• 시스템엔지니어링학술지
• /
• 제8권2호
• /
• pp.27-36
• /
• 2012

In modern systems, the operational capability of the system to the user needs is expanding rapidly to accommodate the size of the system, functionality, and interfaces are becoming increasingly complex. Accordingly, the systematic practice of project management and systems engineering in the system development process, as an important element in successful systems development is recognized. EIA/ANSI 632, ISO/IEC15288, the leading international standard for systems engineering and is the leading international standard on project management PMBOK. CMMI is also contains information about the activities of project management and systems engineering and worldwide basis to assess the maturity of an organization's ability to develop system being used. But CMMI model is too complex of structure and there are many overlap parts of contents. So there are many problems for members of organization understanding all of CMMI model, applying organization and, achieving improvement activity. In this study, through the analysis and integration between the model and the related standard coverage activities essential for successful systems development in organizations that require systems engineering and project management capabilities(SEPMC) for self-assessment and continuous improvement activities to provide useful reference guideline.

• 한국엔터테인먼트산업학회논문지
• /
• 제13권8호
• /
• pp.457-467
• /
• 2019

본 연구에서는 예비유아교사가 학습자중심 교사교육을 통해 배워가는 학습경험과정과 그 학습경험이 그들에게 주는 의미를 통해 그 가치를 파악하는데 목적이 있다. 특히 유아교육 접근법 중 하나인 프로젝트 접근법 이론을 학습하고 직접 실행해 보는 학습경험을 살펴보기 위해 완전한 참여자로서 참여관찰, 개인면담 및 개인성찰일지, 활동 보고서 등의 정보를 수집하여 분석하였다. 예비유아교사들의 프로젝트 학습경험과정의 의미는 본인 관심으로 시작된 문제를 해결해 가는 중 유목적적인 실행을 통해 학습에 몰입하였으며, 자신이 경험한 학습의 기쁨을 타인과 공유하고 싶어 했다. 그리고 행위와 사고의 주체자로서 자신을 인식하며 이러한 학습경험을 토대로 자신의 학습활동에 집중할 수 있는 것으로 나타났다. 또한, 프로젝트 이론과 실행이 동시적으로 진행되어 프로젝트를 내면화하는 데 도움이 되었으며, 실제 상황의 경험을 통해 프로젝트의 변형 가능성을 체득하게 되었다. 종합해보면, 프로젝트 접근법은 예비교사에게 이론적 지식을 습득하게 하는 것뿐만 아니라, 학습의 주체로서의 경험을 통해 반성적 사고를 하고 실천적 지식을 형성할 수 있도록 한다는 가치를 확인할 수 있었다는 것에 의의가 있다. 따라서 예비교사를 교육하는 한 방안으로써 프로젝트 접근법에 대한 논의가 중점적으로 이루어질 필요가 있음을 시사한다.

• 천문학회보
• /
• 제39권2호
• /
• pp.116.1-116.1
• /
• 2014

Korea officially joined the ALMA (Atacama Large Millimeter/submillimeter Array) project on August 17, 2014. Korea was allowed to apply for the Cycle 2 call-for-proposal before joining the project. Korea submitted 17 proposals, and 4 of them were selected as high-priority. The fund of an 11-year Korean ALMA project in the KASI (Korea Astronomy and Space Science Institute) was approved. The project team formulated an ARC (ALMA Regional Center) node at the KASI and already started its supporting activities for the Korean Astronomical Society. The team also set up a future development plan for ASTE (Atacama Submillimeter Telescope Experiment) and ALMA. A couple of engineers are now doing concept design of a multi-beam receiver system for the ASTE, Because of the ALMA participation, Korea could also access open-use time of ASTE and Mopra telescopes organized by Japan. As of this writing, EACOA (East Asia Core Observatories Association) is now under discussion on making an organization called "East Asian Observatory" and the possible operation of JCMT (James Clerk Maxwell Telescope). I will briefly mention the future prospect of these activities.

• 한국실천공학교육학회논문지
• /
• 제3권1호
• /
• pp.110-118
• /
• 2011

This paper suggests a realistic, business engineers' model based on Coop projects run by regional universities or colleges, in which students must meet the guidelines for engineering design that ABEEK requires. Many of current activities such as Coop programs and Internships aimed for engineering majored-undergraduates have notled them either to a satisfactory level of business skill at entrepreneur side, or to their higher chance of employment opportunities. Under the circumstances like this, we need a revised version of Coop activities: for example, launching a project that will be fully supported intrust by both sides, and thus improving students' business skill while they are working on that project. We demonstrate in this study how students have greatly improved their business skill through a model project that was planned by a working group, was successfully carried out on real job positions, and many of the students in the working group were job-offered finally as this new model suggested.

• 품질경영학회지
• /
• 제38권4호
• /
• pp.531-539
• /
• 2010

Mega-Y project is very important for a company to gain a competitive advantage in markets or to achieve drastic change in the internal processes. It stems from the company strategy and annual management goals or key performance measures, and is proceeded by the cross-functional team. This paper presents the success factors and implementation process of the Mega-Y projects. The implementation process is presented in 5 steps, including project selection, cross-functional team building, establishment of the master plan, development and execution of sub-projects, and project completion. A case study on the cost reduction project of aircraft development is presented to help for the practitioners to deploy the implementation process introduced in this paper.

