• Proceedings of the Korean Nuclear Society Conference
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• 2005.05a
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• pp.1054-1055
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• 2005

• Proceedings of the Korean Magnestics Society Conference
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• 2007.05a
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• pp.41.1-41.1
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• 2007

• Journal of Engineering Education Research
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• v.27 no.1
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• pp.63-70
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• 2024

The capstone design classes in the College of Engineering are often team project-oriented, and teamwork skills are reported to positively impact problem-solving abilities. While team project courses have various advantages, they also come with challenges such as social loafing and issues related to free riders, which consistently hinder the positive effects of team project courses. To prevent these issues, there is a need to provide a clear evaluation-reward system for team members' contributions. In this study, we examined the reliability of peer evaluation scores for team members' contributions and reviewed methods to incorporate them into team project grades. The review results indicated that peer evaluation scores are deemed to have considerable reliability from a qualitative perspective. However, due to the relatively small team size in team project courses (3 to 6 members per team), using the arithmetic mean of peer evaluation scores is statistically challenging. As a complementary approach, this study proposes limiting the reflection ratio of peer evaluation scores and applying a more macroscopic processing method, not the arithmetic mean, to incorporate peer evaluation scores for team contributions into grades.

• Proceedings of the Korean Magnestics Society Conference
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• 2007.05a
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• pp.112.1-112.1
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• 2007

• Korean Management Science Review
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• v.16 no.2
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• pp.13-32
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• 1999

Concurrent Engineering is one of the information-based product development approach. Yet, the method of organizing the project team for the concurrent engineering is not clear. This study focuses on deriving a method to organize an information-based project team. The model consists of 4 layers : IT infrastructure, organization of the information-based project team, operation of the project team, an organization culture. Based on an analysis of new product development case, this study attempts to verify the model and to suggest more effective way of organization design and management for new product development.

• International conference on construction engineering and project management
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• 2013.01a
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• pp.338-343
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• 2013

Integrated Project Delivery (IPD) as a delivery method fully capitalizes on an integrated project team that takes advantage of the knowledge of all team members to maximize project outcomes. IPD is currently the highest form of collaboration available because all three core project stakeholders, owner, designer and contractor, are aligned to the same purpose. Compared with traditional project delivery approaches such as Design-Bid-Build (DBB), Design-Build (DB), and CM at-Risk, IPD is distinguished in that it eliminates the adversarial nature of the business by encouraging transparency, open communication, honesty and collaboration among all project stakeholders. The team appropriately shares the project risk and reward. Sharing reward is easy, while it is hard to fairly share a failure. So the compensation structure and the contingency in IPD are very different from those in traditional delivery methods and they are expected to encourage motivation, inspiration and creativity of all project stakeholders to achieve project success. This paper investigates the compensation structure in IPD and provides a method to determine the proper level of contingency allocation to reduce the risk of cost overrun. It also proposes a method in which contingency could be used as a functional monetary incentive when established to produce the desired level of collaboration in IPD. Based on the compensation structure scenario discovered, a probabilistic contingency calculation model was created by evaluating the random nature of changes and various risk drivers. The model can be used by the IPD team to forecast the probability of the cost overrun and equip the IPD team with confidence to really enjoy the benefits of collaborative team work.

• Proceedings of the Korean Magnestics Society Conference
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• 2007.05a
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• pp.33.2-33.2
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• 2007

• Journal of Engineering Education Research
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• v.22 no.2
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• pp.36-45
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• 2019

Capstone design is a subject taught in a setting where students gather in a team, decide on their own selected topic, and collaborate with one another to perform a project. A fair assessment is very important in a team project-based capstone design course for students. Many instructors agree that harmonizing creative evaluation and outcome assessment is hard in capstone design class. In also, it is not easy to assess students' individual efforts and achievements fairly in accordance with team-based assessment practices. To resolve this issue in this paper, we have surveyed various engineering design education methodologies, and have modelled existing evaluating elements into a modified creative process and outcome assessment framework for team project assessment. In particular, we focused on a method of fairly assigning credits by combining team based and individual-level assessments. Analyzing students' achievement and grade evaluation and verifying the validity of the proposed method was performed.

• Journal of Engineering Education Research
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• v.13 no.2
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• pp.33-37
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• 2010

This paper deals with the introduction of capstone design project by team activities in Department of Electronics and Communication Engineering, Korea Maritime University. This course is referred to as Creative Engineering Design for spring semester of 4th-year undergraduates. The course focuses on creative thinking and cooperative mind to students by learning engineering design skills, realizing their idea through design project and recognizing practicality of their systems. The intent of the course is to provide a true "capstone" experience, where students can combine their skills to achieve the successful completion of a project. This paper describes class process and evaluation method, and cooperative works with mentees and industrial mentors connected through Hanium network for IT mentoring activities.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.43 no.3
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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.