• 산업경영시스템학회지
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• 제46권2호
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• pp.116-132
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• 2023

Technology innovation companies are focusing on contributing to business performance by R&D project as a strategic tool. Successful R&D leads to corporate competitiveness enhancement, national industrial development, but there are high uncertainty and risks in R&D. Public and private R&D projects are carried out to achieve various purposes. It was verified how the risk management and benefit management of the R&D project affect the detailed R&D project performance between the Public and private domain. The impact of Project Leadership on R&D performance was also analyzed. Those who have participated in the Public and Private R&D projects at companies or research institutes were surveyed. First, it was found that project risk and benefit management have partially an effect on R&D project performance. Second, Public and private R&D Project Leadership showed partially a interaction effect between project management and project performance.

• International Journal of Internet, Broadcasting and Communication
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• 제13권1호
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• pp.11-19
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• 2021

The purpose of this study is to check whether the satisfaction of the R&D (Research & Development) project directly affects the R&D performance, and to find out whether the satisfaction with regional connectivity and the satisfaction with the R&D operation management significantly mediate the relationship that the satisfaction with the R&D project has on the R&D performance. In order to verify the research hypothesis on this, a total of 51 companies located in Jeollanam-do that actually conducted R&D research projects were surveyed and analyzed. In order to conduct an empirical study based on the collected questionnaire, a survey questionnaire related to the variables of the study model was composed based on a sample of 51 questionnaires. We used the SPSS program to verify the hypotheses in this study, and the hypotheses were verified by analyzing the validity, reliability, correlation, and deflection. As a result, there was a positive (+) significant relationship between R&D project satisfaction and R&D performance. In addition, it was found that the relationship between R&D project satisfaction and R&D performance was significantly mediated by the satisfaction with R&D regional connectivity and satisfaction with R&D project operation management.

• 정보처리학회논문지:컴퓨터 및 통신 시스템
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• 제7권7호
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• pp.165-174
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• 2018

본 연구는 R&D 프로세스 성숙도가 제품개발 성과에 미치는 영향을 확인하고, 그 과정에서 R&D 프로젝트 성과가 R&D 프로세스 성숙도와 제품개발 성과의 관계에서 매개역할을 하는지 검증하는데 목적이 있다. 본 연구목적의 실증분석을 위해 설정된 연구가설을 검증하기 위하여 R&D 업무를 수행하는 55개의 기업과 공공기관을 대상으로 R&D 업무와 관련된 131명의 인원에게 설문을 수집 분석하였다. 실증분석 방법으로 변수들과 요인들에 대한 신뢰성 및 타당성 검증, 상관관계분석을 진행하였고 R&D 프로세스 성숙도가 제품개발 성과에 미치는 영향에 대해서는 단순 다중회귀분석, R&D 프로젝트 성과의 매개효과에 대해서는 매개회귀분석을 SPSS 통계프로그램으로 분석하였다. 분석결과 R&D 프로세스 성숙도가 높을수록 제품개발 성과와 R&D 프로젝트 성과가 높아지는 것으로 나타났고, R&D 프로젝트 성과는 부분매개효과가 있음을 확인할 수 있었다. 이러한 연구결과를 기반으로 기업에서는 제품개발 성과를 향상시키기 위해서는 체계적인 R&D 프로세스의 수립과 운영이 필요하고, 기업 특성에 적합한 프로젝트관리 방법론의 개발이 중요하다는 결론을 제시하였다. 본 연구결과에서 정리된 R&D 프로세스 성숙도 및 R&D 프로젝트 성과, 제품개발 성과에 대한 실증분석 결과를 기업 경영에 실질적인 R&D 관리 방법론으로 활용한다면 기업의 연구개발 성과 향상에 기여할 것으로 기대된다.

• 기술혁신연구
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• 제18권1호
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• pp.75-98
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• 2010

본 연구는 정부의 대표적인 상용화 기술혁신정책인 산업기술개발사업의 성과에 영향을 미치는 요인을 분석함으로써 관련 정책결정자에게 정책적인 시사점을 주는데 목적이 있다. 이를 위해 2003년부터 2007년간 종료된 산업기술개발사업을 대상으로 정부가 중요하게 고려하는 정책요인별로 가설을 형성하였다. 사업을 수행한 주관기관의 유형(대기업, 중소기업, 벤처기업, 연구소, 대학)에 따라 R&D성과에 차이가 있는지, 산학연간의 협력 개발이 단독 개발에 비해 R&D성과가 나은지, 과제 참여기관 수와 R&D성과의 관계, 과제 총금액의 크기와 R&D성과의 관계, 과제 총금액에서 차지하는 민간 총투자금의 비중과 R&D성과의 관계 등을 검증하고 있다. R&D성과는 산업기술개발사업의 제1차적 성과물인 특허등록건수와 논문게재건수로 측정하였다. 포아송 회귀분석 결과, 기업이나 연구소에 비해 대학이 특허 및 논문 차원의 R&D성과가 높은 것으로 나타났으며, 벤처기업의 특허 성과는 중소기업의 특허성과에 비해 높은 것으로 나타났다. 산학연의 협력개발은 단독개발에 비해 대체적으로 R&D성과가 높고, 과제 총금액이 클수록 R&D성과가 높으며, 민간 총 투자금의 비중이 높을수록 대체적으로 R&D성과가 높은 것으로 나타났다. 과제 참여기관의 수와 R&D성과간의 역U자형 관계 가설은 지지되지 않았다.

