• The Journal of the Korea Contents Association
• /
• v.11 no.8
• /
• pp.260-273
• /
• 2011

Utilizing cross-functional project teams is an attractive organizing option, particularly in solving complex and innovative problems that require diverse sources of information, knowledge, and expertise brought by individuals from different functional backgrounds. This study is aiming at finding the group dynamics surrounding and inside the teams for the better understand what makes cross-functional project teams effective. Adopting variables from small group research and organizational context research, I extract critical antecedents, mediator, and team-coaching that lead to team performance. Data from 32 cross-functional project teams consisting of 214 individual respondents are analyzed through regression analyses for hypotheses testing. Results of the analyses demonstrate that the team process and team performance are significantly affected by the composition of competence in team and team compensation. Also I find that team-coaching as a leadership behavior has influence on team process and team performance. Some implications, future research directions, and limitations are discussed.

• Journal of Korean Society for Quality Management
• /
• v.38 no.4
• /
• pp.531-539
• /
• 2010

Mega-Y project is very important for a company to gain a competitive advantage in markets or to achieve drastic change in the internal processes. It stems from the company strategy and annual management goals or key performance measures, and is proceeded by the cross-functional team. This paper presents the success factors and implementation process of the Mega-Y projects. The implementation process is presented in 5 steps, including project selection, cross-functional team building, establishment of the master plan, development and execution of sub-projects, and project completion. A case study on the cost reduction project of aircraft development is presented to help for the practitioners to deploy the implementation process introduced in this paper.

• The Journal of the Institute of Internet, Broadcasting and Communication
• /
• v.16 no.1
• /
• pp.155-162
• /
• 2016

In recent years, hoping the interaction of individuals and rather than software development process and tools, and customers want software that works first, rather than a comprehensive document, in cooperation with the customer, rather than the developer negotiate a contract, to each other stick to the plan I think even more so than the value that corresponds to the change. In view of this, software development is given the autonomy and motivation to project team rather than process-oriented and have a passion and vision and human relations oriented management approach is required. In recent years, increasing the productivity benefits of agile development processes, improved quality, efficiency and customer satisfaction as is demonstrated in the methodology selected to promote the project, attention was given to the experts. Contemporary demands with regard to the methodology chosen to meet your needs, in this paper in the organization, and to solve the problems of product-based Cross functional team proposed methodology Feature Team model, this model is an organizational Cross functional team and the team is not the outcome (product) basis, were examined for the model that points to progress the development across multiple product as a functional unit, value-plan through the driven agile technique-based model and proposed a difference. And the domain analysis, required extraction by conventional JAD (joint application development) meeting the targets for the object-oriented modeling, in modeling and organize, review, aware in advance and the UML Structure and Behavior Diagrams and proposed to proceed with the project.

• The Journal of the Institute of Internet, Broadcasting and Communication
• /
• v.15 no.6
• /
• pp.147-154
• /
• 2015

Recently agile development process became increasing effectiveness, quality, attention to experts in customer satisfaction, as evidenced in this methodology when selecting projects promoting productive efficiency. With regard to contemporary needs and user requirements on the methodology selected to meet this paper is the product based Cross functional team suggested methodology Feature Team model to solve problems of this model, and organizing the Cross functional team, this team but this outcome (product) basis, were examined for the model that points to progress the development across multiple product as a functional unit, value-driven agile project through the Skills-based model and proposed a difference. And it examined the Agile Maturity metrics. PRINCE2 Agile Health-check entries future development direction of Agile techniques is a requirement of the project outset has studied the subject objective evaluation by the assumption that they can be changed at any time, not fixed this way and for the project team through research The proposed.

• Journal of the Korean Operations Research and Management Science Society
• /
• v.14 no.2
• /
• pp.185-185
• /
• 1989

Business process reengineering(BPR) aims at a radical redesign of our business processes in order to achieve dramatic improvements in their performance. However, the fact that many BPR projects have failed hesitates the companies who have started to use BPR or who are planning to do so. Implementing a radical plan from a cross-functional perspective needs a more careful consideration of process vision, preventive measures and contingency plan. Our research suggests to use a visual decision making process (VDMP) in the development of a process vision and implementation plan. A BPR project of Carlson School of Management (CSOM) at the University of Minnesota is illustrated to show our suggested methodology.