• Journal of Digital Convergence
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• v.9 no.6
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• pp.255-266
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• 2011

For the empirical research, consultant competencies are constructed as consultant ability, attitude, and knowledge, and project manager competencies are constructed as management ability, participating attitude, and absorption capacity. For the more accurate research, moderate effects such as consulting project's manager tested.

• Journal of Information Technology Services
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• v.16 no.2
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• pp.85-96
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• 2017

The revised "Software Industry Promotion Law" has been effective from 2013. This law is to be basis of the domestic public information sector and increases the opportunities for small and medium-sized firms in participating the public IT projects. The shortcomings of this law may be the increase of the risk and the decrease of quality of projects. These suggest that the competencies of project manager (PM) s are critical. Also, in general, an SI (System Integration) project is a one that provides a customer with a customer-tailored system for system integration. Particularly, in an SI project involved in a public institution or a large corporation, the ripple effect of success or failure of a project is becoming greater as the system requires higher cost and more time due to high complexity and large scale. One of the solutions to address these problems is to investigate the competencies of a PM. Thus, in this paper, we derived the major competencies using the RGT (Repertory Grid Technique) and categorized the resultant constructs using the content analysis. In addition, we analyzed the level of importance of competencies by applying the AHP (Analytic Hierarchy Process). The conclusion was that Problem-solving Skill and Leadership were the most important competencies of a project manager.

• The Journal of Information Systems
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• v.21 no.4
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• pp.31-54
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• 2012

Information Systems have played a strategic role in achieving business goal and become an essential tool in today's business environment. Thus, the number of developing SI project has increased and it becomes complex and sophisticated. It is known that project manager's leadership could lead the project success. In this study, project manager's competencies are divided into two types, information competency(information-oriented mind, information utilization competency, information development competency) and managerial competency(project management, human relationship, project expertise. The purpose of this study is to examine the effect of information competency and managerial competency on the SI project success and to find out the moderating effect of project size. The result of this study reveals that information utilization competency, project management competency and human relationship have a strong relationship with both customers and suppliers side of projet success. Moreover, the relationship between managers' competencies and project success is shown to be different by project size. The result of this study implies that each managers' competencies has to be developed and applied according to project's complexity and size.

• Journal of Digital Convergence
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• v.13 no.10
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• pp.295-303
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• 2015

This paper is empirically to examine the effects of project manager's competencies (intellectual, managerial, and emotional competencies) on the performance for planning and outcome of NPD (new product development) project in project matrix organization. To achieve this purpose, we employ a field survey of project managers in project matrix organization and PLS (partial least square) structural equation modelling to test hypotheses of our research model. The results show that intellectual competency positively affect both of performances for planning and for outcome, whereas managerial and emotional competencies have not significant effect on them. Our attempt is to provide theoretical implications to current studies related to project management and helps for practitioners to develop a program for selecting and training capable and promising project managers.

• Journal of Information Technology Services
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• v.21 no.4
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• pp.27-61
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• 2022

In order to improve project performance by analyzing the effects of the project manager's leadership competency and the individual competency of the project participants on the project performance, this study examines the effect. In this study, a research model and hypothesis were established to understand the causal relationship between leadership competency, individual competency, and project performance, and a survey was conducted based on this. Overall, it was found that the leadership competency of the project manager and the individual competency of the project participants had a positive effect on the project management performance, the project leadership competency had a positive effect on the completion performance, and the project participant individual competency had a negative effect on the completion performance. As a result of analyzing the effect of the project manager's core competency on the project management performance according to the amount or period of the project type, which is the moderating variable, it was found that there was no moderating effect on the management performance. For the success of the SI project, it is most important to understand the project characteristics well and select a PM suitable for the characteristics, and methods for nurturing excellent project managers should be further studied. In addition, it is expected that it will be possible to identify the effect of project manager leadership competency and participant competency on project performance based on sophisticated research design for more competent PM selection.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.35 no.3
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• pp.32-44
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• 2012

The competitiveness of modern organizations highly depends upon organizational competencies rather than individual competencies. However, most of previous studies on project success focused on individual competencies, such as project manager's competency and leadership. Even though there are some assessment models for the organizational project competencies, they are limited in specific organizations and industries. Furthermore, it is difficult to apply them to domestic companies, especially to small and medium enterprises because some assessment items are inappropriate for them. The purpose of this study is to propose an organizational project competency assessment model that is suitable for evaluating small and medium enterprises. First, the assessment areas and items for each area are determined through extensive investigation of previous models including OPM3, CMMI, and PMBOK. Next, the weights of assessment areas and items are decided by AHP analysis of experts response in the field of the project management. Finally, a project competency assessment model with assessment sheets is proposed. The model proposed in this study might support managers of small and medium enterprises to find pros and cons of project competencies and to establish improvement plans.

