• Korea Trade Review
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• v.42 no.5
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• pp.161-182
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• 2017

This study is to conduct a stakeholder analysis using Project Stakeholder Management Model established by US Project Management Institute (or PMI) in order to identify current stakeholder related to Korea's trade policy and to establish the stakeholder management process for Korea's trade negotiation. Project Stakeholder Management Model includes four stages such as identifying, planning, managing, and controling stakeholder. The stakeholder management process for Korea's trade negotiation classifies domestic stakeholder into two category; internal stakeholder and external stakeholder. This research suggests that Korea should invite consumer groups, labor unions, and farmer's association into the official communication channel of trade authority while unifying the current stakeholder management divisions and relevant advisory committees within the trade ministry.

• Proceedings of the Korean Information Science Society Conference
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• 2011.06b
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• pp.94-97
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• 2011

프로젝트의 성공을 위해서는 프로젝트에서 발생하는 위험을 관리해야 한다. 본 연구에서는 위험관리 프로세스 개선을 위해 위험관리 국제모델과 SP모델의 위험관리 프로세스를 참고하여 프로세스 관점에서의 프로젝트 위험관리 대응방안을 제시한다. 실제 프로젝트에서의 위험관리 사례를 살펴보고 주요 위험으로 제시된 범위 및 이해관계자 측면에서의 위험식별, 분석, 대응전략 및 대응방안 실행을 통해 위험도가 줄어들 수 있음을 보인다.

• Journal of Digital Convergence
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• v.12 no.5
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• pp.159-169
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• 2014

The purpose of PMO (Project Management Office) systems implementation in public sectors is to prevent the potential risks of IT projects with the project management for the electronic government, and to improve the quality of the project. As a leading country in software areas, PMO systems will play an important role to lead the best smart electronic government in the global world. This study suggested an operating model of PMO systems in public sectors in advance to use the PMO systems in public sectors by conducting a research investigating the key organizational role as the major factor which affects the behavioral intention of PMO systems implementation. We tested a hypothesis that Effort Expectancy factors and Facilitating Condition among the interested party groups will influence the Behavioral Intention of PMO systems implementation, and the result have given no difference to the Control Effect among the interested party groups. This study have shown that the interested party groups have common recognition about the Behavioral Intention of PMO systems implementation in the public sectors.

• Information Systems Review
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• v.20 no.3
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• pp.17-31
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• 2018

In recent years, success of information system projects to possess competitive advantage in business has become very important for stakeholders. Stakeholders who are interested in the success of information system projects typically consist of users who need the system, developers who build it, and project managers who are responsible for project success. However, recently, there has been increasing in the number of business analysts engaged in bridging relationships among these stakeholders in information system projects. So far, there have been many researches on the competence of users, developers or project managers. But, the research on the competencies of business analysts has not been done much. So, in this study, what competencies are needed for business analysts who are engaged in information system projects are researched, and the level and difference of stakeholders' expectations and satisfaction with them are identified, using IPA techniques. The results of this study are expected to contribute greatly to providing basic information on the development of competency models or training programs needed for recruitment, evaluation and training of business analysts who are or will be engaged in information system projects.

• Korean Journal of Construction Engineering and Management
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• v.19 no.2
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• pp.83-95
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• 2018

The aim of this paper is to develop a performance evaluation model for PPP (Public-Private Partnership) projects that appropriately reflects the important traits that are unique to PPP projects. To this end, 1) it defines a set of distinct perspectives involved in the PPP projects and their associated success factors that might differ amongst the perspectives; 2) it identifies the key performance indicators and suggests the performance evaluation criteria for each indicator; and 3) it builds a performance evaluation model by matching the success factors from each perspective with performance measure criteria as well as applies the model to the two selected BTO road projects in Korea. The process of model construction and its application confirms significant differences between the main stakeholder perspectives typically involved in PPP projects, which highlights the need for an evaluation model tailored for PPP projects by taking into account the distinct perspectives. The results from the PPP evaluation model developed in the study is compared against the results from the existing ex-post evaluation model for construction projects in general. The former shows a closer match with the results from the user satisfaction survey conducted. This new evaluation framework and the performance indicators entailed in it permits a balanced evaluation of PPP projects as it takes into account different perspectives involved in PPP projects as well as an understanding of the factors affecting the success of PPP projects. While the construction of the model is based on transport projects, it is applicable to different types of PPP projects through variation with the weight allocation amongst different success factors and/or additions or other adjustments to the performance evaluation criteria as required.