• The Journal of the Korea Contents Association
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• v.13 no.5
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• pp.82-89
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• 2013

The phase in digital technology expedited low-budget digital film productions in the Korean film industry; hence the international film festivals circuit became the launching pad for Korean directors as they built their reputation and careers around the critical acclaim. Pieta (Kim Ki-Duk)'s Claim on Golden Lion prize at the Venice Film Festival in 2012 would be one of the splendid achievements - the festival is considered to be one of the top the international film festival. However, the increased volume of the low-budget digital film productions are not necessarily proportional to the growth in the quality of the productions. The drawbacks to the production system appeared to be the underlying cause. In attempt to approach the issue, this article explores the production system from 2000 until now. It is illustrated that the value chain model has been transformed from general ones into vertical & horizontal integrated ones. A notable example of successful indie bands-around Hongik university area-, as well the analysis on the low-budget hit productions, especially from the mid-2000's, are introduced as the case studies. The strategies that led the success, such as subsidies policy, the tax benefits on investment firms and production companies, and the aid in international film festival submissions on low-budget digital film productions, are thus examined with further suggestions.

• Korean Business Review
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• v.19 no.2
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• pp.231-259
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• 2006

Performance-based budgeting(hereafter PB2) is supposed to improve efficiency and effectiveness of public organizations. Governmental PB2 is based on output flow rather than input flow. Since 1990s, many OECD nations including New Zealand and the United States have been changing their budget system to PB2. The Korean Government has been using input-based budgeting focusing on the size of expenditures. In 1999, The Ministry of Planning and Budget(hereafter MPB) conducted pilot projects for divisions or agencies of governmental departments for the purpose of improving efficiency in expenditure, rationalizing budget allotments, and inducing budget savings. However, performance budgeting may also have problems in terms of measurement and application. Due to the fact that public goals are abstract and may vary, it is difficult to induce performance indicators from public goals. There also seem not to be any performance indicators which correspond with the conditions of desirable indicators, such as validity, reliability, clarity, practicality, controllability and so on. In terms of applying an original budgeting plan, the difficulty of linking performance and budgeting, the appearance of unintended negative effect and externalities, and the repulsion of subordinated agencies are expected. Now days, local government is going to introduce PB2. Same problem may happen in the local government. And Therefore, the objectives of this paper are to introduce PB2 onlocal government and review a alternative strategy with the purpose of smoothly settling performance budgeting on local government. That is the linkage of Balanced Scorecard(BSC) and PB2.

• Journal of Digital Convergence
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• v.10 no.4
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• pp.55-62
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• 2012

This paper analyze the DEA(Data Envelopment Analysis) efficiency of government budget to HRD program(ITRC) and correlation and regression between its inputs and outputs in the field of information technology. First, empirical results show that the relationship between the supporting period of government budget and scientific research & HRD outputs is respectively irrelevant. Second, another finding is that the relationship between government budget and HRD output is positive. Finally, DEA efficiency analysis implicates that SW/digital contents, digital TV, information security, intelligence robot, next generation PC, next generation mobile telecommunication, home network, mathematics, IT SoC are more efficient than any other technology fields.

• Electronics and Telecommunications Trends
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• v.18 no.3 s.81
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• pp.56-66
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• 2003

미국과 일본은 2010년까지 페타급 컴퓨팅 및 통신기술을 확보하고, 소프트웨어 기술, 고도의 네트워크등을 활용하여 교육, 의료, 통신, 산업 등 서비스 응용분야에 적용하여 새로운 IT 시스템 및 디바이스를 창출하는 데 역점을 두고 있다. 본 고에서는 미국 • 일본의 2003년도 정보통신 기술정책 방향, 주요 기술 개발내용 및 연구개발 예산정책을 비교 분석함으로써 우리나라 정보통신 기술정책에 대한 시사점을 제시하고자 한다.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2008.10a
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• pp.141-144
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• 2008

