• Journal of Information Technology Applications and Management
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• v.16 no.2
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• pp.121-133
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• 2009

Recently, as the importance of IT management is increasing, many companies have adopted ITSM(IT Service Management) as a solution to various IT management issues. In addition, some advanced companies are using 6 Sigma technique in their implementation of ITSM. The main purpose of this study is to analyze critical success factors of 6 Sigma in applying to the implementation of ITSM. For a case company, which is known to be successful in applying 6 sigma in its implementation of ITSM, six critical success factors were analyzed. The factors include leadership of CEO, capability and level of 6 Sigma belts, management of accurate data, building organizational systems, training and education, and evaluation and incentive. The results of the study are expected to be used as an useful information for companies to apply 6 Sigma in the implementation of ITSM.

• Journal of Information Technology Applications and Management
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• v.10 no.1
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• pp.61-70
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• 2003

Many enterprises have implemented packaged enterprise resource planning (ERP) solutions rather than system development on the promises of feasible strategic benefits. Typical feasible benefits include adoption of global standards and processes through a proven integrated system, continuous version upgrading by vendors, and thus the easiness of system maintenance. The objectives of this research are to identify what makes a post-implementation success of ERP system and to figure out the critical issues and factors for the successful upgrade of packaged ERP systems. This case study was conducted based on five different organizations that have experienced system upgrade implementation. Success factors of ERP system upgrade include (1) clear statement of upgrade goals, (2) good coordination and communication among the implementation partners, (3) thorough management of customization and maintenance history including documentation, (4) Planning of system requirements of higher version, and (5) redefinition of role between business departments and IT department.

• Journal of Construction Engineering and Project Management
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• v.6 no.1
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• pp.20-25
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• 2016

With the multitude of variables that may play a role in a company's Lean journey, it is becoming more understood that leadership plays a significant role in implementing lean principles on construction projects. The goal of this research is to investigate the relationship between leadership and Lean Construction implementation. The research uses a quantitative research in which a survey was conducted, followed by a statistical analysis to test the hypothesis. Through the statistical analysis of survey data, the research finds that there is positive relation between the level of transformational leadership and the effectiveness of lean implementation. When an organization is implementing organizational change like Lean, traits of leaders must not be underestimated. The study findings may contribute to the knowledge of lean construction leadership by bridging the gap between leadership and the effectiveness of lean implementation.

• Journal of Engineering Education Research
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• v.8 no.1
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• pp.99-112
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• 2005

Problem-Based Learning is focused, experiential learning organized around the investigation and resolution of messy, real-world problem. It is both a curriculum organizer and instructional strategy, two complementary processes. The PBL model developed in this study was composed the two components of Problem Design(curriculum organizer) and Problem Implementation(instructional strategy). The basic process of Problem Implementation Model were composed the 8 steps ; 1) the identification of problem, 2) the specification of problem, 3) the exploration and generation for solution, 4) the selecting of best idea, 5) the specific planning of best idea, 6) the implementation and realization, 7) the evaluation, 8) the applying and reflection.

• Journal of Information Technology Applications and Management
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• v.24 no.3
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• pp.23-49
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• 2017

This paper is part of the dissertation for an MSc in Project Management and Innovation of Strathclyde Business School The research aims at understanding how IT-SMEs (Small and Medium-sized Enterprises in Information Technology Business) implement and use Flexible Work Arrangements and Flexible Working Hours (FWH/FWA) in their organisations. In-depth interview data was collected from managers and business owners of 31 companies whose needs for Work-Life Balance varied. Results show that many factors positively influence IT-SMEs to use FWH/FWA. For example, customers and partners working at different work-hours, traffic congestions between home and office, and the general stereotype of IT personnel. However, the results also found several concerning factors that may hamper the success of FWH/FWA implementation. They include the inadequacy of management skills in tracking, monitoring, and assessing employee's real performance, contextual factors for Thai IT-SMEs, i.e. conflict resolution culture, IT people's protocol of communication exchanges, and shortcoming of technology infrastructure. The findings also show that many companies that had used FWA eventually stopped. Thus, a four-phase cyclical framework called PLIC (Purpose-Limitation-Implementation-Consequence) has been developed as an approach to FWH/FWA implementation.

• Proceedings of the Korean Institute of Information and Commucation Sciences Conference
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• 2014.05a
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• pp.734-737
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• 2014

With the advent of smart age, the concern on smart work has gradually increased in the situation that creative innovation capability has become one of the important elements in business competitiveness. Most domestic small and medium-sized businesses have partly introduced smart work system due to the lack of its recognition and understanding about a specific method to implement. Under the environment, it is essential to make standardization strategy and do systematic implementation for core technology which leads global market in order to secure the dominant position in smart work related technologies. Therefore, this paper suggests standardization items which lead global standard and implementation direction on standardization through analysing the current situation introducing smart work in small and medium-sized business and technology/standardization trends.

• Proceedings of the Korean Radioactive Waste Society Conference
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• 2008.05a
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• pp.22-22
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• 2008

• Proceedings of the Korean Radioactive Waste Society Conference
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• 2008.05a
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• pp.33-33
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• 2008

• Proceedings of the Korea Society of Design Studies Conference
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• 2001.10a
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• pp.47.2-47
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• 2001

• The Journal of Information Systems
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• v.22 no.1
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• pp.89-116
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• 2013

The influence factors on the development of information technology(IT) infrastructure for knowledge management(KM) were not empirically investigated and identified. This study empirically examines the relationships among strategic performance measurement systems(SPMS), organizational learning, the strategic alignment of business strategy with information systems(IS) strategy, which is the necessary condition to provide the kinds of knowledge required for the successful realization of business strategy, and the active construction of IT infrastructure for KM. This study demonstrates that SPMS directly affects the organizational learning, with which the members of an organization acquire the types of knowledge about strategic goals or objectives and the ways attaining these goals, and indirectly influences the IS strategic alignment through organizational learning. Thus, the alignment between business strategy and IS strategy can be facilitated and activated by the adoption and implementation of SPMS. According to the results of this study, it is observed that the IS strategic alignment and organizational learning positively affect the activation of the development of KM IT infrastructure in a firm. The results of this study also shows that the construction of KM IT infrastructure, which supports the realization of KM activities, such as knowledge creation, transfer and sharing, can enhance the strategic position of a firm, and the intensified competitiveness of a firm can lead to the improvement of performance.