• 한국IT서비스학회지
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• 제22권3호
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• pp.65-83
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• 2023

Due to the development of modern technology and the enlargement of industrial scale, the scale of many projects is expanding and the complexity is also increasing. Individual management of existing projects cannot effectively manage projects in this trend, and it is necessary to systematically manage the entire process from initiation to completion. Accordingly, the need for integrated management and life cycle management that can efficiently manage the entire project is emerging, and for this, a systematic project management system is also required. PMS enables efficient project management by linking business processes such as resource, schedule, scope, and output management of a project with separately separated infrastructure accordingly. In this paper, a research model was proposed to manage the project from the perspective of implementing integrated management and life cycle management, especially during R&D project execution, and to prove the mediating role between PMS and R&D project performance for this purpose. The proposed research model will be able to help companies and organizations that feel the need to implement integrated management and life cycle management and are preparing to build a PMS-type system or that have already been established to efficiently perform project management.

• 한국경영과학회지
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• 제19권1호
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• pp.123-144
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• 1994

This Study has empirically examined the relationship between the role of R & D project leaders and their team performance using data from 87 project teams in 6 R & d organizations. The results reveal that : 1) R & D project leaders play five different roles for performing their jobs-strategic plannar, team builder, gatekeeper, expert and champion : 2) all but the champion role of leaders are positively associated with project team performance unless they have too short team tenure to materialize their role efforts : 3) However, the relationship between the role of leaders and project team performance varies according to characteristics of their team and project tasks. More specifically, it becomes more important for leaders to focus on gatekeeping and championing roles as their team gats older. Team building role of leaders is more important for higher performance of relatively certain R & D projects, while for uncertain R & D projects gatekeeping role appears to be more important.

• 산업경영시스템학회지
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• 제44권4호
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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.

• 기술경영경제학회:학술대회논문집
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• 기술경영경제학회 2003년도 제23회 하계학술발표회 논문집
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• pp.108-115
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• 2003

Government R&D Project Management in Korea has had considerable difficulties because of the lack of project monitoring systems and insufficient communication. The National Program for Tera-level Nanodevices (TND Program) is a ten-year R&D program for commercialization in the area of nano technology. Collaboration and communication among the various participants such as business companies, universities, and government R&D institutes are key success factors in this R&D program. TND Program office has developed a Web-based project management system. This system consists of mostly four sub-management functions: (1) Milestones management of all R&D projects; (2) DR (Design Review) management as the mechanism for checking the performance against milestones; (3) Project activity management using the WBS (Work Breakdown Structure); (4) Budget management. Additionally, it also has many R&D supporting functions such as technology information bulletin board, community management, and visual summary of project progress and performance. This system is effective for monitoring research project as well as measuring project performance of the overall research program. This Web-based system has become the useful tool of R&D moving target mechanism and effective communication and collaboration tool. System features and adoption process of the system are also suggested.

• 한국경영과학회:학술대회논문집
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• 한국경영과학회 2007년도 추계학술대회 및 정기총회
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• pp.408-412
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• 2007

This paper presents, with some actual cases of employing clear case, as a R&D project configuration management tool, a new methodology for the evaluation and enhancement of project performance in R&D organization. This methodology enables you to forecast future results of the project with story telling skill, to innovate R&D project execution using the concept of Technology Supply Chain with global R&D human resources, to improve the performance of each development stage based on the voices of customer, and to enhance the quality of output and to minimize risk of project with timely positioning of R&D human resources.

• Journal of Information Technology Applications and Management
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• 제16권4호
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• pp.223-244
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• 2009

Defense R&D is an essential investment for the national security. Recently our nation has also begun to initiate a number of defense R&D projects. As a lot of fund and resources are allocated to these projects, we need to identify which projects to initiate and then how to manage these projects well. Though there have been a number of studies on R&D projects in commercial sector, there are only a few studies in defense R&D sector. Moreover, these existing defense R&D studies mainly deal with the former issues, which are occurring at the stage of project planing. We are more concerned with project management issues, such as how to manage projects that had already been evaluated to undertake at the planning stage. Specifically our study aims to identify project management factors leading to the success of defense R&D projects. Results of the empirical analysis indicate that management support, user-driven requirements management, and project planning capability are key elements for project performance.