• Journal of the Korea Institute of Military Science and Technology
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• v.10 no.3
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• pp.100-108
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• 2007

The purpose of the research is to propose an integrated project planning process and its implementation method. Although there is increasing interest in the application of the Earned Value Management(EVM) method in the project management area, the progress and maturity of the technical performance have not been included in assessing the Earned Value. The main concept of the planning process is to use cost, schedule, as well as the technical performance in the assessment of the Earned Value Management for Military R&D project management practices. The resulting process can enhance the efficiency of the project work by eliminating the currently duplicated activities between traditional project planning process and the newly implemented Earned Value Management process and by shortening the early planning process duration of projects adopting EVM practices.

• Journal of Information Technology Services
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• v.15 no.1
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• pp.131-152
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• 2016

Group social capital can be defined as an intangible asset that promotes knowledge sharing and social interaction. It is posited here that the group social capital raised and nurtured among group members positively influences on team performance in IS (Information Systems) development projects. And communication effectiveness is selected as a critical antecedent and its detailed relationships with the dimensions of group social capital are analyzed. Effective communication plays important role in ISD project teams by integrating knowledge from different areas. Moderating effects of project phase between the sub-dimensions of social capital and project performance are investigated. Hypotheses are tested using data from 131 project teams of 85 manufacturing firms. The results indicated that Communication effectiveness positively impacted sub-dimensions of social capital (social ties, trust, and shared vision). Moreover, the team performance is influenced by shared vision and trust, leaving social ties as a leading subcontract, as theoretically proposed in prior research. The project phase moderates the impact of shared vision on team performance.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.47 no.3
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• pp.202-216
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• 2024

In today's rapidly changing business environment, rapid decision making and effective project management are essential for business growth. This study examines how project manager competencies and organizational structures affect business performance. Successful project execution depends on the strategic use of project managers' skills and organizational resources to maximize performance. An empirical study was conducted with 475 participants from the construction and engineering sectors. The applied analyses included multiple regression analysis and two-way ANOVA to assess how project manager competencies and organizational types affect business performance. The results of the study show that project manager competencies significantly improve business performance, especially when combined with appropriate organizational types. Effective use of organizational frameworks leads to better financial results, increased market competitiveness, and greater innovation. The results of the study are as follows: First, project manager competencies were found to have a significant positive effect on business performance. Second, the use of functional, project, and matrix organizations had a significant positive effect on business performance. This suggests that aligning organizational structures with business objectives is important for achieving optimal performance. Overall, this study provides valuable insights into the academic literature and practical applications of project management and organizational research. In addition, if we can select organizational members based on the learning effects of previous projects when operating new projects in the future, it will help reduce risks. Ultimately, it will improve the project manager's competency level, promote the individual abilities and knowledge sharing of team members, and provide opportunities for the company to build efficient new systems. This will be evaluated as a valuable study in terms of academic and practical productivity.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.41 no.3
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• pp.30-40
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• 2018

The purpose of this study is to examine the effect of project-based organizational resources on the business performance in the resource-based view (RBV) and dynamic capability one and analyze their relationship through an integrated model. The RBV argues that firms get competitive advantages when they have VRIN characterized resources but dynamic capability view argues that RBV has its limitation under volatility so it enables them to obtain competitive advantages in ever changing environments. This study analyzes data collected from 270 survey questionnaires on the project management related staff at the project-based organization among major companies in Korea. The result demonstrates that two project organizational resources on strategic and executional management with VRIN characteristics are found to bring positive effects on the organizational dynamic capabilities and also the dynamic capabilities such as integration & reconfiguration, organizational learning are verified to bring meaningful positive effects on the business performance. On the other hand, unlike previous studies, ambidexterity has quite a weak effect on the business performance. Therefore, we expect that the resources of the project-based organization with VRIN lead to strengthen the firm's business performance through organizational dynamic capabilities and produce high performance through the integrated model of RBV and dynamic capability one. The study has academic meanings that widely confirm the effects and characteristics of main elements of VRIN project organizational resources on the business performance of competitive advantage through the dynamic capabilities of the organization by the regression on the precedent studies regarding the project management resources and their relationship with the VRIO characteristics. The practical implication is that it is preferentially necessary for the organization to obtain VRIN resources and organizational dynamic capabilities, especially organizational learning to have sustainable competitive advantages.

