• Proceedings of the KIEE Conference
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• 1996.07c
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• pp.1787-1790
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• 1996

• Korean Management Science Review
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• v.16 no.2
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• pp.13-32
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• 1999

Concurrent Engineering is one of the information-based product development approach. Yet, the method of organizing the project team for the concurrent engineering is not clear. This study focuses on deriving a method to organize an information-based project team. The model consists of 4 layers : IT infrastructure, organization of the information-based project team, operation of the project team, an organization culture. Based on an analysis of new product development case, this study attempts to verify the model and to suggest more effective way of organization design and management for new product development.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.43 no.3
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• pp.216-227
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• 2020

The purpose of this paper is to identify a relative importance and priority of the factors of Competencies of project team member. It aims to present the differential competency factors from a differentiated perspective by applying the Leadership Development Questionnaire, which is the competency dimension required for manager, to team member. (1) Background: The diverse needs of customers and companies, and the uncertainty, complexity, ambiguity, and volatility of the environment surrounding the company in the era of the Fourth Industrial Revolution threaten the survival of company. In this respect, companies should implement the project management approach and strive to increase the capabilities of each team member. (2) Methods: AHP method was used to prioritize which factors were considered more importance level and the gap of relative importance level between project manager group and team members group. (3) Results: In the analysis of the relative importance of the upper class, weights were derived in the order of managerial competence, intellectual competence, and emotional competence. The sub-factor that respondents prioritize was communication as the 1st priority, and it was analyzed in the order of strategic perspective, achieving, critical analysis and judgement, and vision and imagination. There were some differences in the ranking of the relative importance of achieving and vision and imagination attributes between the PM group and TM group, it was analyzed that there was no significant difference overall. (4) Implications: The results of this study confirmed the recognition that team members are required to have the same competencies as the project manager. And based on the priorities of the competencies required of team members, companies are expected to cultivate professional and competent team members, and expand the roles and authority of team members so that they can actively carry out projects.

• Journal of Korea Technology Innovation Society
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• v.10 no.2
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• pp.206-229
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• 2007

This study draws on a sociopolitical perspective to investigate the possible impact of champion leadership by project leaders on project viability(resource supply and organizational support) and team members' team efficacy by analyzing the empirical data of 92 ongoing projects collected from 22 public and private R&D institutes in the electronics, telecommunication, machinery, and chemical industries. Results revealed that higher level of project championing by project leader tended to positively related to a high level of organizational support and resource supply. It was also found that teams members who experienced higher level of project championing by project leader tended to have higher team efficacy. Furthermore, project type and innovative climate moderate the champion leadership-project performance relationships. The results found in this study offer several theoretical and managerial implications. First, champion leadership by project leaders is quite helpful to get more moral support and legitimacy of the organization for the project, and thus for acquisition of more tangible and intangible resources required for successful implementation of the R&D project. Champion leadership by project leaders also impacts the morale and self-confidence of the team members. Project leaders gives a sense of purpose and meaning to project members by actively and enthusiastically promoting the project, and by expressing confidence in team members' capabilities to perform a given task. In addition, his or her soliciting assistance and additional resources can contribute the building the confidence of members that the project can be performed well. Second, the relationship between champion leadership and project performances is context-specific (i.e., project type and innovative climate). This study is one of the few to have tested the moderating effects between champion leadership and project performances with a empirical research design. This study extends the current knowledge on champion leadership in the innovation process by generalizing their importance in R&D projects to a new industrializing context, Korea, and further sheds light on the contingent relationship between champion leadership and project performances in the innovation process. Based on these findings, some areas for future research are discussed.