u-Health 관련 보건 비용의 지속적인 증가와 건강 및 사전 예방에 대한 관심이 증가함에 따라 온라인을 통한 상담, 정보제공, 동영상 서비스 및 e-commerce등 건강 관련 서비스 시장이 확대가 되고 있다. 특히 노령인구의 급증에 따른 국내 고령층에 대한 실버산업이 대두되고 있다. u-Health 의료산업은 원무행정 분야에 대한 초기 정보화 단계에 있으며, 대학/종합병원들의 IT예산은 급속히 증가하고 있으나, 중소형 병/의원/약국의 경우 IT 투자예산 확보에 어려움이 있다. 이를 대처하기 위해 u-Health와 Wellness를 통합 함으로서 BT, NT 및 IT 관련 기술을 활용하여 u-Fitwellness 시스템을 구축하여 Ubiquitous 네트워크를 통해 고령자를 위한 건강과 의료관련 서비스, 제품, 정보를 제공하고 개인의 삶의질을 향상시킴으로써 홈 네트워킹 기반 u-Healthcare Total Solution을 통한 융합형 서비스를 제안하고자 한다.

• 한국IT서비스학회:학술대회논문집
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• 2006.11a
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• pp.91-96
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• 2006

최근 몇 년 사이 정부 내의 정보화 사업규모는 기하급수적으로 증가하고 있다. 국민의 정부시절 약 2,400억 규모의 정보화 예산이 참여정부에서는 약 9500억으로 증가한 사실이 이를 반증하는 증거이다. 그러나, 이러한 정보화 사업에 대한 투자규모에 비하여, 막대한 예산을 들여 진행되는 사업에 대한 지속적인 성과관리는 체계적으로 진행되지 않은 현실이다. 오히려 성과관리라는 것이 사업의 추진을 방해하는 부정적인 요소로 인식되기도 한다. 하지만, 정보화 사업에 대한 성과관리의 부재는 장기적으로 조직의 전략목표와 정보서비스와의 GAP을 심화시켰고, 결과적으로 막대학 IT 투자 전체에 대한 회의감만을 대두시키는 결과를 가져 왔다. 2006년 IT최대의 화두인 IT거버넌스 개념 역시 IT와 비즈니스의 GAP을 줄여 IT 서비스가 조직의 목표와 전략을 올바르게 지원하도록 IT운영을 하자는 것이 핵심사상이다. 이러한 IT거버넌스 실현의 중심에 IT 투자성과관리체계가 있다. 해양수산부는 IT투자성과관리체계구축을 통하여 정보화사업 전체 프로세스를 지원하며, 각 단계별 이력관리를 통해 매년 사업 담당자가 바뀌는 상황에서도 안정적인 사업의 추진이 가능하도록 하였으며, 각 사업에 대한 평가지표개발 및 평가체계 구축을 통해 사업계획, 시행, 종료 단계에서 과학적인 정보화 사업의 투자성과평가를 지원하는 체계를 마련하였다. 이러한 IT투자성과관리체계는 기 구축된 ITA, ITAMS, IT자산관리체계와 연동하여 해양수산부 IT거버넌스 실현에 이바지 할 것으로 기대된다.

• KSCE Journal of Civil and Environmental Engineering Research
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• v.35 no.6
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• pp.1405-1412
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• 2015

In Korea, public infrastructure projects employ "long term continuation (LTC) contracts," which require budgets to be reevaluated and re-appropriated annually throughout the multi-year life of the project. However, such contracts also make it susceptible to frequently changing government policies, in which budgets required for existing projects are allocated to new projects and thus does not provide a consistent stream of capital to multi-year projects. Each year, the KEC needs to attain government funds for construction of its multiple highway construction sites. Because it is difficult to know the amount that may be actually appropriated to KEC in a given year, it is in turn difficult to anticipate and provide sufficient funds necessary for construction to run smoothly and continuously. The lack of a good logic for appropriation has resulted in projects having a skewed distribution of capital. To get better budget appropriations from the central government, the KEC first needs a systemized approach that rationalizes the annual construction capital optimally required for its individual sites. The goal of this research was to devise a way that allows the KEC to determine and calculate the optimal construction costs that would be required for its individual construction sites on an annual basis. Both the optimal progress rate and the essential work types were assessed through a workshop with 24 professionals (KEC employees and contractors) who had extensive experience in KEC projects and also were currently working in these projects.

