• Journal of Korean Society for Quality Management
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• v.36 no.4
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• pp.65-76
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• 2008

The purpose of this study is to contribute to escalation of a management quality of local public enterprise through integrating local public enterprise evaluation(LPEE) and Malcolm Baldrige Model(MBM). In order to achieve the purpose, I suggested that develop an integration model of LPEE and MBM criteria and use AHP(Analytic Hierarchy Process) as a technique posting weight value to criteria. Of two suggests, it is the former to date or discuss seriously. Therefore the integration model is redesigned for leadership/strategy category(leadership, strategy), management system category(customer management system, business management system, measurement/knowledge management system), and management result category(business result, customer satisfaction result, human resource management result, financial management result).

• Asia pacific journal of information systems
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• v.6 no.1
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• pp.241-267
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• 1996

The problems like exceeding estimated cost, late due-date, expensive maintenance, insuffiency of experts and low productivity are becoming emphasized related with the software development. In order to overcome these problems and to develop the highly qualified software within the limited resources, a project management tool is used. The purpose of this study is to develop a conceptual model of the project management system which can plan, analyze and control the software development projects effectively. The model is constructed with plan and track management system, cost management system and operation management system for the efficient project management. It is named by LSD-PMS : Large-scale Software Development Project Management System. We reviewed 5 cases of project management. LSD-PMS is evaluated and reviewed by the project managers in the field. It is proved that LSD-PMS is a tool which can help project managers develop software successfully given budget and time schedule. In the future, this system should be further developed as an integrated model with system implementation tools such as CASE products.

• Journal of Korea Society of Digital Industry and Information Management
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• v.8 no.4
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• pp.245-261
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• 2012

This study thus set out to empirically analyze connections between the success factors of marketing and management performance in the silver industry. For that purpose, the investigator analyzed relations between independent variables, which include such success factors of marketing as market segmentation, product mix, customer relational management, brand asset, price strategy, and marketing information system, and dependent ones, which include financial and non-financial management performance. Those results partially support the hypothesis that the six success factors of marketing set in the study have effects on financial and non-financial management performance in the silver industry. Customer relational management had the biggest influence, being followed by brand asset and price strategy in the order. Those results indicate that companies need to consider customer relational management, brand asset, and price strategy before other success factors of marketing to achieve financial and non-financial management performance in the silver industry.

• Korean Management Science Review
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• v.12 no.3
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• pp.45-60
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• 1995

This study examines a normative model of project management systems, PPMS, to provide information for directing R&D activity in order to increase R&D productivity. The PPMS (Project Process Management System) is a disciplined and systematic framework to manage R&D projects effectively and efficiently under the assumption of a strategic decision making and long-range planning. The purpose of PPMS is to provide for the management of research organization at different levels an effective management tool; first, for the planning system which deals with rational selection and authorization of R&D projects, second, for the control system which concerns monitoring and controlling the execution of R&D projects, and finally, for the evaluation system which attains evaluation of the performance results of R&D projects and determination of the necessary follow-up. A view for the future development of project management within the context of a project-performing organization is also elaborated to exhibit the progress and phase description of the project management system.

• Journal of the Korea Safety Management & Science
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• v.2 no.1
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• pp.19-26
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• 2000

These days, the interest in the gas safety management has been increasing in our society, It needs the estimates to later investment in points of the gas safety management investment for prevention costs from gas accidents. It is written the general concept of gas safety management and the items that should be invested under the current policy. However they are not defined clearly and We have lots of difficulties in adapting them to actual spots and understanding them by their carry-out. When it follows the current safety standards, they doesn't meet the possibilities of mutual comparison, because gas safety management investment's definition is different. And sufficient information is not supported to efficiency adjudication of gas safety management investment. In this paper, you can find that Gas safety management is defined in order to more effective gas safety management investment, and the Socioscentific approach method was used to decide the gas safety management items that shall be invested.

• Journal of Digital Convergence
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• v.8 no.1
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• pp.27-40
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• 2010

This case study covers the Knowledge Management research paper that explores the clear idea about the knowledge practicesthat are used in the corporate sector to achieve the strategic advantage over the competitors. The quoted example of the three manufacturing firms TATA MOTORS, BHEL, and M&M have tried to compare the Knowledge practices in these firms, which explores the concept clearer that the competitors can use the same or the different type of knowledge practices to achieve the competitor advantages. In order to help knowledge management goals, an integrated knowledge management system consisting of the knowledge management techniques and technologies are used. The knowledge Management is supported by different techniques and practices whichare knowledge content, people skills, technology and strategy based. The technology and techniques supports these factors of knowledge management. The paper discuss different techniques and processes adapted by three Indian organizations and a comparison is made to suggest the guidelines of KM practices to manufacturing Industries.

• Journal of the Korean Society of Safety
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• v.16 no.4
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• pp.115-122
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• 2001

Recently construction enterprises involves more occurred with increase of size and complxity of construction works. Risk management is one of the key project management process. Numerous tools are available to support the various phases of the risk management process. We present the results of a study designed to identify the tools that are most widely used and those that are associated with successful project management in general, and in effective project risk management in particular. The study is based on a questionnaire administered to a sample of project managers from construction enterprises. The response data was analyzed in order to find which tools are mon likely to be used in the those organizations that report better project management performance and in those that value the contribution of risk management processes.

• Journal of Korean Port Research
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• v.13 no.2
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• pp.289-302
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• 1999

As the size and complexity of network increase Distributed System Management (DSM) will be significant issue within information network in order to increase the high reliability and to improve the flexibility of network management. The OSI management model has several problems. The key problems are that it does not fully address the problem of how to develop communication protocol in support of DSM and how to classify the management connection criteria. In this paper to solve first problem described above this paper propose the connectionless CMIP to accomplish for effectively managing the distributed management managing systems to handle the dynamic informations. To work out second problem we introduce the connection criteria in the hierarchy of management system and finally evaluate the efficiency of a suggested protocol during cooperative negotiation among the managing system.

• Proceedings of the Korean Institute of Navigation and Port Research Conference
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• 1999.10a
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• pp.163-175
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• 1999

As the size and complexity of network increase, Distributed Systems Management (DSM) will be significant issue within information network in order to increase the high reliability and to improve the flexibility of network management. The OSI management model has several problems. The key problems are that it does not fully address the problems of how to develop communication protocol in support of DSM, and how to classify the management connection criteria. In this paper, to solve first problem described above, this paper propose the connectionless CMIP(Common Management Information Protocol) to accomplish for effectively managing the distributed management system, and indicate its efficiency; this protocol is available to negotiate among the managing systems, handle the dynamic information. To work out second problem, we introduce the connection criteria in the hierarchy of management systems, and finally evaluate the efficiency of a suggested protocol during cooperative negotiation among the managing systems.

• Journal of Korean Society for Quality Management
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• v.26 no.1
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• pp.11-26
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• 1998

A key aspect of theoretical and practical development of quality management is articulation of the distinction between quality management practices(input) and quality performance (output), which to date has been blurred under the broad heading of 'quality'. Recent literature primarily addressed measurement of quality performance but very little empirical research focuses specifically on quality management practices. In order to understand quality cause and effect, it is necessary to specify and measure quality management practices (cause) as well as quality performance (effect). This paper identifies and substantiates the key areas of quality management that must be implemented to achieve effective quality management, then analyzes relationships among those areas. In doing so, it establishes the basis for subsequent research by producing a profile of organization-wide quality manage-ment and provides the direction and priority of quality management practices for practitioners.