• 산업경영시스템학회지
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• 제39권1호
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• pp.17-24
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• 2016

Many organizations have transformed their business in order to survive and compete in the future. They generate projects by creating a vision, using strategies and objectives with funds aligning strategies and make efforts to complete them successfully because project success leads to business success. All projects have triple constraints such as scope, time, and cost to be completed. Project cost performance is a key factor to achieve project goals and which is mostly related with risks among various cost drivers. Projects require a cost estimation method to complete them within their budget and on time. An accurate budget cannot be estimated due to the uncertainties and risks. Thus some additional money should be funded in addition to the base budget as a contingency reserve for identified risks and a management reserve for unidentified risks. While research on contingency reserve for identified risks included in project budget baseline have been presented, research on management reserve for unidentified risks included in total project budget is still scarce. The lack of research on estimation method and role of the management reserve have made project managers little confidence to estimate project budget accurately with reasonable basis. This study proposes a practical model to estimate budgets including contingency and management reserves for not only project cost management but also to keep the balance of organization's total funds to maximize return on investments for project portfolio management. The advantages of the proposed model are demonstrated by its application to construction projects in Korea and the processes to apply this model for verification are also provided.

• 산업경영시스템학회지
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• 제39권1호
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• pp.9-16
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• 2016

The project schedule risk in the engineering and facility construction industry is increasingly considered as important management factor because the risks in terms of schedule or deadline may significantly affect the project cost. Especially, the project-based operating companies attempt to find the best estimate of the project completion time for use at their proposals, and therefore, usually have much interest in accurate estimation of the duration of the projects. In general, the management of projects schedule risk is achieved by modeling project schedule with PERT/CPM techniques, and then performing risk assessment with simulation such as Monte-Carlo simulation method. However, since these approaches require the accumulated executional data, which are not usually available in project-based operating company, and, further, they cannot reflect various schedule constraints, which usually are met during the project execution, the project managers have difficulty in preparing for the project risks in advance of their occurrence in the project execution. As these constraints may affect time and cost which role as the crucial evaluation factors to the quality of the project result, they must be identified and described in advance of their occurrence in the project management. This paper proposes a Bayesian Net based methodology for estimating project schedule risk by identifying and enforcing the project risks and its response plan which may occur in storage tank engineering and construction project environment. First, we translated the schedule network with the project risks and its response plan into Bayesian Net. Second, we analyzed the integrated Bayesian Net and suggested an estimate of project schedule risk with simulation approach. Finally, we applied our approach to a storage tank construction project to validate its feasibility.

• 산업경영시스템학회지
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• 제39권2호
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• pp.119-128
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• 2016

Use of ICT in Government has ability to improve service delivery to its citizens, and yet many developing countries have lagged behind in the implementation of e-Government. Many e-Government initiatives also failed to achieve their objectives in developing countries. This paper therefore aims to identify critical failure or success factors in Kenya, using Heeks' Factor Model. A survey questionnaire was developed and data were collected and analyzed from officials and interested citizens. The analysis results enabled to highlight seven specific success and failure factors, and their constituent elements in Kenya. The Kenyan overall e-Government implementation score belongs to the Zone of Improvement (3.52 of total 5.0), which means partial success or failure. The enablers of e-Government projects are good strategy formulation, and internal and external drive, whereas main failures of e-Government are weak ICT infrastructure. The areas for improvement are project management, design, competencies and funding. Data analysis highlights both strengths and weaknesses for each factor or variable. In particular, Kenyan government excels at the drive for change by top to bottom government officers as well as external stakeholders, while the government officers who are using e-Government are satisfied with the availability of vision, strategy and plan of e-Government implementation. Both technologies and e-transactions laws were the worst of all the variables in e-Government implementation. Two areas should be improved using immediate corrective action. In-depth study reveals that government officers and citizens can't fully use their laptop and mobile devices due to the lack of both ICT network and its operating technology, and legal system associated with the transaction of business information. Finally, the study ends up with recommendations for policy makers to shape the future of e-Government system in both developing and developed countries.

• 기술경영경제학회:학술대회논문집
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• 기술경영경제학회 1998년도 제13회 하계학술발표회 논문집
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• pp.38-56
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• 1998

We are faced with the crisis of the R&D investment because of the effects of the IMF conditions. Most of the laboratories are going to restructure by the cutting off of money, man power and the reduction of R&D thema. Therefore it is necessary to allocate the R&D resources effectively to the R&D projects. The evaluation and the selection of the R&D projects have been recognized as the most important process for the allocation of the R&D resources. The result of the KITA(1997) shows that the commercial success rate of the R&D from new-product brain storming is only 5.8%. This study aims to analyze the actual conditions of the cost benefit analysis(CBA) of R&D projects of selected laboratories and to study measure methods of the R&D benefits. The research method of this study reviews the CBA of R&D firstly, and surveys 200 selected high ranking labs of the R&D expenditures. For the comparison of the results between '87 and '97, this survey used the same questionaries for each year. As the result of the survey only 27 labs(response rate 13.5%) responded. The result of the '97 survey is as follows : The CBA is used by 44% of responding labs. The economic evaluation method for the R&D project selection is used by 48% of labs and this numbers increased by over 10 percents points compared with the result of '87. The CBA is used for about 40% about each of the budget preparing and the budget analysis, and by 30% of labs to analyze sales and expenditures of the overall period of the project. As the measurement of benefits of R&D projects, 30% of labs responded that it is impossible to measure the benefits, and 20% of labs measured the benefits between sales and expenditures of the R&D project.

