• Journal of Korean Society of Industrial and Systems Engineering
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• v.29 no.1
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• pp.94-100
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• 2006

The risk management is an organized method for identifying and measuring risk and for selecting, developing, and implementing options for the handling of risk. The risk management covers all programatic and technical factors which affect the system development performance, cost, and schedule. While technical issues are primary concern for systems engineering, the three elements(performance, cost, and schedule) must be balanced for a successful risk management process. This paper proposes the risk management process for the KSLV-I(Korea Space Launch Vehicle-I) program using computer-aided systems engineering tool, Cradle. The risk management process of KSLV-I program is similar to the general risk management process, but it has its own specific features to manage large-scale complex characteristics of KSLV-I program.

• Korean Management Science Review
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• v.15 no.2
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• pp.211-227
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• 1998

The process of implementing risk management systems for the organizations in financial service industry can be viewed as a diffusion of innovation since the introduction of the risk management systems changes the decision making process on risks faced by the organizations. The purpose of the reported research is to examine the factors that affect the successful implementation of ALM(asset & liability management) systems, the risk management systems managing interest rate risk. Specifically, this paper presents an investigation of three factors from the diffusion of innovation studies; internal factors, external factors, and time. A field survey was conducted for Korean banks that have implemented ALM systems. The results suggest that the perceived uncertainty of market, system supports, and management supports be most significantly related to the successful implementation of the risk management systems. The findings of the current study also suggest a certain amount of time should be passed to diffuse the risk management systems in organizations.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.39 no.3
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• pp.129-138
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• 2016

The train-centric control systems development has some distinct points in that a big size of government budget is in general expended in there and the development duration seems to be long. In addition, the changes are ever made continuously in the capability and operational requirements for Trains. Thus, the impact of the potential changes in the required operational capability on the development activities can induce some type of project risks [7]. As such, proper management of project risk has been one of crucial subjects in the train systems development. All these notes combined together make it the significance of the safety management process be raised further up in the train-centric control systems development. As such, the underlying safety management process should be capable of appropriately handling the potential risks that can be created due to the unexpected changes and the long-term development period. The process should also be complemented for the safety consideration of train-centric control systems, for instance, stop. To study these aspect is the objective of the paper. To do so, a step-by-step approach to analyzing the safety management process is first presented. Then, to enhance the process some necessary and useful activities are added in terms of risk and safety management. Then, to pursue some enhancement on the process, a set of necessary and useful activities are added in terms of risk and safety management. The resultant process is further analyzed and tailored using a design structure matrix method. The resultant process is applied in a train-centric control development as a case study.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.35 no.3
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• pp.163-172
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• 2012

Regarding project management, many organizations have developed and distributed general project management knowledge systems, and application fields use the knowledge systems to apply the process suitable for characteristics of a project. This study suggests project management process models to apply to system integration projects. This system integration project management process model is composed of six top processes of initiation, preparation for contract, planning, implementation management, coordination and control, and termination and transfer. The five processes are re-divided into 25 bottom processes. These processes are expressed as input, control, output, and mechanism by using the IDEF0 model. For this model development, it has chosen the items which constituted a process through a questionnaire of experts.

• The Journal of Information Systems
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• v.14 no.3
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• pp.1-8
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• 2005

This paper formally defines a role-driven security and access control model of a business process in order eventually to provide a theoretical basis for realizing the secured business process management systems. That is, we propose a graphical representation and formal description of the mechanism that generates a set of role-driven security and access control models from a business process modeled by the information control net(ICN) modeling methodology that is a typical business process modeling approach for defining and specifying business processes. Based upon the mechanism, we are able to design and accomplish a secured business process management system that provides an unified resource access control mechanism of the business process management engine domain's and the application domain's. Finally, we strongly believe that the secured access control policies from the role-driven security and access control model can be easily transformed into the RBAC(Role-based Access Control) model that is a standardized security technology for computer and communications systems of commercial and civilian government organizations.