• 산업경영시스템학회지
• /
• 제35권4호
• /
• pp.133-141
• /
• 2012

Virtual project organization may be recognized as one of the promising business models in which many knowledge sources externalize through cross boundaries of knowledge-based organizations. This paper proposes a knowledge competence evaluation of virtual project organization based on the following perspectives: 1) Individual knowledge perspective, 2) Activity-oriented knowledge perspective, and 3) Knowledge-driven social network perspective. In the framework, individual knowledge competence having experienced or learned from knowledge-based activities and virtual networks in the project, should be evaluated according to the assumption that knowledge and collaboration competence depends on the activities and networks acquired proportionally by the past participation to projects. An illustrative SI example is given in order to validate the proposed evaluation and computing procedure.

• 국제학술발표논문집
• /
• The 2th International Conference on Construction Engineering and Project Management
• /
• pp.179-185
• /
• 2007

• KIEAE Journal
• /
• 제11권4호
• /
• pp.37-45
• /
• 2011

In order to have better understanding of the concept and meaning of soundscape, it is very important to consider entirely the objectives, activities, historical development processes and accomplishments of world soundscape project leading by R. Murray Schafer. Therefore, the ultimate purpose of this study is to inquire into the concrete development processes and practical activities of the soundscape in order to correspond to Schafer's conception of a tuning of the world. The establishment of WSP is based on noise pollution, listening attitudes and noisy music. Schafer formulated 5 types of item as a target, and wrote down concrete activities to achieve the goals. Especially, he devised the conceptual, educational, political and social strategies as the practical strategies of WSP. It is obtained various products by the activities of WSP from the planning starting year in 1969 to the stagnation period in 1979. That is, there are the social survey on noise-vancouver 1969, the book of noise, Okeanos, a study of community noise by-laws in canada 1972, the music of the environment, the vancouver soundscape, european sound diary, five village soundscapes, handbook for acoustic ecology and so on. The research activities of WSP arouse inspiration in many people interested in sound. Specially, it is emphasized the importance of increasing for their social roles in order to more actively improve and create the quality of sound environment. Also, it shows us the directions on how to lead our furture sound.

• 한국IT서비스학회지
• /
• 제17권3호
• /
• pp.117-138
• /
• 2018

The purpose of this study is to empirically analyze the relationships between the Boundary Spanning Activities (BSA) of project team and system performance in ERP system development projects. We could theoretically classify the BSA in the ERP development projects into five categories on the basis of existing studies on the BSA in the research fields of organization theory, new product development, and information systems development. These five categories are 'Ambassador' activities, 'Task-coordinator' activities, 'Scout' activities, 'Sentry' activities and 'Guard' activities. And the relationship between the implementation level of activities included in each category and the project performance (system usage and users' satisfaction) was hypothesized with respect to five BSA categories. In order to test the hypotheses, we conducted on/offline survey of the participants who were involved in the ERP system development projects, and received 345 valid responses. The unit of analysis was the project team, and the total number of teams that survey participants belonged to were 103 ones. The Structural Equation Model Analysis using the SMART PLS 3.0 was applied to statistically testing the hypotheses. The results showed that 10 hypotheses among 12 hypotheses could be supported. The theoretical implications of this study can be summarized as following; first, redefining and categorizing the BSA (Boundary Spanning Activities) in the ERP system development projects, secondly, deriving measurement indicators of the implementation level for each BSA category and statistically proving the validity and the reliability of them, and finally, suggesting the theoretical background of expanding the management area of ERP systems development projects. Furthermore, the practical implication of this study is that concrete BSA items which are empirically derived can be utilized as effective guidelines for successfully implementing the BSA in the process of managing the ERP system development projects.

• 품질경영학회지
• /
• 제44권3호
• /
• pp.639-648
• /
• 2016

Purpose: Existing precedent studies include success factors of individual management innovation activities constantly. However, those studies have limitations about the common key success factors of individual management innovation activities. Methods: For this study, we investigate the key success factors using literature research of the most typical management innovation activities adopted and implemented by many companies in Korea, such as 6sigma, TQM, Lean 6sigma, ERP, TPM, BPR, Project Management, System Engineering. Factors emerging repeatedly was combined into common factors and inherent factors that are necessary for the success of individual management innovation activities are designated to essential factors. Results: 'Essential factors for Six Sigma' consist of 5 items. Black belt operating system, personnel management system linkage, the correct management of the data, perform improvement projects associated with financial performance financial result, linked to financial performance improvement project, project progress management. 'Essential factors of TQM' are arranged 4 items. Quality team's independence and role, goal-setting, Quality Information System, corporate's philosophy of quality first. 'Essential factors of Lean Six Sigma' are the selection of value stream which is based on the customer needs and the value creation and identify the project based on the selected value in the company. 'Essential factors of ERP' are investigated 6 items. Ongoing system maintenance and upgrades, the measurement and support of user satisfaction, the operating systems and the policies for the maintenance, IT infrastructure, change adaption condition monitoring, focusing on improving business performance. 'Essential factors for TPM' are arranged 4 items. Motivated and energetic Bottom-Up, CEO's recognition of the importance facility management, long-term perspective of necessity and ongoing patience. 'Essential factors for BPR' are the pursuit of change process and the staff's sense of crisis management. 'Essential factors for Project Management' are the strategy that reduce the risk management skills through risk management and the understanding and organized management for the project participant's needs. 'Essential factors for System Engineering' consist of 2 items. The first is the design for the best balanced system with pre-analysis about the compromise the cost, schedule and the performance. The second is the analysis of large problem into small problems which can solved. We have found the solution considering components of the interface through the systematic perspective. Conclusion: Common factors and essential factors presented in this study will properly help to introduce the individual management innovation activities for the each business sector and implement management innovation. After this study, new literature research that reflect new studies should accomplish steadily.