is scarcely verified. Considering this necessity, this study is, using the IS personality typology, tried to find the relationship of the user and the system personnel in the project team. One of Jung(1924)'s personality typology is introvert and extrovert, however, this typology is founa to have many facets related with personality category. Recently Ackoff(1996) has tried this category more meaningful, which are subjective-internalizer, subjective-externalizer objective-internalizer one objective-externalizer. Moreover, he has proposed the methodology which could find the assimilarity among the team members. On the basis of this typology, this research is attempted to find the difference of the characteristics of the user and the system personnel. Through this research, we can understand the difference of the characteristics of the user and the system personnel and this understanding can make help us operating the team more effectively. The result has suggested that the effectiveness of the team has relied on the personality type of the user and the system personnel. Especially the personality type of new member who will join into team is an important factor in the effectiveness of teaming. Therefore, when we have a new member into team, we have to consider the personality type of new member. Moreover, the personality type of the management is an another critical factor which should be considered.

• 공학교육연구
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• 제17권5호
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• pp.23-27
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• 2014

Student independent project activity is beneficial for enhancing many kinds of abilities, e.g., team working, collaboration, communication, presentation, creativity, leadership, and so on. More than ten project teams actively perform every year in the Center for Innovation and Creativity Development of The University of Tokushima. The project management workshop was planned in order to make project activity successful. In this workshop, the team members studied the importance of holding a common objective among them and of making a clear plan for achieving the activity. They practiced brainstorming method and KJ method and experienced a PDCA cycle. The team activity will be fruitful on the basis of the project management method.

• 디지털융복합연구
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• 제14권3호
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• pp.95-103
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• 2016

최근 팀 구성원들은 팀 프로젝트 수행 시 모바일 메신저 서비스(MMS: Mobile Messenger Service)를 자주 활용한다. 팀 구성원들은 MMS 활용을 통해 언제 어디서나 자유롭게 아이디어나 의사를 표현할 수 있다. 하지만, 팀 프로젝트에서 MMS 활용은 오프라인 회의보다 빨리 프로젝트를 수행하도록 압박을 받고, 능력 범위 밖의 역할을 할당 받기도 한다. 즉, 팀 구성원들은 MMS 활용으로 인해 업무에 대한 압박감이나 스트레스가 증가할 수 있으며, 이러한 과부하는 팀 간 갈등을 야기할 수 있다. 본 연구에서는 MMS 활용으로 인한 업무 과부하가 팀 성과에 미치는 영향을 살펴보고자 한다. 팀 성과에 영향을 미치는 요인으로 팀 몰입과 팀 신뢰를 고려하였으며, 팀 갈등은 팀 몰입과 팀 신뢰를 저해한다고 예상하였다. 팀 프로젝트가 많은 135명의 대학생을 바탕으로 연구 모형을 분석하였으며, PLS를 활용하였다. 연구 분석 결과 업무 과부하는 팀 갈등을 야기하는 주요 요인으로 밝혀졌다. 즉 MMS 활용으로 인한 업무 과부하가 발생하다보면 팀 간 갈등이 야기될 수 있고, 이는 팀 구성원 간 신뢰를 저하시켜 결국 팀 성과가 떨어지는 결과를 초래하게 된다. 마지막으로 본 연구 논문에서는 팀 프로젝트를 향상시킬 수 있는 MMS의 올바른 사용 방법에 대한 시사점을 제공해주었다.

• 대한토목학회논문집
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• 제42권5호
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• pp.701-710
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• 2022

본 연구는 대형화되는 건설프로젝트의 성과 달성을 위해 체계적으로 프로젝트 관리를 할 수 있는 PMC의 중요성과 도입의 필요성을 증명하는 연구이다. 이를 위해 구조방정식 모형(SEM) 분석을 통하여 PMC의 역할과 건설프로젝트 성과와의 관계를 분석하여 PMC의 필요성 및 프로젝트 성공의 중요한 요인인 인적자원역량 중 PM리더십과 팀 구성원 역량이 건설프로젝트 성과에 미치는 영향을 파악하였다. 연구결과, PMC는 인적자원역량과 건설프로젝트 성과에 유의미한 영향을 미쳤고, 인적자원역량 또한 건설프로젝트 성과에 유의미한 영향을 미친다는 것을 알 수 있다. 이에 본 연구는 국내 대형 건설프로젝트에 PMC를 도입하고 PM리더십과 팀 구성원 역량을 강화한다면 건설프로젝트를 성공적으로 완공할 수 있음을 시사한다.

• 한국IT서비스학회지
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• 제15권1호
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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.

• 국제학술발표논문집
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• The 5th International Conference on Construction Engineering and Project Management
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• pp.338-343
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• 2013

Integrated Project Delivery (IPD) as a delivery method fully capitalizes on an integrated project team that takes advantage of the knowledge of all team members to maximize project outcomes. IPD is currently the highest form of collaboration available because all three core project stakeholders, owner, designer and contractor, are aligned to the same purpose. Compared with traditional project delivery approaches such as Design-Bid-Build (DBB), Design-Build (DB), and CM at-Risk, IPD is distinguished in that it eliminates the adversarial nature of the business by encouraging transparency, open communication, honesty and collaboration among all project stakeholders. The team appropriately shares the project risk and reward. Sharing reward is easy, while it is hard to fairly share a failure. So the compensation structure and the contingency in IPD are very different from those in traditional delivery methods and they are expected to encourage motivation, inspiration and creativity of all project stakeholders to achieve project success. This paper investigates the compensation structure in IPD and provides a method to determine the proper level of contingency allocation to reduce the risk of cost overrun. It also proposes a method in which contingency could be used as a functional monetary incentive when established to produce the desired level of collaboration in IPD. Based on the compensation structure scenario discovered, a probabilistic contingency calculation model was created by evaluating the random nature of changes and various risk drivers. The model can be used by the IPD team to forecast the probability of the cost overrun and equip the IPD team with confidence to really enjoy the benefits of collaborative team work.