• Management & Information Systems Review
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• v.32 no.1
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• pp.241-258
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• 2013

HRD professionals should be able to contribute to performance improvement by focusing on strategic business partner activities such as planning, organizational development, and organizational design. Taking a systems view is important in the development of strategy because simply offering specific interventions neither changes nor improves the fundamental systems of an organization. In order to guide the management of organizations as systems, HRD professionals need to not only deal with resistance to change in solution implementation but also identify quantifiable measures to judge the effectiveness of implemented solutions with partnerships with relevant stakeholders. HRD professionals are particularly required to play a critical role in aligning process goals, process design, and process management to improve performance. Adjusting human performance policies and practices to local cultural differences is also among the urgent tasks for HRD professionals.

• The Journal of Information Systems
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• v.9 no.1
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• pp.157-188
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• 2000

Today a knowledge management systems (KMS) is an enabler for gaining competitive position in the market environments. However, it is just recognized as a conceptual management paradigm not as realistic management philosophy in an organization. A firm just accustomed to deal with tangible assets such as inventory and buildings based on the cumulated experiences. However, the firm often struggle with how to define and apply the knowledge management system into its real business activities such as business strategy and productivity. For example, one of textile company, E-land, in Korea found the way how the firm utilize intelligent assets of its employees to overcome the performance differences among the employees in an organization to increase their ability. Managers in an organization should fully understand and try to figure out the concept of knowledge management systems to implement KMS more efficiently and effectively. Even though lots of previous knowledge management literature proposed several unique knowledge management process models, they have their own terms, process sequences, or different approaches. There are three common knowledge management processes： knowledge creation, knowledge store and search, knowledge sharing process. In this study, a new KM process theoretical framework based on the previous researches is developed. This study will guide to those who will adopt or implement of KMS in the organization in near future.

• Journal of the Korean Society of Systems Engineering
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• v.5 no.1
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• pp.21-32
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• 2009

The systems engineering (SE) process shall be applied to the project for successful development of ultra-high-speed (UHS) Maglev train system which is one of very large and complex systems. It is important to abolish technology differentials from the advanced developers such as Germany, Japan, etc. and to ensure discriminatory competitiveness of the application of systems engineering process for the development of the system based on appropriate concepts and requirements. General operation concept and stakeholder's requirements of UHS Maglev train system must be elicited with system concept for initiating the project. The management plan should be devised for all sorts of systems engineering activities of risk management, performance management, lifecycle cost management, etc. This paper would support to establish the systems engineering management plan (SEMP) for the program of UHS Maglev train system development with associated documents.

• Journal of the Korea Safety Management & Science
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• v.16 no.2
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• pp.31-42
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• 2014

As weapon systems become complex in terms of the scale and functionality, the required time to complete the test and evaluation (T&E) process is inevitably getting longer. However, nowadays the reduction of T&E period becomes one of the core targets in the weapon systems acquisition programs. This is because the reduced time for T&E process can yield the reduction of defense budget and also faster deployment of the weapon systems, thereby having a competitive edge over rival countries. On the other hand, in weapon systems development the management of reliability, availability, maintainability and safety (RAMS), and risk is considered important to keep competitiveness and thus has been carried out separately. Thus, the objective of this paper is to study on improving the T&E process by integrating the RAMS and risk management process in it. To do so, the related processes are analyzed and modeled first. Then an integrated process model is developed. The resulting model is equipped with the traceability among the data and interfaces that are generated from the T&E and RAMS/risk processes. As a case study, the model developed is applied in tanks development. The effective use of the traceability is expected to reduce the time and cost required to complete T&E process.

• Asia pacific journal of information systems
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• v.14 no.4
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• pp.23-47
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• 2004

This study was tried for the improvement of software process ability of the software firms, and analyzed empirically the impact that a software process infrastructure level influences on the software process level and process performance. The questionnaire were developed and data were collected from the process improvement correspondences or project quality managers of the 78 software firms. The result was shown that management-organization infrastructure was composed of software process improvement organization's role and activity, process standard and education, management system and supporting, management guides and procedures. And organization's standard development procedure or criteria, process asset, process support tools were included in technical infrastructure. This study provides that some components of software process infrastructure had an significant influence on the process level, process infrastructure management level, and software process performance.