• 한국경영과학회지
• /
• 제17권2호
• /
• pp.53-90
• /
• 1992

THis study examines a contingency relationship between task uncertainty and structure of project teams in conjunction with the leader-member communication patterns. Multivariate analyses are used to analyze the data from 63 R & D project teams of research laboratory in a large manufacturing corporation. Major findings for this study can be summarized as follows. First, project teams with an organic structure are found to yield high performance when task uncertainty is high, while project teams with a mechanistic structure achieve high performance when their tasks are relatively certain. Second, patterns of leader-member comunication are significantly associated with both task uncertainty and structural characteristics of project teams. This implies that leaders of project teams communicate with their members in more conslutative manner when their tasks are uncertain or when their team structure exhibits organic characteristics. Finally, task uncertainty playus a significant moderating role in the relationship between consultative communication patterns and performance of project teams. Based upon these findings, this study offers several theoretical, practical, and methodological implications.

• Journal of Information Technology Applications and Management
• /
• 제13권2호
• /
• pp.145-162
• /
• 2006

Despite the careful attention paid by managers and researchers to the effective administration of the S/W Development Project, there are cases where the project goes over-budget or misses deadlines. Existing research blames these problems on task complexity or mismanagement. In order to verify the results that varied according to the fitness between the Task Characteristics and the Project Management Types, a contingency model was employed. The verification of the contingency model demonstrated that the greater the task complexity, the greater the effectiveness of the project coordination, and the lesser the task complexity, the greater the effectiveness of project control. This research is theoretically important in that it develops a composite model to verify the relation between the three factors of Task Characteristics, Project Management Types, and Project Performance that compose the S/W Development Project.

• 품질경영학회지
• /
• 제45권2호
• /
• pp.247-260
• /
• 2017

Purpose: The study is aimed to identify the national cultural dimensions that are affecting the quality management (QM) maturity level and the project quality performance, and analyze their relationships. Methods: This study collected the data of QM Maturity level based on Crosby's QM maturity model and the project quality performance using the Iron Triangle (Quality, Time/Schedule and Cost) from the employees who are participating in the ITER Project across the major 8 countries (China, France, Italy, Japan, Korea, Russia, U.K. and U.S.A.). Three research hypotheses are proposed concerning the national cultural dimensions in this study and Hofstede's five cultural dimensions framework are used for the statistical test. Results: The results are two folds in the study: First, there is a significant positive correlation between the QM maturity level and the project quality performance. Second, three cultural dimensions (Collectivism, Large Power Distance and Strong Uncertainty Avoidance) and five cultural dimensions (Collectivism, Large Power Distance, Strong Uncertainty Avoidance, Feminity and Long Term Orientation) have a positive impact on the QM maturity level and the project quality performance respectively. Conclusion: From the results, the understanding and consideration of the culture difference among the countries participating International Collaboration R&D project are recommended.

• 한국컴퓨터정보학회논문지
• /
• 제26권7호
• /
• pp.103-108
• /
• 2021

본 연구는 국내 건설산업의 현장프로젝트조직 사업 참여자를 대상으로 프로젝트 참여자 간 통제유형에 따라 유대 강도와 현장프로젝트 성과에 어떠한 영향을 주는지를 살펴보고자 하는 실증연구이다. 본 연구에서는 산출통제(Output Control), 과정통제(Process Control), 현장프로젝트 사업참여자간 유대강도가 현장프로젝트성과에 어떠한 유의한 영향을 미치며 또한 한국 건설산업의 현장프로젝트조직만이 가지는 특징을 실증분석을 통하여 알아보고자 하였다. 실증분석결과 산출통제(Output Control)는 사업참여자 간 유대강도와 과정통제(Process Control)에 유의한 영향을 주며 유대강도는 과정통제(Process Control)와 현장프로젝트 성과에 유의한 영향을 주었으며 과정통제(Process Control) 역시 현장프로젝트 성과에 유의한 영향을 미치는 것으로 나타났다.

• 한국IT서비스학회지
• /
• 제8권3호
• /
• pp.83-100
• /
• 2009

Even though the success of the information system (IS) protect becomes a critical issue to an enterprise and there has been a lot of research about finding critical success factors of IS projects, the scope management for the success of IS protect has received little attention in the literature. The purpose of this research is to investigate the effects of the project scope management activities defined by PMI (Project Management Institute) on the performance of the information system project. The focus of this paper is on the project supplier's point of view. This study shows the priority of the scope management activities during the IS Project. The results show the different results depending on the types of the project clients and the project scale. This research reveals that the scope verification is important for the project supplier from the project process view, and that the scope planning/definition is important for the protect client from the project result view. It also shows different results comparing to the conventional recognition about project success. The research results show that the positive relationships between the project scale and the importance of scope management activities, and between the familiarity of suppliers and clients and the importance of the scope management activities. Through this research, we expect that the importance of the scope management in a project will be considered as an important issue, and that this research will lead to various detailed research about this issue.

