• Journal of Korean Society of Industrial and Systems Engineering
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• v.34 no.2
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• pp.19-29
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• 2011

The uncertainty of a project generates risks hindering the goal achievement of the project, and the risks affect the success or failure of the project significantly. Risk management, a part of the project management, includes various processes, and there are also various tools or techniques applicable to that. In an organization, the application of project management develops gradually from low to high maturity, and the organization should choose and implement a method of application proper for the level of its maturity. This article suggests a method to reduce inefficiency of the management and how to apply risk management by levels of maturity for easier application. For this, the stages of project management maturity levels were divided into the introduction, development, and maturity step, and methods of risk management suitable for each stage were applied. And methods of risk management that need to be applied by the levels of project maturity are divided into three factors : risk management processes, risk management tools and techniques, and risk management standards and templates. It is expected to be favorable approaches for the application of risk management in an organization to divide those factors into more concrete processes, tools, techniques, and standards and apply them by the levels of management maturity.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.44 no.3
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• pp.230-239
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• 2021

There is a growing interest in project management knowledge, project management information systems, and process improvement to systematically project execution in public sectors, achieve high performance and value, and increase the effectiveness of the overall industry. In particular, the software industry is a knowledge-intensive industry centered on professional manpower. This study examines the effect of the project managers' competences of regional SW promotion agencies on and project performance and the moderating effect of the level of project management maturity. We collected data using a questionnaire to the project managers of regional SW promotion agencies. In this study, a structural equation model was used to analyze the relationship between project managers' competences and performance. In addition, a multi-group structural equation model was used to analyze the moderating effect according to the high and low project maturity. As a result of the analysis, it was found that only contextual competence among the competences of the project manager had a positive effect on project performance. It was found that technical and behavioral competence did not have a positive effect on management and completion performance. It was found that the moderating effect according to the maturity of business management of local institutions was not significant.

• Journal of Korean Society for Quality Management
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• v.45 no.2
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• pp.247-260
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• 2017

Purpose: The study is aimed to identify the national cultural dimensions that are affecting the quality management (QM) maturity level and the project quality performance, and analyze their relationships. Methods: This study collected the data of QM Maturity level based on Crosby's QM maturity model and the project quality performance using the Iron Triangle (Quality, Time/Schedule and Cost) from the employees who are participating in the ITER Project across the major 8 countries (China, France, Italy, Japan, Korea, Russia, U.K. and U.S.A.). Three research hypotheses are proposed concerning the national cultural dimensions in this study and Hofstede's five cultural dimensions framework are used for the statistical test. Results: The results are two folds in the study: First, there is a significant positive correlation between the QM maturity level and the project quality performance. Second, three cultural dimensions (Collectivism, Large Power Distance and Strong Uncertainty Avoidance) and five cultural dimensions (Collectivism, Large Power Distance, Strong Uncertainty Avoidance, Feminity and Long Term Orientation) have a positive impact on the QM maturity level and the project quality performance respectively. Conclusion: From the results, the understanding and consideration of the culture difference among the countries participating International Collaboration R&D project are recommended.

• Journal of KIISE:Software and Applications
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• v.35 no.2
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• pp.105-117
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• 2008

Generally, project audit provides the service which accomplishes a project successfully by checking the management activity of information system project, indicating a controversial point and reflecting the improvement issues based on project audit check list. In addition, the projects are managed by using the project management maturity model based on process. However, the effect is not big as we except projects performance of real world. In this paper. to solve these problems, the project management maturity evaluation model which is connected with project audit check list and organizational maturity model survey items is designed. Thus, we propose the model which can improve the project performance through the project evaluation of customer's project and development part and the evaluation of organization level as we design that it is possible to not only audit the project but also evaluate it before and after the project.

• Journal of Construction Engineering and Project Management
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• v.2 no.1
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• pp.14-19
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• 2012

Maturity models allow organizations to assess and compare their own practices against best practices or those employed by competitors, with the intention to map out a structured path to improvement. This research explores the aspects of the Maturity Models that are relevant to distinguish them from one to another. The different Project Management maturity models for define maturity differently and measure different things to determine maturity. Because of this, organizations should give careful consideration to select appropriate maturity model. The main reason behind this research lies on the modification to the existing Organizational Project Management Maturity Model (OPM3) by adding four knowledge areas, dedicated to construction industry as best practices. These are Safety, Environment, Financial and Claim Management. This Model contains (Yes/No) questions; all of these questions must be answered before the user reviews the results that describe the overall maturity and areas of strength and weakness of an organization. The research presents the implementation of the proposed Model Construction Enterprises Maturity Model (CEM2). All the components of the developed Model have been implemented in Microsoft Access. CEM2 helps Construction Enterprises to assess their Maturity Level and know Areas of Weaknesses for future improvement. The easy to use Yes/No user interfaces help enterprises' employees to assess the maturity level of their enterprises. The Model maintains users' responses in its database; as such, many employees from different enterprise divisions can be involved during assessment phase in several sessions.

