• International Journal of Quality Innovation
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• v.9 no.1
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• pp.103-112
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• 2008

This paper presents a framework for implementing R&D project. Fundamental R&D investment process framework and success factors while considering risks and uncertainties of project will be described to illustrate an efficient and effective R&D management system in a firm.

• Knowledge Management Research
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• v.10 no.1
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• pp.53-70
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• 2009

This study empirically explored what promotes exploration, through a case analysis of a Korean SME (small and medium sized enterprise), based on the research framework which focuses on the identification and the selection of exploratory NPD (new product development) alternatives, and the accumulation of novel capabilities in new technology domains. The learning process of the exploratory NPD project described is as follows. The identification barrier of exploratory NPD project is relatively low. Constructive crisis is germane to selecting exploratory NPD alternatives and to enduring the long payback period. New separated R&D unit is likely to implement the exploratory NPD project. The length of the gestation period of the exploratory NPD project is related with the level of the conflict between old members and new members. This study identified several antecedents of the exploratory NPD project. Prior success promotes the identification process of the exploratory NPD projects. Constructive crisis is related with CEO's personal characteristics such as future oriented and proactive personality. The proactive involvement and persuasion of CEO are germane to reducing the conflict between old and new members and to the success of the exploratory NPD project. Based on the results, this study discusses several implications and future research directions.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.44 no.3
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• pp.214-229
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• 2021

There is an increasing need for complex and large projects to be carried out quickly. As the duration, size, and cost of the project increase, concerns about project failure are also rising. Finding factors that hinder the performance of an effective project and eliminating them in advance or controlling and managing them more effectively can be a more direct way to secure the success of the project. Previous studies have identified compositional dimensions that are classified according to attributes, covering the various obstacles that affect the success of the project through existing literature. It is a follow-up to previous research. Using DEMATEL techniques, we would like to propose to explore the appropriate measures that an entity and organization can take by identifying the causality between factors through cross-impact analysis of project disabilities and even presenting factors that may arise when they are identified. As a result of the analysis, according to the indicators to evaluate the importance, 8 factors were found to be relatively important factors, excluding the factors that Failure of project feasibility analysis and Technical environment change. In addition, 5 factors were found to be causative factors; Technical environment change, Unclarity project plan, Strategic consistency error, Inaccuracy of requirement definition, and Failure of project feasibility analysis. In contrast, the remaining 5 factors were found to be the result factors; Lack of benefits realization, Negative attitude of top management, Stakeholder conflict, Difficulty of process management, and Disturbance of communication.

• Proceedings of the Korea Society of Design Studies Conference
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• 1998.10a
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• pp.44-45
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• 1998

• International conference on construction engineering and project management
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• 2011.02a
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• pp.324-329
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• 2011

Significant decisions are made by the project team during the early planning phase of capital facility project developments. The preproject planning phase begins after a decision is made to proceed with a project concept and continues until the detail design stage. Many of the industry practitioners and researchers have recognized the importance of preproject planning and that inadequate early planning is one of the key factors affecting project success. Nevertheless, the preproject planning practices vary significantly for the construction industry in Taiwan and the quality of preproject planning relies heavily on individual project team's experience. This research sets out to benchmark the preproject planning practice for the building construction industry in Taiwan. From late 2007 to early 2010, the researchers collected information from a total of 92 building construction projects using questionnaire survey. The analysis results show that the surveyed projects with better preproject planning have better cost and schedule performances on average. It is recommended that project team spend more efforts in the preproject planning stage to have a better chance of achieving project success.

• Journal of the Korean Operations Research and Management Science Society
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• v.26 no.4
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• pp.1-21
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• 2001

The purpose of this stuffy is to derive critical success factors for ERP system implementation by integrating managerial, technical. human resource and organizational culture factors welch have been proposed as influencing factors for the performance of ERP system implementation in previous studios. Especially, this stuffy divides ERP system implementation process into preparation stave, implement stage and settle-down and stabilization stave, and then derives critical success factors in each stage. The data for empirical analysis of the research model are collected from 64 companies and the respondents for questionnaire consist of ERP system implementation project managers and user department managers in companies which have already operated it after ERP system installation. The main results of this study are as follows. First, it derives 27 success factors through comprehensive review of various factors which may affect ERP system implementation performance, and categorizes them into one of three stapes preparation stave, implement stage, and settle-down and stabilization stage. Second, the relationship between many success factors at each stave (preparation stave, implement stage, and settle-down and stabilization stave) and performance variables is tested. As a result, the significant correlations between many success factors at each stage and ERP system implementation performance are found, and the difference among success factors in the degree of influencing the system performance is significantly shown. finally, the relationship between process-oriented performance variables and result-oriented performance ones is tested. As a result, it is found that there is significant correlation between process-oriented performance variables except for one variable-project resource management appropriateness - and result-oriented performance ones. The theoretical contribution of this study is to derive a comprehensive model of critical success factors for implementing ERP system project from the system deve1opment life cycle perspective, and empirically test it through field survey with a wide range of data collection. And, the practical implication of this study is to present the desirable guidelines for performing ERP system implementation project successfully.

