• Journal of Intelligence and Information Systems
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• v.9 no.2
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• pp.171-184
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• 2003

A project planning is one of the most important processes that determines success and failure of the project. A pre-project planning is also essential job for information system implementations at the early stage of project planning, especially for management information system like ERP. However, pre-project planning is very difficult, because lots of factors and their relationships should be considered. Pre-project planning of ERP implementation has been done by project manager's own knowledge and experiences. In this article, we propose a system that help project manager to make a pre-project plan of ERP project with case-based reasoning(CBR) framework. The proposed CBR system saves previous cases of ERP pre-project planning in the case base. Then, the system finds the most similar case with the current pre-project planning problem. Project manager can make a pre-project plan by adjusting the most similar case. From the interview with project managers, we collect some field cases of ERP implementation. We organized these cases by using XML(Extensible Markup Language), which is good for representing hierarchical information. XML gives us some flexibilities to correct and maintain cases. We make a prototype system, PPSS(Project Planning Support System) that help project manager to make a pre-project plan of ERP implementations. The object of the system is to support project manager to make a pre-project plan of ERP. We hope the result of the study can be applied to other information systems. Our research would be extended to cover other stages of project planning.

• Proceedings of the KAIS Fall Conference
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• 2003.11a
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• pp.171-177
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• 2003

A project planning is one of the most important processes that determines success and failure of the project. A pre-project planning is also essential job for information system implementations at the early stage of project planning, especially for management information system like ERP. However, pre-project planning is very difficult, because lots of factors and their relationships should be considered. Pre-project planning of ERP implementation has been done by project manager's own knowledge and experiences. In this article, we propose a system that help project manager to make a pre-project plan of ERP project with case-based reasoning(CBR) framework. The proposed CBR system saves previous cases of ERP pre-project planning in the case base. Then, the system finds the best similar case with the current pre-project planning problem. Project manager can make a pre-project plan by adjusting the most similar case. From the interview with project managers, we collect some field cases of ERP implementation. We organized these cases by using XML(Extensible Markup Language), which is good for representing hierarchical information. XML gives us some flexibilities to correct and maintain cases. We make a prototype system, PPSS(Project Planning Support System) that help project manager to make a pre-project plan of ERP implementations. The object of the system is to support project manager to make a pre-project plan of ERP. We hope the result of the study can be applied to other information systems. Our research should be extended to cover other stages of project planning.

• Knowledge Management Research
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• v.13 no.3
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• pp.79-103
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• 2012

Recently because the IS development project is large scale and complicated, the necessity of tools that can manage effectively smooth communications and the harmonized project between the interested parties is exposed. According to this fact, many companies are investing enough to the PMS (Project Management System) for the sake of the systematic management of the IS development project, and also this PMS is emerging as one of the indispensable tools for the successful IS development project by casting off from a auxiliary means for the past project management. However, as had been expected, whether the introduction of the PMS is possible to facilitate communications within a project team, and a main motivation that can derive individual performance and organizational performance that participated in the IS development project is induced or not are not verified still empirically and apparently. With respect to this, a survey was conducted to examine how PMS quality affected user satisfaction, communication, individual performance and project performance. The effects of the data gathered were verified by structural equation model analysis.

• Proceedings of the Korea Society for Industrial Systems Conference
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• 1997.11a
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• pp.303-320
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• 1997

In A institute, project managers present quarterly project performance report according to institute's law. In quarterly project performance report, progress of project performance and budget expended should be written. Progress of project performance and progress of budget expended are key management factors in A institute. Because financial database system Is already constructed, progress of budget expended is got from information system. But the progress of project performance that project manager estimate subjectively can not be judged of its correctness because there is not project management information system that is able to calculate the progress of project performance systematically. In this study, we present the project management system assign all activities to every project participator according to their work share rate using WBS(Work Breakdown Structure) and calculate the progress of project performance systematically Also we construct project management information system for above project management system implementing.

• Journal of Information Technology Services
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• v.8 no.3
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• pp.83-100
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• 2009

Even though the success of the information system (IS) protect becomes a critical issue to an enterprise and there has been a lot of research about finding critical success factors of IS projects, the scope management for the success of IS protect has received little attention in the literature. The purpose of this research is to investigate the effects of the project scope management activities defined by PMI (Project Management Institute) on the performance of the information system project. The focus of this paper is on the project supplier's point of view. This study shows the priority of the scope management activities during the IS Project. The results show the different results depending on the types of the project clients and the project scale. This research reveals that the scope verification is important for the project supplier from the project process view, and that the scope planning/definition is important for the protect client from the project result view. It also shows different results comparing to the conventional recognition about project success. The research results show that the positive relationships between the project scale and the importance of scope management activities, and between the familiarity of suppliers and clients and the importance of the scope management activities. Through this research, we expect that the importance of the scope management in a project will be considered as an important issue, and that this research will lead to various detailed research about this issue.