• The KIPS Transactions:PartD
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• v.11D no.1
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• pp.183-194
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• 2004

The existing management job of research expenses has been divided into three parts： budget planning, budget draw-up, and exact settlement of budget. However, it caused some problems. Under this current circumstance it is required to obtain research expenses steadily, to operate efficiently and to use them clearly to solve such problems. As a result of a study on data warehouse development process of existing system integration company (Inmon, IBM) to reflect current trend described above, data warehouse development process of Inmon uses systematic and gradual access as a classical development cycle method. It causes overlap and feedback to the previous step in the process of each step Is requested. And another problem that it is difficult to toil what function refers and corrects data because functions and data are separated during performing development process at data warehouse development process of IBM is caused. Integrated management data warehouse development process of research expenses in the enterprise environment which applies UML at planning and analysis step, design step and implement and test step is suggested in this paper. Information retrieval agent uses existing budget plan DB, budget draw-up DB and budget settlement DB to find out information that a user wants to know. Information retrieval agent collects and saves information at integration database and information integration agent extracts, transports, transforms and loads the data. Information integration agent reduces a user's efforts to access to a number of information sources and check each of them. It also screens out data that a user may not need. As a result, integrated management data warehouse development process of research expenses in the enterprise environment reflects a user's requirements as much as possible and provides various types of information to make a decision which is needed to establish the policy of research expense management. It helps an end user approach his/her desired analysis information quickly and get various data from the comprehensive viewpoint rather than the fragmentary viewpoint. Furthermore, as it integrated three systems into one, it is possible to share data, to integrate the system, to reduce operating expenses and to simplify supporting environment for the decision making.

• International Journal of Highway Engineering
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• v.11 no.3
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• pp.13-21
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• 2009

The traveler's travel pattern has significantly changed due to the social and economic changes. The travel time among the traveler's pattern is the limited resource. The travelers are trying to maximize the utility of travel with the least travel cost. So, the travelers travel with their own travel time budget in mind, which they can pay or choose to pay for the optimal maximization of the utility of the individuals. This research is to group and extract the specific factors which affect the travel time budget by utilizing the CART analysis method, which enables the analysis of traveler's characteristics and their interrelationship based on the data collected from "2002 Household Travel Practice Research" and then try to derive a model for estimating the traveler’s travel time budget. The result of CART analysis shows that the factors which affect the travel time budget include the traveler's age, size of house, type of house, type of employment, job and relation to the head of household. Considering the affecting factors derived, I developed an estimation model. From that model, we found that the age, size of house and type of house were positively (+) related to the travel time budget while the homeworking people who have less travel frequency as a type of employment were negatively (-) related to it. In particular, from the point of type of job, the housewives, children not yet old enough to attend schools and people who are working in the agricultural, or marine product industries were found to have the negative (-) value while the people who have the administrative, office, management jobs were found to have the positive (+) value.

• Journal of Digital Convergence
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• v.14 no.6
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• pp.9-19
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• 2016

Since continuous expand in governmental R&D investments and growth number of research institutions, model of multi-agency program has been planned and pushed ahead to settle the inefficiency of investment by the scattered and competitive R&D Programs. However, it was often pointed out that new model's effect has been fall because the institutional inertia of cooperative system between agencies. In this study, we analyze the current state of multi-agency program and suggest the optimal R&D governance model to improve a better direction. Afterward, several problems were turned up and that allocation and execution of the R&D budget separately, less coordination and cooperation among agencies, and absence of typical evaluation system of multi-agency program. Therefore, we suggest some of improvements by analyzing each steps.