• 산업경영시스템학회지
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• 제41권3호
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• pp.61-71
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• 2018

The purpose of this study is to analyze the efficiencies of project management offices in large information system construction projects using the data envelopment analysis. In addition, we tried to estimate the confidence interval of those efficiencies using bootstrap DEA to give a statistical meaning. The efficiency by the CCR model is analyzed as eight project management offices are fully efficient and 22 project management offices are inefficient. On the other hand, there are 15 project management offices are fully efficient, but 15 project management offices are inefficient in the BCC model. As the result of the scale efficiencies, of the inefficient project management offices, 13 project management offices are inefficient in scale. It is possible to eliminate the inefficiency in the CCR model by improving their project performances. And, the nine project management offices showed that the inefficiency was due to pure technical efficiency, and these companies should look for various improvements such as improvement of project execution system and project management process. In order that the inefficient project management offices be efficient, it is analyzed that more efforts must be made for on-budget and on-time as a result of examining the potential improvement potentials of inefficient project management offices.

• 산업경영시스템학회지
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• 제41권3호
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• pp.83-89
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• 2018

In the SW industry, the diversification of global markets and technology trends are changing due to the emergence of new services, and IT companies are in need of strategic change different from the previous one. In this study, SWOT analysis was performed by extracting the internal environmental factors and external environmental factors through the previous studies to improve the project performance competence of small IT companies, and the SWOT Matrix was reconstructed through the pairwise comparison. Based on this, the purpose of this research was to propose the project performance competency improvement plans for small IT companies based on importance and priority, and the following four strategies were derived from the result of SWOT-AHP analysis. SO strategy was drawn in direction to invest R & D in new SW industry to enhance technology competitiveness of SMEs in order to develop SMEs, and in order to secure competitiveness of SW industry, WO strategy is drawn the cultivation of professional technical manpower through SW policy. ST Strategy presented technical management through SW system improvement policy to improve SW environment, and WT Strategy presented awareness training on the construction and necessity of project management system construction. Using the strategies presented in this study, it is expected that the managers of small IT firms will be presented as references to measure the performance competence factors of current organizations and company organizations.

• 산업경영시스템학회지
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• 제43권3호
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• pp.156-166
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• 2020

In this study, through an AHP (Analytic Hierarchy Process) analysis, the internal construction project was designed to analyze the factors affecting the performance of the project and provide suggestions on the quality of communication. To carry out this study, a selection factor was selected by referring to AHP theory and existing prior research. AHP technique was used to collect weights after analysis, examine and analyze gaps. In the interior construction project, the most important factor among the factors influencing the quality of communication to the project performance was communication interaction. Among the sub-factors, accuracy of exchange of information and timeliness of communication were shown in the order of importance. Looking at the results of comprehensive analysis of the first and second layers, the accuracy of information exchange among the elements of communication quality was found to be the number 1 in weight. The timeliness of communication, which is ranked second, and communication that takes place at an appropriate time can lead to efficiency in shortening the project execution period by eliminating unnecessary work. And, Among the factors that affect communication quality, it was analyzed that communication method is not an important factor when compared to other factors. This study shows that quality of communication influences the performance of interior construction projects and provides suggestions for improving communication quality. And it has been confirmed that managing communication quality can act as an important issue that can improve business performance in project execution and production of results.

• 산업경영시스템학회지
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• 제43권3호
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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.

• 산업경영시스템학회지
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• 제43권3호
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• pp.179-190
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• 2020

As the business environment is rapidly changing with globalization and complexity of information flows, the uncertainty is also very increased for project environment. Although many studies have been conducted to find out the critical factors for project success, there still exist different views to define project success. Furthermore, implementing success formula for one project does not necessarily guarantee a success for another project since there are other elements that impede the success of project. In this regards, it is imperative to examine what are the barriers to project success. This study aims to examine the barriers that impede the success of project. Past literature was thoroughly reviewed to collect and develop a preliminary list of elements that affected project performance negatively. Experts were interviewed to refine the list and the final list of the measurement items were developed. A survey questionnaire was developed with the final list of measurement items, and a survey was conducted on the practitioners with project experience. After the survey, an exploratory factor analysis was conducted on the final list to extract the component dimensions which in turn formed the group of project barriers. The exploratory factor analysis provided ten factors, which are difficulty of process management, failure of project feasibility analysis, cost overruns and lack of cost benefits, unclarity project plan, strategic consistency error, stakeholder conflict, inaccuracy of requirement definition, disturbance of communication, technical environment change, negative attitude of top management.

• 수산경영론집
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• 제34권2호
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• pp.165-183
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• 2003

The effect of red tide on the marine ecological system is so severe that many researches on the diverse subjects related to it have been conducted. Notwithstanding the enormous efforts and inputs the results of the past researches show no clear ways to deal with the HAB problems. As many researches are being conducted, the efficient and appropriate research project management systems as one of the critical factors for successful research are also needed as well as the fund and the capabilities of the researchers. It is assumed that the development of the evaluation and management systems for red tide research projects is so important and critical to enhance the researches and to utilize efficiently the physical and human resources for research. In this respect this study aims to present the evaluation and management scheme for the red tide researches that can not only decide the priority of the research subjects and tell the desirable research directions, but also support to develop the useful managerial policies and guidelines for the policy maker. The main subjects dealt with in this study are as follows : the characteristics of the HAB researches, the basic attributes and criterion of the research evaluation systems, the structure and design of the evaluation systems, and the development of the managerial policies by the type of the evaluation system. The conceptual scheme developed in this study is expected to be applied to the related areas and can suggest to the policy makers so many implications for identifying and setting the proper policy objects and management techniques. This study has a couple of weak points. It suggests only the conceptual scheme but not the applications so that the researches focusing on the applications in practical perspectives are needed to follow.