• Journal of Information Technology Services
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• v.10 no.4
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• pp.295-307
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• 2011

The purpose of this research is to find a better knowledge service R&D management process. There are four basic characteristics in service : intangibility, inseparability, inconsistency, and no inventory. These intrinsic characteristics require us to change the traditional manufacturing sector based R&D management process. It is necessary to develop an effective knowledge service R&D management model to improve the competitiveness of the service industry and Korean economy. A model case knowledge service R&D has been performed to find a better R&D management model. The whole cycle of R&D process, such as planning, selection, performing, and evaluation has been reviewed by real experience. Several important aspects of R&D process are compared between manufacturing R&D and service R&D. A knowledge service R&D management framework has been suggested. The results of this research can be used for building a better service R&D management process.

• Journal of Korean Society for Quality Management
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• v.50 no.1
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• pp.35-42
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• 2022

Purpose: The purpose of this study is to examine the characteristics and problems of existing research through various literature investigations on the existing R&D process. Implications are identified through the investigation of existing studies and the characteristics of the digital transformation era are analyzed. We research and propose a new R&D process suitable for the new era of digital transformation. Methods: The research method investigates various literature precedent studies on the existing R&D process and the methods used by companies. Research new R&D processes that reflect the characteristics of the digital transformation era and develop new related models. Results: In the era of digital transformation, the parallel R&D process is being reorganized to respond quickly to the demands of rapid market changes. In order to respond quickly to various customers, the R&D process can respond flexibly in a parallel structure. Conclusion: Along with the development of the R&D process, additional research on indicators and evaluation models that can evaluate them fairly and flexibly is needed. Further research is needed to determine whether the R&D process suitable for the digital transformation era is operating properly.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.44 no.4
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• pp.76-84
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• 2021

Military aircraft R&D projects require large-scale investment in cost and time, and involve a complex coordination process in decision-making. The R&D project manager should determine the development management priorities as accurately as possible and focus on R&D capabilities, thereby reducing the risks of the aircraft R&D project. To this end, this study aims to reduce R&D risk by prioritizing cost, schedule, and performance, which are basic management factors used in R&D project management in defense project management regulations. Analytic Hierarchy Process (AHP) is applied using a questionnaire for managers in charge of aviation R&D under the Defense Acquisition Program Administration. As a primary result, the importance of the factors that the aircraft R&D project manager should consider was derived in the order of performance, cost, and schedule, and the priorities of performance and cost in the lower layer were also identified. In addition, in order to provide practical risk management measures to aircraft R&D project managers, the results of analyzing 28 cases of US National Transportation Safety Board accidents were compared and analyzed with the AHP analysis results, and management measures suitable for the situation were specified.

• Korean Management Science Review
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• v.12 no.3
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• pp.45-60
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• 1995

This study examines a normative model of project management systems, PPMS, to provide information for directing R&D activity in order to increase R&D productivity. The PPMS (Project Process Management System) is a disciplined and systematic framework to manage R&D projects effectively and efficiently under the assumption of a strategic decision making and long-range planning. The purpose of PPMS is to provide for the management of research organization at different levels an effective management tool; first, for the planning system which deals with rational selection and authorization of R&D projects, second, for the control system which concerns monitoring and controlling the execution of R&D projects, and finally, for the evaluation system which attains evaluation of the performance results of R&D projects and determination of the necessary follow-up. A view for the future development of project management within the context of a project-performing organization is also elaborated to exhibit the progress and phase description of the project management system.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.19 no.7
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• pp.153-163
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• 2018

There is insufficient effective management systems to achieve project goalsin disaster and safety R&D. Therefore, to develop an R&D performance management system, this paper develops a R&D performance management matrix based on PMBOK to systematize a process and to enhance efficiency of performance management. Also, this paper identified vulnerable procedures in disaster management by analyzing related laws, work process and performance. Analysis results found that the performance management matrix in disaster management R&D consists of 5 process groups, 7 knowledge areas and 47 processes. Also, the performance of the diffusion knowledge process was evaluated as weak in the present management system. This study defined ITO and developed a data flow diagram for applicationto related work. The suggestions of this study include the related work to enhance R&D performance, contribute to improving diffusion of R&D performance, and enhance the utilization of developed technologies.