• 한국산학기술학회논문지
• /
• 제21권1호
• /
• pp.70-80
• /
• 2020

본 연구는 R&D 프로젝트 관리자의 리더십이 제품개발성과에 미치는 영향력을 밝히는데 목적을 갖고 프로젝트관리 R&D업무와 관련된 전문가집단(제조, 건설 엔지니어링, 조선, 플랜트, 정보통신)분야 175명을 대상으로 실증 조사하였다. 조사결과를 보면 R&D 프로젝트 관리자의 리더십이 제품 개발 성과에 미치는 영향은 유의하지 않은 것으로 나타났으며 프로젝트 스폰서 역할의 매개효과는 유의적인 것으로 나타났다. 이는 다양한 전문분야별 전문가의 참여로 구성되는 프로젝트에 있어 집단 간 복잡한 관계와 역할에 따른 효율적인 통제와 관리가 요구되는 리더의 리더십이 중요함을 나타낸 것을 의미한다. 리더의 효율적인 리더십에 의해 조직 내 구성원들의 협력과 제한된 시간 내 핵심역량의 결집을 통해 성과를 높일 수 있음을 시사한 것으로 평가할 수 있다. 종합하면 본 연구의 핵심 결과는 프로젝트 관리자의 리더십 극대화를 위해 프로젝트 스폰서의 역할증진을 위해 프로젝트 리더와 관련된 매개적 역할을 적극적으로 수행해야 함을 의미하고 프로젝트 스폰서의 매개역할은 프로젝트 관리자의 리더십에 영향을 줌으로 프로젝트 관리자의 리더십에 영향을 미쳐 최종적으로 프로젝트 성과 품질에 영향을 끼치는 것으로 요약할 수 있다.

• 한국IT서비스학회지
• /
• 제18권5호
• /
• pp.209-224
• /
• 2019

When evaluating the performance of a NPD(New Product Development) project, it is common to evaluate the project performance according to the achievement of the planned goal in terms of time, quality and cost management, which are usually three main constraints of the project. The evaluation of the financial factors by which sales contributed to the return of the company is more influential. This is why companies need to increase sales and raise profits. Therefore, it is more reasonable to evaluate the sales performance of NPD projects over a certain period of time against the input costs. At this time, we can analyze the causes of inefficient projects and compare them with other projects and find out how to improve the sales performance to help the company increase its competitiveness. In this paper, we analyze the relative efficiency of the sales performance on the input of the projects by using the actual sales in the period of one year after mass production of the NPD projects of 'S' company in ICT industry. Input factors include developer resource and development cost for the NPD reported after the project has been completed, the delay weeks for the schedule targeted at the project planning stage, and the number of quality issues due to development design faults during initial mass-production. The sales figure and the contribution margin of the product after one year from the start of mass production are defined as the output factors. In this paper, we analyze the efficiency of the projects by using data envelope analysis (DEA). As a result, we found out the reason of the inefficient project of DMUs according to the differences in the characteristics of the efficient and inefficient B2B markets based on the result of DEA of NPD projects. Thus, the goal of this paper is to identify strategies for improving sales performance of NPD projects in inefficient markets.

• 산업경영시스템학회지
• /
• 제46권3호
• /
• pp.231-240
• /
• 2023

This empirical analysis investigates the impact of consultant competency and project manager (PM) competency on business performance. Two hundred and twenty four chief executive officers and executive members at small and medium sized firms in the manufacturing sector were surveyed, yielding several outcomes. First, consultant competency positively affects consulting performance. Second, consultant competency positively affects business performance. Third, PM competency does not have a significant influence on consulting performance. Fourth, PM competency does not have a significant impact on business performance. Fifth, consulting performance does not have a significant effect on business performance. Finally, regarding the mediation effect of consulting performance on the influence of consultant competency and PM competency on business performance, consulting performance had no significant impact. Thus, expertise and insight are crucial for a consulting business to enable the growth of professional consultants. Furthermore, this study is expected to enhance the consulting performance of small and medium sized manufacturing firms by providing useful data to consultants and project managers when carrying out consulting projects.

• 한국건설관리학회논문집
• /
• 제3권4호
• /
• pp.139-144
• /
• 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.

• 대한공업교육학회지
• /
• 제43권2호
• /
• pp.61-78
• /
• 2018

이 연구는 교원의 보직 유무에 따른 중소기업특성화고 인력양성사업의 성과 목표에 대한 중요 정도와 수행 정도를 비교하고, IPA기법을 통해 두 집단의 성과 목표에 대한 우선순위 차이를 비교하고자 하였다. 이를 위해 설정한 연구 문제는 다음과 같다. 첫째, 교원의 보직 유무에 따른 중소기업특성화고 인력양성사업의 성과 목표에 대한 중요 정도의 차이는 어떠한가? 둘째, 교원의 보직 유무에 따른 중소기업특성화고 인력양성사업의 성과 목표에 대한 수행 정도의 차이는 어떠한가? 셋째, 교원의 보직 유무에 따른 중소기업특성화고 인력양성사업의 성과 목표에 대한 우선순위의 차이는 어떠한가? 이 연구를 통해 얻어진 결론은 다음과 같다. 첫째, 보직 유무와 관계없이 교원들이 가장 중요하게 인식하는 중소기업 특성화고 인력양성사업의 성과 목표는 '취업역량강화' 영역의 '학생의 현장적응력 제고'인 것으로 나타났다. 둘째, 보직 유무와 관계없이 교원들이 수행 정도가 높다고 인식하는 중소기업 특성화고 인력양성사업의 성과 목표는 '취업연계'영역의 '중소기업 취업 기회 확대'인 것으로 나타났다. 셋째, 중소기업특성화고 인력양성사업 성과 목표에서 우선순위를 두어야할 영역에 대해 교원의 보직 유무와 관계없이 '중소기업 특성화고 마인드 제고'영역의 '중소기업에 대한 교원의 이해 증진', '특성화고에 대한 중소기업의 이해 증진'의 우선순위가 높은 것으로 나타났다.