• Journal of Information Technology and Architecture
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• v.11 no.3
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• pp.333-345
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• 2014

Knowledge management system (KMS) is an information system that helps an organization manage its knowledge assets effectively as well as maximize their values within the organization. In engineering fields, because the expertise and know-how of experts are so critical, KMS can play an important role to store and share the experts' knowledge within the organization. This paper adopts an object-oriented approach to analyze and design an engineering knowledge management system required to manage and share engineering knowledge effectively. A field study is conducted against construction and automobile engineers to draw critical success factors to successfully implement and adopt an engineering KMS and based on this study, the engineering KMS has been analyzed and designed. Also, this paper proposed a flexible system architecture that can be applied to various engineering fields.

• Proceedings of the Korea Inteligent Information System Society Conference
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• 2002.11a
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• pp.193-202
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• 2002

제품 개발 및 생산 관련 기술을 체계적으로 구축하고 재활용하는 것은 프로세스와 장치에 의존하는 반도체산업에서 매우 중요하다 그러나, 국내외 대부분 반도체 업체의 경우, 양적 위주로 성장해 온 나머지 정보의 생성에서부터 재활용, 폐기까지 일련의 기술 정보 관리 과정을 수작업과 종이 형태의 산출물에 의존하는 실정이다. 이런 현실은 제품 개발과 생산 기술 확보에 추가적인 리드 타임을 유발하여, 원가 및 조기 시장 선점의 부담으로 작용한다. 문제를 해결하고자 반도체 산업에 필요한 기술과 문서를 체계적으로 분류하고, 신제품 개발 정보 등, 핵심기술 정보의 대외 유출 방지를 위한 기술적, 제도적인 보안 체계를 정립하였다. 제품 개발 리드 타임 단축 및 생산성 향상을 위해 생산 시스템과 연동하여 제품, 프로세스 표준을 실시간으로 제공하는 한편, ERP와 연계된 EDMS를 설계, 구축하였다. 본 논문에서는 모델링 및 시스템을 구축하기 위한 방법과 결과를 논하고, 구축된 EDMS를 중심으로 새롭게 제시된 KMS 전략을 달성하기 위한 개념적인 모델을 제시하고자 한다.

• Knowledge Management Research
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• v.15 no.4
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• pp.147-170
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• 2014

This study investigates the main characteristics of Chinese automobile industry based on the technology learning, architecture theory and cluster. As a case study sample, we chose three most representative automobile firms from three main cities in China, FAW from northern part of China, SAIC from middle part of China, and BYD from southern part of China. According to the research findings, FAW has equipped self-production ability in virtue of political support but felled behind in future transportation due to lack of convergence with local cluster. In case of SAIS, similar phenomenon happened in spite of highest purchasing power of shanghai. BYD has achieved great quantum jump through the aggressive investment strategy in electric vehicle even though there are still many technological learning and experience to be cumulated. Overall, this research extends the current literature on key roles (technological learning, architecture, and cluster features) in the automobile industry growth by suggesting their crucial aspects in knowledge management and strategic planning to a newly emerging market, China, and sheds light on the relationship between regional characteristics and automobile growth.

• Journal of Information Technology Applications and Management
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• v.20 no.2
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• pp.69-87
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• 2013

The expanded spiral model in this paper consists of five processes of architecture design, architectural construction, architectural maintenance, operation, and architectural management. The former four processes are executed alternatively, while the latter architectural management process is executed continuously interacting with the other processes during the whole life cycle of the system. The expanded spiral model provides a conceptual framework to sort discussions of architectural degeneration into those of product-oriented processes and those of management processes, making it possible to incorporate the models and body of knowledge about project and program management especially those of Project Management Institute, into discussions of architectural degeneration. A good architecture decomposes the software-intensive system into components mutually interacting in a well-formed structure. The architecture design process and the architectural construction process together create the object system with well-designed architecture. The architectural maintenance process prevents the implemented architecture deviate from the designed architecture. The architectural management process monitors the changes of requirements including architecturally significant requirements, supports the other processes to be executed reflecting various perspectives of stake-holders, and creates and documents the reasons of architectural decisions, which is considered as a key element of the architecture.

• KIEAE Journal
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• v.7 no.2
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• pp.63-70
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• 2007

Construction managers who are placed on the top of the construction production organization should exhibit its best knowledges concerning all aspects and control related members at every position properly. In case of CM firms in developed countries, they are equipped with a practical system of technology and management knowledge, and efficiently use the knowledge not only for novices but also experts. However, the domestic CM firms which are now at the lower level than those in developed country are not supported with the sufficient and systematic knowledge for CM tasks due to various reasons. Therefore, the objective of this study is to suggest the direction and strategy for the development of an experts-knowledge management system to enhance the construction productivity at the viewpoint of CM firms which conduct, manage and supervise various tasks of construction projects. Domestic CM firms would play a great role to enhance productivity and secure competitive advantage of project management as much as the firms in developed countries if experts-knowledge and information are supported by a computerized system.