• Journal of Information Technology Services
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• v.8 no.3
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• pp.101-109
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• 2009

For half a century, PMM(Project Management Model) continually has been advanced by many researchers and managers. Especially, the model for civil and construct engineering has now high maturity, but the model for IT engineering has not acceptable maturity. PMI(Project Management Institute) provides the knowledge of protect management for general purpose, it is not adequate for IT prefect management without complements. In this paper, we propose IT project management model based the knowledge of PMI using UML. IT project management model provides not only functions for project planning, budgeting, design and Implement, but also the knowledge for managing IT protect efficiently. We use uses case diagrams to describe the details of the model. We expect the model to be used in management of IT project efficiently in public sector.

• Journal of Internet Computing and Services
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• v.2 no.2
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• pp.11-22
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• 2001

For the effective and efficient management of the information system development project. the domestic market is also required to manage the project and set up the information system audit items, which are applicable to the actual project using CMM(Capability Maturity Model). With this thesis, we suggest a reference model complimenting the project. by letting a project manager recognize beforehand the present maturity status, within an organization as well as step-by-step management items and audit indicators for the future capability maturity improvement.

• Journal of the Korean Operations Research and Management Science Society
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• v.32 no.3
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• pp.97-114
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• 2007

IT outsourcing providers has been expanded from a single functional system to the entire IT service to gain sustainable competitiveness. This new trend of IT outsourcing need outsourcing management capability based on a firm's core capacity. Hiring external IT service providers to manage part or all of its information-related services helps a firm focus on its core business and provides better services to its clients, thus obtaining sustainable competitive advantage. This research investigates the major factors that determine the level of a particular firm's success at IT outsourcing. Based on process innovation and core-competency theories, we identify three significant components of a firm's IT outsourcing management method (ITOMM): level of core-competency-based management, maturity of outsourced tasks, and maturity of outsourcing management. Comprehensive data collection was conducted through an outsourcing association. The survey data were analyzed using a structural analysis method. Maturity of outsourced tasks and maturity of outsourcing management were found to affect project performance directly, while level of core-competency-based management only indirectly impacted project performance through its positive impact on the other two ITOMM components.

• Journal of Korean Institute of Industrial Engineers
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• v.32 no.4
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• pp.279-290
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• 2006

This paper proposes a model to assess the maturity level of Six Sigma activities. We classify the maturity level into 5 stages: initial, forming, storming, performing and mature stage. To evaluate the maturity level, 10 categories of Six Sigma with 3 factors each are identified: management leadership, belt system, expert training, establishing execution system, compensation, organization, corporate culture, customer focus, project selection, and management of project results. Scoring 277 items in total, the value of each factor is evaluated by weighted average of those items. Maturity level is appraised by rating the sum of scores of 10 categories that are obtained by summing up the values of its 3 factors. Values of weights and criteria of rating maturity levels are determined by analyzing 90 companies and Six Sigma exper's opinion. This study also shows the actual appraisal results of some companies.

• Asia pacific journal of information systems
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• v.7 no.2
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• pp.103-135
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• 1997

Today, many organizations are reengineering themselves to develop new ways to thrive in a foreign and unforgiving business environment. However, it is reported that many companies involved in the project of business process reengineering are dissatisfied with their results. Therefore, we developed an exploratory framework based on three constructs such as critical success factors, organizational maturity level, and performance and applied these to help analyze current practice in business process reengineering. To proceed with our research, this paper was organized around two research questions in business process reengineering. We addressed: (1) To what extent does certain critical success factors correlate with performance? and (2) How does the relationships between critical success factors and performance differ by organizational maturity level? From the research results, we could find relationships between critical success factors(i.e., project management, change management, objective management) and performance, and could verify differences in performance of organizations grouped by organizational maturity level.