• Journal of Digital Convergence
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• v.7 no.1
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• pp.111-123
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• 2009

IT projects need engineers with various backgrounds to cooperate to build an IT system that satisfy the requirements of users given a limited expense and time. Such diversity of team members and the complexity of task naturally involve considerable amount of conflict among team members. High level of conflict among team members is known to be detrimental to the performance of the team. The purpose of this study is to examine the reasons for conflicts among team members in IT projects and to check how the level of conflict affects the performance of a project and the satisfaction of the members of the project team. To test the relationship, a survey on 166 participants in IT projects was conducted. The reasons for conflicts in IT projects were categorized into five types. The level of ambiguity was found to have a significant correlation with the level of conflict. And the level of conflict, in turn, is found to have a significant effect on the degree of satisfaction among team members and the project results. Based on the research results, it is suggested that a clear definition of tasks and their boundaries is required to reduce ambiguity and thus, the level of conflict and improve the level of satisfaction of IT project team members.

• Journal of Contemporary Eastern Asia
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• v.16 no.1
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• pp.22-45
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• 2017

The successful management of software (SW) projects is a continuous concern to managers, which is attributed to the contradictory demands that most projects are facing; meeting user requirements within time and budget limit while flexibly dealing risks during the progress of the projects. The present study asserts project performance and risk mitigation are not tradeoff but to be achieved simultaneously, which is called SW project ambidexterity. Drawing on the literature on organizational behavior, hypotheses are developed speculating the relation among project performance, risk mitigation, team collective improvisation, team behavioral integration, and team diversity. Using empirical data collected from 102 SW project teams of 507 team members in South Korea, empirical analysis indicates team collective improvisation is a significant antecedent to SW project ambidexterity, playing a pivotal role to balance the contradictory demands. Furthermore, team behavioral integration positively influences the degree of team collective improvisation, and the magnitude of the relation is partially contingent on the team members' age and major diversity. The present study advances theory by providing a context specific explanation about the SW project ambidexterity and its precedents.

• Journal of Engineering Education Research
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• v.17 no.2
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• pp.11-24
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• 2014

The purpose of this study is to develop a teaching-learning model of convergence project based on team teaching. Based on development research methodology which explored a university case, the teaching-learning model was developed including three phases such as preparation, planning, and implementation & evaluation. The preparation phase has three steps as follows: to organize team teaching faculty; to develop convergence projects cooperated by industry and university; and to design instructions based on supporting convergence projects. The last step of preparation phase consists of five design activities of: (1) instructions and teaching contents; (2) communication channel among faculty members; (3) feedback system on students' performance; (4) tools to support learners' activity; and (5) evaluation system. The planning phase has two steps to analyze learners and to introduce and modify instruction and themes of convergence projects. The implementation & evaluation phase includes five steps as bellow: (1) to organize project teams and match teams with faculty members; (2) to do team building and assign duties to students of a team; (3) to provide instruction and consulting to teams; (4) to help teams to conduct projects through creative problem solving; and (5) to design mid-term/final presentation and evaluation. Lastly, the research implications and limitations were discussed for future studies.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.11 no.12
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• pp.5184-5190
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• 2010

This study chiefly aims to find out the efficient ways of organizing teams of architectural design projects. In order to reach this goal, this study analyzed (1) specialties of students' projects during semesters in architectural design studios, (2) teaching methods relevant to architectural design education, (3) division of role play in architectural studios and organizing method that students prefer. Besides, in order to clarify the principles of practical project team organization and to find out more efficient methods in team organization, this study executed archival research on (1) specialties of team organization rules and principles in architectural firms, (2) types and merits of projects teams, (3) efficient methods of dividing roles. For the students project of the studio, it is desirable to switch the roles of team leader and staff members of the team to make members' feeling of participating the decision making of the project progress. In architectural design team, since the high productivity was valued beyond individual preferences, the team organization and and work split was done on the basis of (1) experiences, (2) design ability, (3) schedule of the project, etc. However, for the continuous motivation and enthusiasm for the firms, it is required to study efficient ways of team organization.