• The Journal of Society for e-Business Studies
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• v.5 no.1
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• pp.123-134
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• 2000

Over the past several decades, several architectural approaches have been applied to develop Information Systems, The software architectural model has been recognized as one of the most important methods for improving productivity. Most conceptual models are difficult to understand and interpret at various system models. As a consequence, conceptual models of many Information Systems fail to represent, exploit, and apply to various aspects, which is needed for reducing development step of the architecture. In this paper, we will explain the architectural model as the 4＋1 View of UML. This model integrates the Knowledge Management System into five views： the Logical View, the Process View, the Deployment View, Implementation View, and the Use-Case View. Moreover, this paper will not only provide information on the application of the software architectural model by stakeholders, but also ultimately improve productivity.

• Knowledge Management Research
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• v.20 no.3
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• pp.107-117
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• 2019

Successful start-ups are driven by opportunities, teams, and the resources needed to grow the business. Systematic business process management is required to maximize the efficiency of business operations. However, the existing entrepreneurial process research has limitations that it is difficult to intuitively and dynamically provide the necessary information for start-up operation, and it is necessary to define necessary information (resources, stakeholders, activities). In this study, we suggest the "Start-up Process Repository System" which overcomes limitations of existing entrepreneurial process research. The architecture for the Start-up Process Repository System provides five layers and enables each layer to interact four interfaces between each layer. This study improves start-ups' accessibility to the start-up business process repository created from the existing repository architecture and increases the utility derived from it by providing methodologies for components that offer useful start-up knowledge.

• Journal of Technology Innovation
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• v.14 no.1
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• pp.1-30
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• 2006

The purpose of this paper is to analyze the organizational design and management of product development in creating new product architecture by an established firm. For the purpose, the paper put up the organizational design in the process of PDA(Personal Digital Assistant) development of Sharp and Casio which were Japanese major PDA firms in 1990s. PDA is the product born through architectural change from Electronic Organizer. Prior research on the product architecture change and organizational adaptation emphasized that an established firm is difficult to adapt to new product architecture due to the restriction of prior technology or organizational inertia. For overcoming these problems and successful development of new product architecture, organizational design and management in the process of product development becomes essential. In case of Sharp, corporate development project team had been used to overcome the restrictions from architectural knowledge accumulated through previous product. After launching first new PDA by corporate development project team, Sharp created a new division and pushed an evolution of PDA, when new PDA market start to grow up rapidly toward a major market segmentation. As a result, Sharp was able to build up stable PDA project trajectory. However, Casio was late for three years in launching of new PDA architecture because previous division charging of Electronic Organizer tried to develop first new PDA. Casio's PDA development was prohibited by engineers of previous division because new PDA architecture was inferior on user interface and display definition. That is, Casio's first PDA development was restricted by architectural knowledge of previous product.

• Proceedings of the Technology Innovation Conference
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• 2005.06a
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• pp.44-68
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• 2005

The purpose of this paper is to analyze the organizational design and management of product development in creating new product architecture by an established firm. For the purpose, the paper put up the organizational design in the process of PDA(Personal Digital Assistant) development of Sharp and Casio which were Japanese major PDA firms in 1990s. PDA is the product born through architectural change from Electronic Organizer. Prior research on the product architecture change and organizational adaptation emphasized that an established firm is difficult to adapt to new product architecture due to the restriction of prior technology or organizational inertia. For overcoming these problems and successful development of new product architecture, organizational design and management in the process of product development becomes essential. In case of Sharp, corporate development project team had been used to overcome the restrictions from architectural knowledge accumulated through previous product. After launching first new PDA by corporate development project team, Sharp created a new division and pushed an evolution of PDA, when new PDA market start to grow up rapidly toward a major market segmentation. As a result, Sharp was able to build up stable PDA project trajectory. However, Casio was late for three years in launching of new PDA architecture because previous division charging of Electronic Organizer tried to develop first new PDA. Casio's PDA development was prohibited by engineers of previous division because new PDA architecture was inferior on user interface and display definition. That is, Casio's first PDA development was restricted by architectural knowledge of previous product.

• Journal of the Korean Institute of Intelligent Systems
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• v.16 no.1
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• pp.101-107
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• 2006

In this research, we propose a hybrid inference architecture for medical diagnosis based on dynamic knowledge map (DKM) and relational database (RDB). Conventional expert systems (ES) and developing tools of ES has some limitations such as, 1) time consumption to extend the knowledge base (KB), 2) difficulty to change the inference path, 3) inflexible use of inference functions and operators. To overcome these Limitations, we use DKM in extracting the complex relationships and causal rules from human expert and other knowledge resources. The DKM also can help the knowledge engineers to change the inference path rapidly and easily. Then, RDB and its management systems help us to transform the relationships from diagram to relational table.