• Journal of Construction Engineering and Project Management
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• v.3 no.3
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• pp.42-48
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• 2013

Construction industry is considered as the most hazardous industry due to its unique nature. Safety and quality management are essential to control hazards and improve success in project implementation. This paper focuses on evaluating the crucial factors influencing safety and quality management in construction projects. In order to achieve this, the qualitative and quantitative approaches were used for data collection. The findings of this study reveal the crucial safety factors as management commitment, safety awareness of top management practices/ procedures/ reviews, and errors in judgement or carelessness. Project supervision, employee involvement/ altitude, and expertise knowledge/ training were considered as the crucial quality factors influencing safety and quality management. The study shows that safety and quality issues cannot be overlooked therefore proper implementation is paramount to achieve project success.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.10
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• pp.1071-1080
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• 2020

This study aims to explore the critical success factors of the Water Public-Private Partnership (PPP) Projects in developing country with evidence from Indonesia. We all know that water is a basic need and therefore it becomes very important for the governments especially in the developing countries to develop and formulate a comprehensive water policy to deliver and manage the water services in the most appropriate manner as well tackle several challenges such as budget and project efficiency. In this context, PPP is a promising scheme to address the water problems, hence it becomes important to reveal the success factors of water PPP projects. An Analytic Hierarchy Process (AHP) questionnaire built from delphi methods is used to capture the perception of the relevant stakeholders in relation to the success factors. The results of this study show the most critical success factors in PPP water projects is the support and acceptance of the stakeholders from the community, whereas the private and public entities are the the second and third important factors. These findings contribute to the success of the PPP stakeholders by enhancing the policy-making decision process and by executing the water policies to support the development of PPP in the Water Sector.

• Journal of Construction Engineering and Project Management
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• v.1 no.1
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• pp.25-30
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• 2011

With a focus on different aspects of PMIS in construction projects, various sets of critical success factors (CSFs) have been suggested in the literature such as IS Success Model by various researchers. It is crucial to explore the relative importance and groupings of these factors. This paper aims to identify CSFs associated with Project Management Information System (PMIS) in construction projects, and explore their ranking and underlying relationship. CSFs for PMIS identified through a literature review, and consolidated by interviews and pilot studies with professionals in construction industry. A questionnaire instrument was sent out to experienced users (Construction Manager and Constructor) in Korea, and 253 completed questionnaires were retrieved. To increase the generalizability of the results, the respondents were spread across construction site. Using factor analysis and considering the high importance of the factor, CSFs were grouped into three dimensions. All these three groupings and their relationship were included in a framework for successful PMIS in construction projects. These findings help to clarify what the high prioritized factors are, and could also be used as an assessment tool to evaluate the performance of PMIS and thus help to identify areas for improvement.

• International conference on construction engineering and project management
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• 2011.02a
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• pp.498-503
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• 2011

With a focus on different aspects of PMIS in construction projects, various sets of critical success factors (CSFs) have been suggested in the literature such as IS Success Model by various researchers. It is crucial to explore the relative importance and groupings of these factors. This paper aims to identify CSFs associated with Project Management Information System (PMIS) in construction projects, and explore their ranking and underlying relationship. CSFs for PMIS identified through a literature review, and consolidated by interviews and pilot studies with professionals in construction industry. A questionnaire instrument was sent out to experienced users (Construction Manager and Constructor) in Korea, and 253 completed questionnaires were retrieved. To increase the generalizability of the results, the respondents were spread across construction site. Using factor analysis and considering the high importance of the factor, CSFs were grouped into three dimensions. All these three groupings and their relationship were included in a framework for successful PMIS in construction projects. These findings help to clarify what the high prioritized factors are, and could also be used as an assessment tool to evaluate the performance of PMIS and thus help to identify areas for improvement.