• Journal of the Korea Academia-Industrial cooperation Society
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• v.11 no.7
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• pp.2396-2405
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• 2010

Information System (IS) Outsourcing is one of the powerful alternatives to guarantee the competitive advantages in the rapidly changing business environment. Most studies on IS outsourcing area have focused on the Critical Success Factors(CSFs) influencing the Success of IS outsourcing or the performance measuring the success of IS outsourcing projects. The CSFs or the performances which measures the success of IS outsourcing project have limitations to explain how to succeed in doing IS outsourcing project. This study uses Real Options Approach to make IS outsourcing projects' success by recognizing and minimizing IS outsourcing risks.

• Journal of KIISE:Software and Applications
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• v.35 no.2
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• pp.105-117
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• 2008

Generally, project audit provides the service which accomplishes a project successfully by checking the management activity of information system project, indicating a controversial point and reflecting the improvement issues based on project audit check list. In addition, the projects are managed by using the project management maturity model based on process. However, the effect is not big as we except projects performance of real world. In this paper. to solve these problems, the project management maturity evaluation model which is connected with project audit check list and organizational maturity model survey items is designed. Thus, we propose the model which can improve the project performance through the project evaluation of customer's project and development part and the evaluation of organization level as we design that it is possible to not only audit the project but also evaluate it before and after the project.

• Proceedings of the Korean Information Science Society Conference
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• 2002.04b
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• pp.367-369
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• 2002

소프트웨어 프로젝트의 경쟁력 프로젝트의 생명 주기 전반에 걸친 체계적인 관리를 통하여 유지될 수 있으며, 이러한 체계적인 관리는 경쟁력 있는 프로젝트의 개발 및 유지를 위한 하나의 전략적 기술(strategic technology)이다 본 논문에서는 프로젝트 생명 주기 전반에 걸쳐 프로젝트를 체계적이고 효율적으로 관리하여 고품질의 결과물을 생성하고, 이를 통한 결과물의 기술 및 시장 경쟁력을 높이기 위하여 당 연구부에서 개발하여 사용하고 있는 프로젝트 관리 및 지원도구인 SMART (Software Management Assistant and Reference Tool) 시스템을 소개한다.

• Proceedings of the Korea Information Processing Society Conference
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• 2000.04a
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• pp.821-829
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• 2000

Over the past decade, the topic of work breakdown structure (WBS) has gained an increasing amount of attention from information technology professionals as an effective tool for managing the complexity of a large-scale information system development project. It is a method for planning and controlling a large-scale information system development. A WBS provides the basis for project organization, cost estimation, task scheduling, and contract management. Based on the authors' practical experience, this paper discusses how to establish a specific WBS and some considerations for developing a well-defined WBS. The model of WBS suggested in this study will provide useful insight and guidelines for establishing the spec-ific WBS for a large-scale information systems development.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• autumn
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• pp.379-384
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• 2002

A road construction project needs a large scale of investment and tine. In this study, we will review some elements of feasibility analysis and derive points of the existing analyses. And we make some suggestions to improve the existing methods. We propose a 'A Feasibility Information System' for road construction projects. The system will be useful to make a feasibility study for road construction project and help us to predict risks in process of the projects.

• Korean Journal of Construction Engineering and Management
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• v.11 no.1
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• pp.29-37
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• 2010

In recent years, apartment finishing work items have increasingly become more upscale and diverse, and the kinds have increased in exponential numbers. A huge amount of information about finishing work items is produced and changed in the stages of planning finishing work item design and selecting alternatives in the early days of an apartment project. However, there are many problems raised by the poor information management of finishing work items. Thus this study suggested a cost-based information management system to manage information about finishing work items generated in the initial stage of an apartment project. In order to build the suggested system, the investigator designed an information management system based on the concepts and organization of system. And after setting a scenario of selecting finishing work items by conditions including the initial information values of finishing work items, information management for each alternative, and cost fix or free condition, I implemented and applied a prototype of an information management system for finishing work items among the participants including the project manager, interior designer, and builder.

• Proceedings of the Korean Society of Computer Information Conference
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• 2010.07a
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• pp.71-74
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• 2010

본 연구에서는 P3기반의 프로젝트 관리 모델을 제안하였다. 제안한 모델은 최근 프로젝트 추진의 범위가 신제품개발, 연구관리, 시스템개발과 경영혁신을 포함하는 등 다각적으로 전개됨에 따라 다양한 프로젝트를 수용할 수 있도록 Program, Project, 그리고 Portfolio를 통한 이슈, 예산, 자원, 위기, 변경관리, 산출물 관리 등에서 신속한 의사결정을 지원할 수 있도록 구현 하였으며, 이렇게 구현된 제안 모델은 빠르게 변화 되는 프로젝트 관리에서 신속한 의사결정과 프로젝트와 연계된 사람 간의 협업을 지원하는 면에서 우수함을 보인다.