• IE interfaces
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• v.16 no.2
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• pp.125-139
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• 2003

This paper reports an empirical study on assessment of R&D best practices. The principles of quality management and their tools such as best practices or benchmarking have been so prevailing in the operational process that the R&D management recently consider extensive use of them for their innovation process. However, characteristics of the two processes may be different each other. Are the principles or the tools that were effective in the operational field still going to be effective in the innovative field? In order to answer the question, we statistically examine how R&D best practices contribute to the innovative performance. Upon literature review on technological innovation, we present a R&D process model whereby we set forth research hypotheses. Using data from 66 successful R&D efforts carried out among Korean firms mostly between 1999-2001, regression analyses reveal that best practices used in most stages throughout the R&D process are found not to significantly contribute to the innovative performance. Only those in technology strategy and prototyping stages are proven effective for technical and commercial performance respectively. Interestingly, efforts in a problem solving and improvement stage are counterproductive in the case of the innovation process. Discussions on our empirical observations are presented followed by some managerial implications.

• Journal of Korean Institute of Industrial Engineers
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• v.43 no.2
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• pp.112-119
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• 2017

Korea's national R&D projects are increasing year by year. However, it is necessary to improve the quality of R&D result. In this paper, we introduce the developing and adjusting the R&D standard process based on process approach in ETRI. It is expected that the definition of R&D standard process will contribute to improve customer satisfaction and quality of R&D result through standardization and continuous improvement activities.

• KIPS Transactions on Computer and Communication Systems
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• v.7 no.7
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• pp.165-174
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• 2018

The purpose of this study is to verify the effects of R&D process maturity on product development performance and to verify whether R&D project performance mediating effect. The questionnaire was collected and analyzed to 131 persons related to the R&D work in 55 companies and public institutions performing R&D work. The results of this study are as follows, the effect of R&D process maturity on product development performance and mediating effect of R&D project performance were analyzed by simple and multiple regression analysis. Regression analysis was analyzed by SPSS statistical program. The higher the maturity level of the R&D process, the higher the product development performance and the R&D project performance, and the R&D project performance is partially mediated. It is concluded that it is important to establish and operate a systematic R&D process and to develop a project management methodology suitable for the characteristics of a company in order to improve product development performance. It is expected that if this study are utilized as practical R&D management methodology in corporate management, it will contribute to improvement of company product performance.

• Journal of Korean Society for Quality Management
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• v.45 no.4
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• pp.697-708
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• 2017

Purpose: The purpose of this study is to investigate the characteristics and limitations of various R&D processes. And to propose new R&D processes by analyzing the characteristics of the era of the fourth industrial revolution that will lead to innovative changes throughout the industry. Methods: Research method is to analyze the previous research on existing R&D process and draw out implications, and develop a new R&D process model that reflects characteristics of the fourth industrial revolution era. Results: This study analyzes the characteristics and situation of existing R&D process and derives the features of parallel structure and modularity suitable for the 4th industrial revolution era, characterized by super connectivity, super intelligence, super fusion. And propose a R&D process model that can respond flexibly and promptly to various market and customer needs. Conclusion: Suggestions for the development of R&D processes suitable for the fourth industrial revolution era will present new strategies and measures and provide diverse & innovative opportunities.

• IE interfaces
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• v.16 no.3
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• pp.362-374
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• 2003

The major objective of this paper is to empirically examine the effect of process maturity on the performance of industrial R&D projects. Process maturity, a fundamental concept of the Capability Maturity Model developed by Software Engineering Institute, represents the essential of Total Quality Management (TQM). Based on literature, our research model constructs process maturity in terms of structured process, goal setting and controlling, metrics, and process learning; and links it to the R&D performance that consists of technical, commercial and managerial successes. The model also includes firm size as a moderator of different effects that process maturity may have across firms. Measures for process maturity are based on the best practices identified in literature. Data are obtained from 77 successful R&D projects carried out by Korean manufacturing firms. Multiple regression and t-test are used to test proposed hypotheses. Findings are as follows. (1) In the R&D process, process maturity partially contributes to the performance of R&D projects. More specifically, goal setting and controlling-related practices drive both technical and commercial successes, while process learning-related practices drive commercial success. In contrast, traditionally emphasized elements such as structured process or metrics are found not to be significant. (2) The degree of process maturity is significantly higher in large firms. (3) Process maturity impacts on commercial success in the case of large firms, whereas it does on technical success in the case of small firms. The results imply that the TQM principles are partially associated with R&D performance, and the nature of benefit from high maturity could vary according to firm size.