• Proceedings of the Korean Information Science Society Conference
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• 1999.10b
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• pp.292-294
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• 1999

최근에 데이터베이스 기술에 이은 차세대 사무업무 전산화의 핵심 기술일 뿐만 아니라 CALS/EC의 핵심기술인 워크플로우 기술에 많은 관심이 집중되고 있다. 워크플로우 기술은 사무업무의 흐름을 자동화하기 위한 일종의 운영체계 역할을 수행하는 워크플로우 관리 시스템분야와 그 워크플로우 관리 시스템의 이론적 기반일 뿐만 아니라 사무업무의 흐름 자체를 정의하고 분석하는 워크플로우 모델 분야로 나뉘어 진다. 본 논문에서는 대표적인 워크플로우 모델중의 하나인 ICN (Information Control Nets) 모델을 기반으로 하는 모델링 도구의 설계 및 구혀에 관하여 기술하였다. 본 워크플로우 모델링 도구는 자바 기반의 워크플로우 정의 및 분석 환경을 제공함으로서 컴퓨터 시스템에 의존적인 기존의 모델링 도구가 갖는 단점을 개선하였으며, 또한 ICN으로 정의된 사무업무 워크플로우를 국제표준의 워크플로우 정의 언어인 WPDL(Workflow Procedure Description Language)로 변환시킴으로써 워크플로우 관리 시스템에 독립적인 워크플로우 모델링 환경을 제공하는 것을 특징으로 한다. 결론적으로, 본 ICN 모델링 도구는 사무업무 흐름과 리엔지니어링을 위한 분석 도구로서 확장될 수 있을 뿐만 아니라 분석된 결과인 사무업무 프로세스를 다른 워크플로우 관리 시스템에 직접 적용할 수 있게 하는 Streamlining 워크플로우 정의 업무의 기반이 된다.

• The Journal of Information Technology and Database
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• v.1 no.2
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• pp.37-52
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• 1994

오늘날의 정보시스템 구축 방향은 대형 컴퓨터를 중심으로 수많은 단말기를 연결한 수직형네트워크 시스템에서 다운사이징과 네트워크 기술이 결합하여 분산적으로 자료를 처리하는 클라이언트/서버 시스템 구축으로 변화하고 있다. 본 연구는 모든 단말기를 통제하는 대형 컴퓨터를 운영하는 전산망에서 클라이언트/서버 전산망으로 전환하는 하나의 사례연구를 통하여 구축환경변화, 시스템구성, 경영환경변화를 분석함으로써 클라이언트/서버 시스템의 성공적인 사례를 제시하는 것이다. 클라이언트/서버 시스템으로 변환하기전에 재개발할 시스템의 목표와 방향을 설정하기 위해서 벤치마킹을 실시하였고, 이의 결과를 바탕으로 경영업무의 프로세스를 재설계 하였다. 그리고 기업의 내부와 외부자료에 관한 표준화를 실시하였다. 정보기술 투자의 경제성과 경쟁우위 확보를 위하여 클라이언트/서버 시스템을 구현하게 되었으며 판매물류, 생산물류, 그리고 재무회계에 관한 경영지원시스템으로 구성되는 종합물류시스템 이외에 영업소에 관련된 영업정보시스템과 자동창고시스템이 컴퓨터 네트워크와 관련해서 시스템을 구성하였다. 구성 전략 촛점은 리엔지니어링, 다운사이징, 그리고 벤치마킹이었다. 시스템을 재개발한 후 업무의 계획, 진행, 분석, 감리등에 관한 체계적 업무흐름이 정착될 정도로 변화하였으며, 통신방식의 확대 및 다양화로 의사소통의 원활화와 타 관련업무와 연계처리, 그리고 부서들 상호간에 정보를 공유할 수 있었다. 또한 정보기술에 의한 업무처리를 기본으로 하는 기능적 태도로 인하여 관리자와 실무자의 업무운영에 관한 사고와 의식이 변화하였다. 따라서 매출액의 증가와 종업원수가 감소되었다.