• Journal of Contemporary Eastern Asia
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• v.12 no.1
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• pp.49-63
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• 2013

This work identifies the key factors influencing the success of multidisciplinary, interdisciplinary, and trans-disciplinary R&D projects in transition economies by integrating knowledge management, organizational, inter/intra-collaboration (open-innovation), and leadership perspectives, while also addressing the perspective of the science of team science, which is an integrative approach to R&D. This is followed by providing the major sub-constructs of team science and policy implications to better facilitate multidisciplinary, interdisciplinary, and transdisciplinary R&D projects in knowledge-based transition economies.

• Journal of the Korean Operations Research and Management Science Society
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• v.19 no.1
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• pp.123-144
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• 1994

This Study has empirically examined the relationship between the role of R & D project leaders and their team performance using data from 87 project teams in 6 R & d organizations. The results reveal that : 1) R & D project leaders play five different roles for performing their jobs-strategic plannar, team builder, gatekeeper, expert and champion : 2) all but the champion role of leaders are positively associated with project team performance unless they have too short team tenure to materialize their role efforts : 3) However, the relationship between the role of leaders and project team performance varies according to characteristics of their team and project tasks. More specifically, it becomes more important for leaders to focus on gatekeeping and championing roles as their team gats older. Team building role of leaders is more important for higher performance of relatively certain R & D projects, while for uncertain R & D projects gatekeeping role appears to be more important.

• Journal of Practical Engineering Education
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• v.12 no.2
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• pp.255-264
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• 2020

In the database design course, the team project is a very important process to develop students' database design competencies. In order to carry out team projects smoothly, active interaction between students and the professor as well as collaboration among team members are very important. However, a full uncontacted class was suddenly decides in the first semester of 2020, it was questionable whether it would be possible to effectively manage this course, where team projects to construct database take up a big portion. However team projects were able to proceed without major problems through interaction using real-time video media such as zoom, and discussions, quizzes, and Q&A supported by the online education support system (LMS), and online presentations, mutual evaluations, and so on. This paper shares the experience of managing engineering team projects in uncontacted classes and based on three surveys introduces desirable improving directions of this instruction and some suggestions to improve uncontacted classes overall.

• Journal of Advanced Research in Ocean Engineering
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• v.2 no.3
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• pp.129-135
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• 2016

After the construction of offshore plants, the function and integrity of system in offshore plants should be commissioned. As the executor of many FLNG projects, Samsung Heavy Industries Co., Ltd has faced some challenges for commissioning which are not similar to those in other offshore project. This study shows the differences between the commissioning of typical offshore projects and the one of FLNG projects. By the characteristics of offshore, performing the commissioning activity of FLNG near shipyard as much as possible reduces the risk of malfunction. The possible solutions to achieve these strategies are introduced.

• International Journal of Contents
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• v.10 no.3
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• pp.64-72
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• 2014

This study explored the elements that affect team achievements in virtual environments. In this study, consideration was given to the role of group dynamics in facilitating productive interaction. We aspired to reveal the mechanisms of group dynamics and examined how group dynamics affected team achievements in virtual environments. The empirical study was performed with undergraduate students enrolled in an e-learning course. In collaboration with other majors, students executed team projects and managed project issues in forums or chat rooms. The results of the empirical study indicated that leadership, creative friction, and group cohesion (components of group dynamics) had positive relationships with team achievements. The findings confirmed that addressing creative conflict is a method to improve team performance and that leadership is a key factor in project teams.

• The Journal of Information Technology and Database
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• v.4 no.1
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• pp.65-77
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• 1997

This paper describes and effective teaching approach to an undergraduate database course. This research draws on practical experience based on the hands-on practice approach which leads students to develop a database application utilizing various tools. Students not only learn concepts, methodologies and tools of database technology in class and through online multimedia learning aids, but also practice how to integrate them through collaborative team projects. The course employs collaborative learning approach and multimedia and internet technologies. Students are encouraged to work collaboratively on assignments and projects and to learn independently through online multimedia learning aids.