• International conference on construction engineering and project management
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• 2015.10a
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• pp.72-76
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• 2015

Capital project benchmarking requires an effective cost normalization process to compare cost performance of projects accomplished in different time and location. Existing cost normalization approaches have been established based on the assumption that all required information for cost normalization is fully identified once a project is completed. Cost normalization, however, is sometimes required to evaluate phase-level outcomes of an ongoing project where the required information is not fully available. This paper aims to provide a cost normalization procedure for phase-based performance assessment. The procedure consists of three normalization steps: currency conversion, location adjustment, and time adjustment considering various scenarios where the required information is not fully identified. This paper also presents how the cost normalization procedure has been applied to the 10-10 Performance Assessment Program, which is a phase-based performance assessment system developed by the Construction Industry Institute (CII). Both researchers and industrial professionals can apply the cost normalization procedure to studies and practices regarding to cost estimation, feasibility analysis, and performance assessment.

• Asia pacific journal of information systems
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• v.13 no.2
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• pp.199-217
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• 2003

Based on the IS literature on software project risk management, we developed an integrated model to investigate the risk factors and risk management factors in project development. We also analyzed the interrelation between project risk and project risk management. The questionaries are collected from 83 project leaders. We tested reliability and validity of the measure and analyzed the obtained data. The results support our risk-based hypothesis that shows the importance of risk management in reducing project risks and improving performance of project and process.

• Journal of the Korean Operations Research and Management Science Society
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• v.19 no.1
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• pp.123-144
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• 1994

This Study has empirically examined the relationship between the role of R & D project leaders and their team performance using data from 87 project teams in 6 R & d organizations. The results reveal that : 1) R & D project leaders play five different roles for performing their jobs-strategic plannar, team builder, gatekeeper, expert and champion : 2) all but the champion role of leaders are positively associated with project team performance unless they have too short team tenure to materialize their role efforts : 3) However, the relationship between the role of leaders and project team performance varies according to characteristics of their team and project tasks. More specifically, it becomes more important for leaders to focus on gatekeeping and championing roles as their team gats older. Team building role of leaders is more important for higher performance of relatively certain R & D projects, while for uncertain R & D projects gatekeeping role appears to be more important.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.12 no.1
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• pp.87-99
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• 2017

This study is intended to look into the structural relationships between project manager's creative thinking, entrepreneurship, and project performance. To achieve this, research model and hypothesis were established to carry out statistical analysis based on the results of an empirical sample survey. The findings showed that project manager's creative thinking didn't improve project satisfaction directly, but it improved project satisfaction through the mediating effects of project manager's entrepreneurship. While it had a direct effect on perceived project performance, project manager's entrepreneurship was not mediated in this process. This suggests that even if project managers have a high expertise, thinking skill and motivation as creative thinking in working on the project, they have the limitation in leading to customer satisfaction from a personal perspective.

• Korean Journal of Construction Engineering and Management
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• v.24 no.1
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• pp.3-11
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• 2023

According to the post evaluation scheme in Korea of a public construction project which is more than 30 Billion KRW, project performance is evaluated by investigating outcomes and effects of the construction after the completion of the project. The current post evaluation results can be used for planning and estimating a construction project in the future. However, it is not easy to utilized for an on-going project because the system does not provide the phase-based performance of a project. Although project planning performance is important for project initiation, few attempt has been made to evaluate planning performance in Korea. The purpose of this study is to provide a conceptual performance evaluation of planning performance using preliminary feasibility study conducted by Korea Development Institute. This study developed a planning performance database using data extracted from preliminary feasibility study reports of the completed 354 road construction projects. This study analyzed the performance of the planning stage of road projects by developing absolute metrics such as standard construction cost and standard construction schedule based on a Lane-Km. Using the standard construction cost and schedule metrics, the planning performance was analyzed by project characteristics. The results of this study can be used for phase-based performance evaluation from planning phase to construction phase.

• Journal of Information Technology Services
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• v.6 no.1
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• pp.65-81
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• 2007

Recently, the affiliates of the Ministry of Information and Communication have been conducting a performance evaluation study on IT policy projects, based on the performance evaluation model of the U.S. Office of Management and Budgets, with regard to investment in computerization. The performance evaluation model for the policy project could provide the objective information required for the planning, development, and operation of the policy project. However, the performance of the most policy project is likely to be evaluated using the subjective evaluation criteria of evaluators. Therefore, this case study evaluates the relative efficiency using DEA (Data Envelopment Analysis) in order to improve the performance evaluation method of the digital pioneer' project implemented by the Korea IT Industry Promotion Agency. The improvement value of inefficient Decision Making Units (DMUs) was measured by a static efficiency analysis. The measured value will suggest a objective viewpoint of the performance between DMUs to evaluators. In doing so, it will show an appropriate direction for the policy project to be evaluated successfully.