• International conference on construction engineering and project management
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• 2009.05a
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• pp.1288-1293
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• 2009

Performing 'Mega Project' in which various stakeholders are involved is difficult to control due to the respective conflicting objectives. Urban regeneration which is being challenged issue in various ways can be defined as the mega project. Since the mega project like urban regeneration a long-continued project and includes a lot of participants whose benefits conflict, cooperation among stakeholders is essential. Moreover, as the project goes, diverse decision making situations which require collaboration happen, and if proper decision making cannot be given at that time, the whole project would have critical effects. Also, since each activity concerns numerous stakeholders, prompt decision making is difficult in the mega project. Therefore, the objective of this study is to support stakeholder's cooperative decision making in order for conducting successful project. For the purpose of the paper, the concept of cooperation in mega project is redefined and a cooperative decision making framework is suggested. Also, the term of governance, which means cooperative mechanism based on the mutual trust, information sharing and partnership, is applied to the newly defined cooperation. The suggested cooperative decision making framework contains the structure of stakeholders in urban regeneration project which enables participants to understand the relationship among bodies and checklists for supporting decision making appropriately. The application of the framework proposed in this research is expected to contribute subjects' suitable decision making by providing proper information in a timely manner.

• 한국디지털정책학회:학술대회논문집
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• 2004.05a
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• pp.343-354
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• 2004

A Project planning is one of the most important processes that determines success and failure of the project. Scope management for project planning is also essential job in system integration project. However project planning is very difficult because lots of factor and their relationships should be considered. Therefore project planning of SI project has been done by project manager s own knowledge and experiences. It is necessary to develop an algorithm of WBS(Work Breakdown Structure) identification & document selection along to project's specificity in project management system using AI technique. This study also present method (ODW model) to cope with the limitations of the existing study that has uniformly customizing the methodology by only project complexity. We propose PPSM(Project planning support module) that apply Rule for determination of route map and document level, and CBR for WBS identification.

• International conference on construction engineering and project management
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• 2015.10a
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• pp.6-9
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• 2015

Traditional project management theory is based on a three-dimensional life cycle approach where the project managerseeks to optimize the dimensions of cost-schedule-technical (quality or design). This paper reports the findings of a case study analysis of two complex mega-projects in Michigan which confirm the findings of previous research and illustrates the use of a framework for five-dimensional project management (5DPM) that is for conceptualizing a complex project's scope of work. The framework elevates the recognition that the project's social/political context and the financial arrangements create complexity adding two new dimensions. This paper also demonstrates a methodology to graphically display a project's complexity to better understand and prioritize the available resources. The result is a "complexity footprint" that may help a complex project manager identify the boundary between controllable and uncontrollable projects impacts. The paper finds that applying 5DPM to the two case study projects has given the project delivery team a tool which is actually adding value to the complex project management process.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.2 no.2
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• pp.53-62
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• 1979

A widely accepted indicator of a project's economic potential is the internal rate of return (IRR). The primary objective of feasibility analysis for any project is to measure the economic potential for the project, normally defined as the expected return on capital investment. The analysis should be designed to determine whether a project is technically and economically sound, and under what conditions. Therefore, there are factors other than economic potential that must be taken into account in the reasonable composition of an investment program. These kinds of factors can be given proper consideration in project selection after the economic feasibility of alternative projects has been determined. The primary reason for having to choose among different projects is that capital resources are scare : the investment budget is limited. The case project, casting facilities investment project, treated in this paper were selected for their value in illustrating the methods of feasibility analysis. This case project an actual potential project and is analyzed on the basis of the best available data for the specific conditions for that project.

• International conference on construction engineering and project management
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• 2009.05a
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• pp.1564-1569
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• 2009

Project managers play a key role in cost, time, and quality of a project. Selection of an appropriate project manager, therefore, is considered as one of the most important decisions in any construction project. It should be noted that most important decision makings are carried out by the project manager throughout the project. Traditionally, project manager selection in construction companies in Iran is through organizing an interview with candidates and selecting the most appropriate choice in accordance with the capabilities, potentials and individual specifications coupled with the requirements of the project. In the same direction, organizing interview on selection of appropriate candidate is usually carried out by senior managers of companies. Determination of the most important criteria for selection of project managers and also identification of significance coefficient of each criterion can highly help senior managers of companies to make sound selection decisions. In this paper, a numerical model has been considered for determination of significance of each criterion, details of which are submitted for selection of project manager in Iranian petrochemical, oil and gas sector companies. For this reason, all criteria- considered by senior managers of the companies under study- are first determined. Then, information obtained through 38 interviews, conducted by senior managers of the mentioned companies while selecting project manager, is analyzed. Significant coefficient of each criterion is calculated through the accumulated data using fuzzy curves method.