• Journal of Information Technology Application
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• v.2 no.1
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• pp.113-137
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• 2000

Even though there is no doubt that ERP(Enterprise Resource Planing) system is a prevailing solution for integrating corporate information, many companies still hesitate adopting ERP system because of a great deal of cost including maintenance cost. In special, unless consulting knowledge that is infused into process reengineering phase or adequately embedded in customized ERP system is upgraded on time, then we cannot guarantee the optimality of system performance. Hence, this paper aims to construct an ERP system that adapts itself to environmental changes that are issued by database and users. To do so, we adopt intelligent agent technology and Petri net theory. The agents autonomously cooperate each other to investigate databases and to find any exceptional changes and analyze how the changes will affect ERP performance. The dynamics of the agents are represented as Petri nets. The newly proposed ERP system is to make corresponding BPR processes maintain optimality. To show the feasibility of the proposed ERP maintenance system, logistics component is described as an illustrative example.

• The KIPS Transactions:PartD
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• v.12D no.3 s.99
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• pp.417-428
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• 2005

Today, IT organizations perform projects with vision related to marketing and financial profit. The objective of realizing the vision is to improve the project performing ability in terms of QCD. Organizations have made a lot of efforts to achieve this objective through process improvement. Large companies such as IBM, Ford, and GE have made over $80\%$ of success through business process re-engineering using information technology instead of business improvement effect by computers. It is important to collect, analyze and manage the data on performed projects to achieve the objective, but quantitative measurement is difficult as software is invisible and the effect and efficiency caused by process change are not visibly identified. Therefore, it is not easy to extract the strategy of improvement. This paper measures and analyzes the project performance, focusing on organizations' external effectiveness and internal efficiency (Qualify, Delivery, Cycle time, and Waste). Based on the measured project performance scores, an OT (Opportunity Tree) model was designed for optimizing the project performance. The process of design is as follows. First, meta data are derived from projects and analyzed by quantitative GQM(Goal-Question-Metric) questionnaire. Then, the project performance model is designed with the data obtained from the quantitative GQM questionnaire and organization's performance score for each area is calculated. The value is revised by integrating the measured scores by area vision weights from all stakeholders (CEO, middle-class managers, developer, investor, and custom). Through this, routes for improvement are presented and an optimized improvement method is suggested. Existing methods to improve software process have been highly effective in division of processes' but somewhat unsatisfactory in structural function to develop and systemically manage strategies by applying the processes to Projects. The proposed OT model provides a solution to this problem. The OT model is useful to provide an optimal improvement method in line with organization's goals and can reduce risks which may occur in the course of improving process if it is applied with proposed methods. In addition, satisfaction about the improvement strategy can be improved by obtaining input about vision weight from all stakeholders through the qualitative questionnaire and by reflecting it to the calculation. The OT is also useful to optimize the expansion of market and financial performance by controlling the ability of Quality, Delivery, Cycle time, and Waste.

• Journal of Venture Innovation
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• v.7 no.3
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• pp.85-100
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• 2024

ESG management refers to corporate management that takes into account environmental, social, and governance factors, while digital transformation goes beyond the mere automation or digitization of existing tasks to drive an innovative change in the essence of work and the way value is created. Therefore, digital transformation can help companies achieve ESG goals and implement sustainable business practices, establishing a complementary relationship between digital transformation and ESG management for corporate sustainability and growth. This relationship maximizes the synergy of integrating digital transformation with ESG management, enabling companies to utilize resources efficiently and prevent redundant investments, ultimately enhancing sustainable management performance. In this study, we propose the simultaneous promotion of business process reengineering (BPR), in which both digital transformation and ESG management are integrated. This is because the collection, analysis, and decision-making processes related to various data for promoting ESG management must be organically integrated with digital transformation technologies. Therefore, we analyzed each ESG management objective presented in the K-ESG guidelines and identified the corresponding digital transformation technologies through expert interviews and a review of prior research. The K-ESG guidelines serve as a useful ESG diagnostic system that enables companies to identify improvement tasks and manage performance based on goals through self-assessment of ESG levels. By developing a model based on the K-ESG guidelines for the integrated promotion of digital transformation and ESG management, companies can simultaneously improve ESG performance and drive digital innovation, reducing redundant investments and trial-and-error while utilizing diverse resources efficiently. This study provides practical and academic implications by developing a concrete and actionable new research model for researchers and businesses.