• Journal of vocational education research
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• v.33 no.3
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• pp.37-56
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• 2014

The purpose of this study was to develop a competency model and analyze the competency needs for construction manager in D Co., Ltd.. The delphi method of 25 excellent construction managers working in D Co., Ltd. was used to develop a competency model. The results showed that there would be a construction manager competency model which consisted of 3 competency clusters, 11 competencies, and 60 key actions. Then the survey of 114 construction managers working in D Co., Ltd. was conducted to examine concurrent construct validity of the competency model for construction manager and to analyze construction managers' competency needs by using the Borich's formula and the Locus for Focus Model(LfFM). The results showed that construction managers perceived 'communication', 'risk management', 'goal orientation', 'customer orientation', and 'project management' as top five priorities of competencies for construction managers. Based upon the above results, some implications were suggested for developing construction managers' competencies and improving their performance.

• Korean Journal of Construction Engineering and Management
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• v.18 no.1
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• pp.65-73
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• 2017

Today, the United States, Europe and other advanced organizations are utilizing the concept of competency-based HR management. Recently, many organizations in Korea are also managing workforces by introducing the concept of job competencies in personnel management. However, in spite of the current trend, domestic human resources management methods for construction managers continues to operate by asking about work experience, licensing, education level, etc. This is a seniority system and it functions separately from an assessment of practical job competencies for the business. Moreover, construction management work has been very fragmented in terms of expertise and capacity depending on the type of management work and project progress. Therefore, it is necessary to develop a competencies management system for each business segment to effectively manage job competencies that reflect the the characteristics of a construction manager' s work. As such, the aim of this study is to analyze human resources management methods pertaining to domestic construction managers and present challenges and limitations in current practices. In particular, factors affecting the job competencies of construction managers are analyzed statistically. The results of this study will be used as the basis for future research into development of a construction manager competency management system.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.17 no.1
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• pp.13-28
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• 2022

Korean Government Budget Supports for startups have been spiked and resulted in increasing the number and scaling up Startup Accelerating managers. It have skyrocketed the strong demand for their qualified roles. However, unclear role description and gap between required role and their capability have discouraged startup manager's self-efficacy resulted in declining their full commitment and causing poor role performance. The focus of this research falls on empirical analysis to the effect of startup accelerating manager's capability characteristics on their full commitment and performance to start-up support groups. This research is expected to deliver diverse policy alternatives to build up manager's core competencies to accelerate their self-efficacy leading their full role commitments and finally pushing up policy performance. In addition, this research will found more strong literature review for the following researches in this emerging fields. This research is brought four highlighting results with respect to four research problems. First, it propose proper concept of startup accelerating manager based upon its legal entitlement. Second, it drive required core competencies of manager for successful their accountability. Third, it analyze the unique features of startup accelerating manger's capabilities against business incubation manger. Fourth, it empirically analyze in coming with government startup funding, the effect of self-efficacy including employment status, job environment, etc. on their organizational commitment and job performance. This research reveal the required unique core competencies of manger into founder sourcing ability, project managing ability, startup proving and pivoting ability, consulting ability for successful investment raising. As of this empirical research results, First, manager's ability have positively effect on their job performance, full commitment, and self-efficacy. Second, self-efficacy have a mediating effect on manager's ability, job performance, full commitment. This research derive key policy implication of requiring to build up more accelerating ability, of manager from the basics to advance level by customized and algorithm based traing program. This accelerating ability buildup program will not only surge self-efficacy of manger resulting in making full commitment and better job performance, but also devote to categorizing the unique new feature and position of manger as seed investment and supporter.

• Journal of the Korean Society of Systems Engineering
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• v.7 no.1
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• pp.43-51
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• 2011

SE generally defines approaching ways of conducting identification, verification and integration of an optimized product and process solution to meet customer's needs by leveraging organizational competency in engineering and management. To successfully develop a new product under mass production contract, it is important to efficiently carry out the program by ensuring that three major competencies are secured; core technology, system integration, and program management. For successful implementation of tasks in the three areas, systematic execution is called for, which requires identifying risk factors in advance. In particular, comprehensive risk management role and responsibility is required for program management. Success of a development program is determined by complex elements of human resources, organization culture, and overall competency of an organization in technology and program management, including capability of the program manager. In this paper, a risk management solution is suggested to lead a program to success with a more efficient way through actual risk management by the concept of SE around the above three areas.