• Journal of the Korea Institute of Military Science and Technology
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• v.12 no.3
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• pp.344-353
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• 2009

In this paper, I have proposed a design of process support system based on CMMI process which can support integrated management and repository for CMMI model processes. The system assists small organization to improve business process and offers institutionalized automatic environment to users for use of CMMI processes. The proposed system also can enhance quality and productivity of project by including features such as convenience of project management, planned project administration and steady process improvement.

• Proceedings of the KSR Conference
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• 2007.11a
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• pp.1824-1826
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• 2007

Since standardization project is composed of complicate system, such as vehicle, signal, electric power and railway, how to build management system of the project has influence on the success of the project for the first stage of the project. The computer system design tool supports to carry out requirement analysis, DB construction, and history and follow-up management efficiently. Therefore, the aim of this study is to investigate the method to optimize schema using computer system design tool.

• Korean Journal of Construction Engineering and Management
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• v.14 no.3
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• pp.12-21
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• 2013

Total Project Cost Management System(TPCMS) was introduced with the purpose of increasing the efficiency of cost control for public construction project in 1994. In this paper, general perception of participants of the public construction project on the TPCMS was examined, and the problems in implementing the TPCMS was figured out through expert interviews and survey. Then better ways to implement the system were drawn based on the problems. To effectively manage the cost of public construction project, basically project cost should be estimated accurately in planning stage and managed based on it to have a project complete within the budget. In addition, the cost need to be managed in more systematic ways in terms of data collection and analysis, and the autonomy in managing the project cost given to the project owner needs to be expanded. Most of all, proper budget should be provided to prevent a project from delay through setting the priority of projects and proper budget allocation based on the priority.

• Journal of the Korea Society of Computer and Information
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• v.24 no.10
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• pp.251-256
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• 2019

In this paper, we analyzed the business process and management characteristics of the university financial support project to define the function for the integrated information management system of the university financial support project. To this end, we reviewed the characteristic and business process of university financial support project and defined six common functions. In order to establish an integrated system applying the derived functions, the first things to be done need to standardize the business management system considering integration and to arrange the accounting regulations. Based on the functions and implications defined from this paper, we think that it will be helpful to design an integrated information management system for university financial support project.

• Industrial Engineering and Management Systems
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• v.16 no.1
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• pp.129-140
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• 2017

This research was conducted in order to solve the problem of selecting an operational strategy for projects in project-based organizations by designing a fuzzy expert system. In the current research, we first determined the contributing parameters in operational strategy of project-based organizations based on existing research literature and experts' opinion. Next, we divided them into two groups of model inputs and outputs and the rules governing them were determined by referring to research literature and educational instances. In order to integrate rules, the revised Ternary Grid (revised TG) and expert opinions were applied according to a hybrid algorithm. The Ultimate rules were provided in Fuzzy Inference System format (FIS). In this FIS, proper manufacturing decisions are recommended to the user based on selected competitive priority and also project properties. This paper is the first study in which rules and relations governing the parameters contributing operational strategy in project-based organizations are acquired in a guided integrated process and in the shape of an expert system. Using the decision support system presented in this research, managers of project-based organizations can easily become informed of proper manufacturing decisions in proportion with selected competitive priority and project properties; and also be ensured that theoretical background and past experiences are considered.

• Journal of the Korean Society for Railway
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• v.9 no.4 s.35
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• pp.482-486
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• 2006

The Systems Engineering Management Plan (SEMP) is the primary, top level technical management document for the integration of all engineering activities at the project plan phase. This document defined the activities to plan, control, and perform overall engineering integration. To develop the SEMP for Railway Safety System, several standards are reviewed and analyzed. And then a common requirement for SEMP preparation is derived from the results of analysis. Also, the SEMP example available practically applies to Railway Safety System. In particular, The SEMP focused on controling technical program management has been organized so far, but in this study the detailed contents of SEMP put stress on project management is derived. And it is related to each other between project management and technical engineering management. At the end, to continuously manage the items and contents of the SEMP, a database management and an automatic document generation system is presented using Computer-Aided Systems Engineering (CASE) tool.

• Journal of Korean Society for Quality Management
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• v.44 no.3
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• pp.639-648
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• 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.

• Proceedings of the KSME Conference
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• 2001.06c
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• pp.357-360
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• 2001

Design Engineering Group, LG Production engineering Research Center has been developing The Integrated Design Environment enabling engineering design task with ease, speedy and accurate for several years targeting the design departments in LG Electronics. $ezDesign^{(R)}$ System is consisted by Engineering Database Management, Engineering Knowledge Management, 3D Design Application, Design Evaluation Method and Project Management. Engineering Database Management manage the design information effectively. Engineering Knowledge Management takes control of design knowledge from design engineering activity systematically. It is possible for the engineering designer to utilized 3D CAD easily by 3D Design Application. Design Evaluation Method can evaluate several design alternatives synthetically. In Project management System, Designer can simulate the project schedule and cost. In this report, We will introduce how design process can be innovated by way of $ezDesign^{(R)}$ System.

• International conference on construction engineering and project management
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• 2009.05a
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• pp.1548-1552
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• 2009

In the construction industry, IT has been an alternative for the enhancement of productivity and technical advances through a paradigm shift. While it has been recognized that the IT system will have a substantial influence on the industry, a quantitative valuation has been very limited. This paper has chosen EVMS (Earned Value Management System), which supports the integrated management of cost and schedule by utilizing IT tools, and which is the largest trend in the construction IT industry in Korea, in order to suggest an analysis model for the valuation of IT. The CVM (Contingent Valuation Method) is used to quantitatively measure intangible value of IT application. Then, a valuation and analysis model were suggested for the quantitative valuation of the effect of IT adoption. In terms of willingness to pay for EVMS, the expected benefits from the adoption of EVMS were US$ 584.52 per man annually. This research should be helpful for construction companies evaluating their investment to Project Management Information System.

• Korean Journal of Construction Engineering and Management
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• v.3 no.4 s.12
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• pp.139-144
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• 2002

Management of today's dynamic projects requires a shift of focus from product to process. The purpose of traditional project controls is to conform performance to plan. The purpose of lean project controls is to make the best possible choices at each point in time during the course of the project, as well as contributing knowledge to the parent organizations so they can learn from project experience. The Lean Construction Institute(LCI) proposed the Last Planner System(LPS) capable of accomplishing that purpose, principally through controlling the quality of planning and of management processes themselves, as distinct from concentrating exclusively on project performance. The case project was a pilot project for the implementation of the Last Planner. Consequently, the coordination of the work on this project was extremely successful. The project had its share of challenges. The coordination did not prevent design problems, or supplier errors, but helped the team deal with the problems effectively while maintaining the work flow. The last planner helped the contractors know: a) who will be doing what and where, b) what each one needs from the others, and c) what are the project priorities. The system itself created a more collaborative environment, because it 'demands' that the subcontractors address these issues.