• Proceedings of the Korea Information Processing Society Conference
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• 2015.10a
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• pp.888-890
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• 2015

많은 개발자가 참여하는 대형 소프트웨어 시스템 개발의 효율성 증대를 위해서는 컴포넌트 간 인터페이스의 효과적인 관리가 필수적이다. MDMS는 컴포넌트간의 인터페이스 정의 및 변경 이력 관리, 인터페이스 기술서 자동 생성, 소스 코드 자동 생성 등의 기능을 제공하는 도구이다. 한화탈레스는 1998년 MDMS를 처음 개발하여 적용한 이후 다양한 국방 소프트웨어 시스템 개발에 적용하여 소프트웨어 개발 생산성 향상에 효과를 보았다. 하지만, MDMS를 다양한 프로젝트에 적용하는 과정에서 최초 개발시 고려하지 못했던 여러 문제점 및 한계를 발견하였다. 이러한 문제점 및 한계는 다양한 프로젝트의 특성 지원 미흡, 형상관리 및 유지보수 문제, 프로젝트 간 메시지 재사용 미지원, 취약한 보안 등 이다. 본 논문에서는 이를 해결하기 위하여 네가지 개선방안을 제시한다. 첫 번째, 다양한 프로젝트에 적용이 가능한 유연한 SW 구조로 개선해야 한다. 두 번째, 통일되고 일관된 형상관리와 함께 전담 개발 및 유지보수 조직이 필요하다. 세 번째, 프로젝트간 메시지의 재사용 지원을 위한 방안으로 프로젝트 별 MDMS 운용이 아닌 통합된 MDMS의 운용이 필요하며, 그를 통하여 다른 프로젝트의 인터페이스 정의를 상호 참조할 수 있는 구조를 적용해야 한다. 마지막으로, 외부 협력업체와의 협업을 위한 보안 대책을 수립하고, 관련 보안 기능을 지원하여 사외의 협력업체의 개발자가 직접 MDMS에 접속하여 개발할 수 있도록 개선해야 한다.

• Archives of design research
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• v.12 no.3
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• pp.227-234
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• 1999

We paid attention to the fact that a project will always tend to increase in size even if its scope is narrowing. The complexities and multidisciplinary aspects of projects require that the many parts should be put together so that the prime objectives- performance, time, and cost- are met. These aspects lead to the use of teams to solve problems that used to be solved by individuals. Firstly, We surveyed the design companies and their clients on the design projects, and categorized the design task into 5 phases, that are marketing, planning, idea development, presentation, and follow-up. Among the phases, the presentation has the most difficult task, longest processing time, and highest cost, whereas idea development phase has relatively low cost, longer processing time, and more difficult task. Most of the companies used to be faced several bottlenecks on their design projects - time control, budget control, and resource control. Secondly, for improving the project managing process, we adopted that dividing and analyzing the sub critical paths may help in the effective managing.(Badiru, Adedeji B., 1995) Some critical paths require almost as much attention as the critical path since they have a high potential of becoming critical when changes occur in the network. Therefrom we suggest the Total task weight(Gt) as a management formula for the design project management.${Gt=\mathrm{T}\ast\leftthreetimes\ast1/100}$<\TEX> ( Gt = Total task weight, mathrm{T} = Task Weight, \leftthreetimes= Criticality ) Thirdly, In order to support to managing for the design projects, we set up an application system, which is graphically planning and implementing a complex undertaking. It is helpful to make the control of a project easy. The DPMS(Design Project Management System), which has two sub system. One is Project Screening System(PSS), and another Project Managing System(PMS). In PMS, we divided the design project into three modules; Project Planning, Project Implementation, and Project Evaluation. As a result, the DPMS will contribute to supply the control of a project easily and effectively. Also teams are used for making decisions and taking action with the DPMS. But we need to get further studies on the relationships between the whole project and its tasks.

• Journal of Advanced Navigation Technology
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• v.15 no.5
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• pp.823-832
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• 2011

Recently, as the project becomes larger and the number of project increases by the information system integration in the public and financial sectors, it is necessary to have a proper plan to manage the information system project. There have been many researches about the project management, success elements and failure elements, but the research on the interrelation between project management areas leaves much to be desired. This research deduces the scope, schedule, quality, work force and risk as the project management areas from the preceding research and the questionnaire and interview with PM developers, information system builders and data processing experts. And, it analyzes the interrelation and the relative importance between management areas, classifies the progress of the management areas under plan, implementation and completion stage and presents the frame to evaluate the accomplishment of each progress.