• Journal of the Korean Operations Research and Management Science Society
• /
• v.33 no.1
• /
• pp.71-105
• /
• 2008

Various stakeholders within and outside of the organization are involved and participate in the outsourced IS development. As their interests and goals are different conflict arises in the process of their interaction, and it is an important factor affecting outsourcing success. The study focuses on the conflict between client users and vendor, i.e. main conflict in the outsourcing project, and examines the relationship of conflict with project success, the antecedents of conflict, and investigates the effectiveness of conflict resolution facilitation. An integrated conceptual model is developed grounded on is outsourcing, IS development, project management, and organizational behavior literature. Nine specific hypotheses on the conflict in outsourcing projects are proposed, and data collection and analysis are performed with 214 ISD outsourcing projects. Results indicated that the conflict between client users and vendor in outsourcing projects was found to have negative effects on project success. Main causes affecting conflict were examined, and relative influences of these causes were clarified. Recently internal IT personnel have been faced their role change with the increase of outsourcing, and the importance of their conflict resolution facilitation was highlighted.

• Korean Journal of Construction Engineering and Management
• /
• v.3 no.4 s.12
• /
• pp.139-144
• /
• 2002

Management of today's dynamic projects requires a shift of focus from product to process. The purpose of traditional project controls is to conform performance to plan. The purpose of lean project controls is to make the best possible choices at each point in time during the course of the project, as well as contributing knowledge to the parent organizations so they can learn from project experience. The Lean Construction Institute(LCI) proposed the Last Planner System(LPS) capable of accomplishing that purpose, principally through controlling the quality of planning and of management processes themselves, as distinct from concentrating exclusively on project performance. The case project was a pilot project for the implementation of the Last Planner. Consequently, the coordination of the work on this project was extremely successful. The project had its share of challenges. The coordination did not prevent design problems, or supplier errors, but helped the team deal with the problems effectively while maintaining the work flow. The last planner helped the contractors know: a) who will be doing what and where, b) what each one needs from the others, and c) what are the project priorities. The system itself created a more collaborative environment, because it 'demands' that the subcontractors address these issues.

• Journal of the Korea Institute of Military Science and Technology
• /
• v.22 no.4
• /
• pp.567-574
• /
• 2019

Traditional project progress method(PPM) has been used for Korean defense research and development project management for the last 20 years. However, it is difficult to intuitively understand the performance in terms of the project schedule, because the PPM does not provide the function of managing and forecasting project schedule. Therefore, this paper proposes new schedule managing and forecasting function for the PPM using earned schedule management concept. We verify the effectiveness of the proposed functions through several defense projects and prove that it is possible to reinforce the schedule management function of the PPM.

• International conference on construction engineering and project management
• /
• 2005.10a
• /
• pp.719-724
• /
• 2005

It has been debating on the performance evaluation of professional construction management (PCM) services since its introduction to Taiwan's construction industry more than a decade ago. Several evaluation systems were proposed by previous researchers. However, there has no comparison study been conducted for the feasibility, effectiveness, and appropriateness of these systems to the performance management (PM) of practical PCM services. This paper is intended for this end to compare the existing PCM performance evaluation systems in Taiwan. A real world design/build (D/B) building project was selected for case study. The result of case study concludes and compares the pro's and con's of the three systems. At the end, it recommends strategies for selecting the most appropriate PCM performance evaluation for PCM services.

• International conference on construction engineering and project management
• /
• 2015.10a
• /
• pp.629-630
• /
• 2015

'Sabine Pass Liquefaction Project (SPL Project)', a case study in this report, is the first construction project of a U.S. liquefaction facility for shale gas export overseas. This study analyzes the SPL Project to give understanding and a guideline to Korean EPC companies by benchmarking about effective risk-sharing strategies on EPC contracts. This study consists of three parts. The first summarizes the liquefaction process adopted on the SPL Project, named the 'ConocoPhillips Optimized Cascade Process', and compares it with other competitive liquefaction processes. The second introduces the unique features of the SPL EPC contract by comparing it with two other EPC forms of contracts: a FIDIC Silver Book for onshore plant projects and a contract of an offshore oil production (FPSO) project. The third focuses on the complexity of project financing (PF), especially lenders control and impact on the EPC contract such as covenant provisions to constrain variations and changes on the EPC Contract. From these conclusions, it is anticipated that this case study can provide a guideline for successful performance of Korean EPC contractors overseas.