• Journal of the Korean Society of Clothing and Textiles
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• v.45 no.2
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• pp.271-284
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• 2021

This study presents the educational utility of blended learning by analyzing the effectiveness of learning after class by blending team project learning and smart device app-based learning methods. Qualitative analysis and survey analysis were conducted and the results were as follows. First, team project activities based on task resolution were conducted freely through detailed activities such as sharing roles, planning meetings, and coordinating opinions. Team activities were carried out with respect and consideration, team member bonding, and a sense of responsibility. Second, the smart device app is recognized as a medium for work and communication, and fast feedback has been made, making it highly impactful on classroom activities. Third, in terms of learning satisfaction, most learners showed an interest in the course and were satisfied with the project results. The smart device app was used as a learning and communication medium for personal and team activities and was analyzed as a blended method applicable to classes that conduct practical activities as an efficient tool to further activate project activities.

• International conference on construction engineering and project management
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• 2013.01a
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• pp.338-343
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• 2013

Integrated Project Delivery (IPD) as a delivery method fully capitalizes on an integrated project team that takes advantage of the knowledge of all team members to maximize project outcomes. IPD is currently the highest form of collaboration available because all three core project stakeholders, owner, designer and contractor, are aligned to the same purpose. Compared with traditional project delivery approaches such as Design-Bid-Build (DBB), Design-Build (DB), and CM at-Risk, IPD is distinguished in that it eliminates the adversarial nature of the business by encouraging transparency, open communication, honesty and collaboration among all project stakeholders. The team appropriately shares the project risk and reward. Sharing reward is easy, while it is hard to fairly share a failure. So the compensation structure and the contingency in IPD are very different from those in traditional delivery methods and they are expected to encourage motivation, inspiration and creativity of all project stakeholders to achieve project success. This paper investigates the compensation structure in IPD and provides a method to determine the proper level of contingency allocation to reduce the risk of cost overrun. It also proposes a method in which contingency could be used as a functional monetary incentive when established to produce the desired level of collaboration in IPD. Based on the compensation structure scenario discovered, a probabilistic contingency calculation model was created by evaluating the random nature of changes and various risk drivers. The model can be used by the IPD team to forecast the probability of the cost overrun and equip the IPD team with confidence to really enjoy the benefits of collaborative team work.

• The Journal of Korean Association of Computer Education
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• v.6 no.4
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• pp.195-207
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• 2003

The Seventh Curriculum uses not only individual assessment but also team assessment method that organizes and solves assignments by team unit. It also helps students to learn cooperation and responsibility and share the ideas and process of the team project with other students through class presentation. It is also cooperative learning which is performed by several students together. Therefore, the assessment of team project is required to synthetically assess the performance process not the itself. This thesis will examine the actual problems about team project assessment and analyze related literatures. Then, this study designs and implements a practical system which alleviates the burden of teachers in charge of a team project assessment and improves reliability and validity in assessing team projects through multilateral assessment aiming at process as well as result objectives.

• Journal of Digital Convergence
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• v.14 no.10
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• pp.183-193
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• 2016

Recently, collaborations through MCS use in team projects are frequently conducted. This study developed a research model to examine the impact of collaboration through MCS on project performance. Team commitment and team trust regarded as the key drivers of enhancing project performance. Moreover, we also investigated the effect of usefulness of MCS on project performance. We posit ubiquity, polychronic use, and ease of use as the key antecedents of usefulness of MCS. The proposed theoretical framework was tested by using survey data collected from 116 university students who have rich experience with collaboration through MCS. PLS was employed for the analysis of the data. The analysis results showed that team trust significantly influences team commitment and project performance, respectively. However, usefulness of MCS is not significantly related to team commitment, while it play a prominent role in enhancing project performance. The results reveals that ease of use has a significant effect on usefulness of MCS, whereas ubiquity and polychronic use are not significantly related to it. From theoretical and practical perspective, this paper can provide in-depth knowledge of the effects of collaboration via MCS on project performance.

• Proceedings of the SAREK Conference
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• 2004.11a
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• pp.28-28
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• 2004

• Proceedings of the KIEE Conference
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• 1998.07e
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• pp.1574-1577
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• 1998