• International Journal of Contents
• /
• v.15 no.2
• /
• pp.38-43
• /
• 2019

Recently, bottom-up information systems (BUIS), developed according to the requirements of individual user departments, have become popular. However, effective management of BUIS projects is not enough, with many organizations having experienced integration challenges with such individual projects. BUIS projects are relatively small and limited in scope, as opposed to the large, complex systems developed through traditional top-down information system development projects. Due to these differences in characteristics, the control modes as well as the aspects to improve development performance in each type of project are also different. Therefore, it is difficult to apply the results of prior research on control in system development projects to improve BUIS project performance. The purpose of this study is to derive a new theory of control to improve BUIS project performance. The results contribute to the improvement of firm performance through effective control of BUIS projects in modern enterprises.

• Journal of the Korean Operations Research and Management Science Society
• /
• v.26 no.4
• /
• pp.1-21
• /
• 2001

The purpose of this stuffy is to derive critical success factors for ERP system implementation by integrating managerial, technical. human resource and organizational culture factors welch have been proposed as influencing factors for the performance of ERP system implementation in previous studios. Especially, this stuffy divides ERP system implementation process into preparation stave, implement stage and settle-down and stabilization stave, and then derives critical success factors in each stage. The data for empirical analysis of the research model are collected from 64 companies and the respondents for questionnaire consist of ERP system implementation project managers and user department managers in companies which have already operated it after ERP system installation. The main results of this study are as follows. First, it derives 27 success factors through comprehensive review of various factors which may affect ERP system implementation performance, and categorizes them into one of three stapes preparation stave, implement stage, and settle-down and stabilization stage. Second, the relationship between many success factors at each stave (preparation stave, implement stage, and settle-down and stabilization stave) and performance variables is tested. As a result, the significant correlations between many success factors at each stage and ERP system implementation performance are found, and the difference among success factors in the degree of influencing the system performance is significantly shown. finally, the relationship between process-oriented performance variables and result-oriented performance ones is tested. As a result, it is found that there is significant correlation between process-oriented performance variables except for one variable-project resource management appropriateness - and result-oriented performance ones. The theoretical contribution of this study is to derive a comprehensive model of critical success factors for implementing ERP system project from the system deve1opment life cycle perspective, and empirically test it through field survey with a wide range of data collection. And, the practical implication of this study is to present the desirable guidelines for performing ERP system implementation project successfully.

• Journal of Information Technology Applications and Management
• /
• v.19 no.1
• /
• pp.61-83
• /
• 2012

PMO has gained much interest as an approach to lowering project failure rates. PMO implementation is, however, not an easy endeavor. Many studies have reported that a significant number of PMOs were seen as contributing little to project performance. Local organizations are more likely to be exposed to the failure risk as they tend to heavily depend upon outsourced PMO services. We believe that it is essential for ordering organizations to collaborate with the PMO service firm to come up with a proper PMO governance prior to its implementation. This study is to empirically investigate the effects of PMO governance upon PMO performance and the effects of ordering organization's project readiness upon PMO governance. The study result shows that a proper organizational structure and a properly defined role and responsibility may enhance the PMO performance. And, a correct awareness about PMO and a project management capability were found to be contributing to the appropriateness of PMO governance.

• International conference on construction engineering and project management
• /
• 2005.10a
• /
• pp.377-382
• /
• 2005

The tools, methods and measures used for project control reflect underlying theories of management. Management theory has been neglected in the construction industry, which has rather focused on tools and neglected theory. This paper contributes to the theory of project management by introducing and developing two fundamental and competing conceptualizations of management: MBM (Managing-by-Means) and MBR (Managing-by-results). Current project control and performance measurement practice is based on MBR. However, project control based on MBR may not be appropriate for managing dynamic projects. The paper present the Last Planner^TM System (LPS) and Process Variance Control (PVC) as examples of methods reflecting the MBM view. It is argued first that the MBM view is appropriate for managing uncertain, complex and quick projects. The paper also explores how MBR tools and techniques may be appropriately used within an MBM framework.

• Journal of Information Technology Services
• /
• v.18 no.5
• /
• pp.193-207
• /
• 2019

In recent years, Digital Social Innovation has been emerging at home and abroad and new solutions are being proposed by the perspective of User using digital technology in order to solve social and economic problems of the city. In addition, Living Labs which is an innovative tools and space enable to solve problems doing activities with various participants led by users. Therefore, this study aims to systematically manage the activities of Living Lab in Digital Social Innovation and improves the Living Lab sustainability using the performance indicators which are going to be developed. Furthermore, construct the appropriate indicator of each project process and take test at real Living Labs. As a result, performance indicator was derived from each procedure in the Living Lab project, and proved validity and reliability of the indicators through qualitative and quantitative methods by interviews and the questionnaire from the participants of Living Labs.