• Journal of the Korea Safety Management & Science
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• v.8 no.5
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• pp.231-242
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• 2006

Since 1990's, many enterprises have constructed Integration Information System. Especially, they want to become an advanced company use ERP package. Already, ERP system come to high level which is stabilized and support independent business process of many industry sectors. Therefore, important success factors for ERP project are change management and organization activation. Although most companies had previous good plans, but those are not satisfied. Because of failed to change management and discontinued next activity for promotion. This paper studied success factors of project team and plan for organization activation. Also, it proposed next study subject about investigate the role of the member of task force team as a factor that makes the ERP system a success. The results of this study can be used for a successful construction of the ERP system as a solution about Internal problems of Project team.

• Journal of the Architectural Institute of Korea Structure & Construction
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• v.36 no.3
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• pp.129-134
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• 2020

The current evaluation time period for the construction management service is the project completion or after project completion. Therefore, the construction manager has the following problems. First, it is difficult to prepare the evaluation due to the new field movement of the existing participating engineer. Next, the CM work is complex as well as extensive. Therefore, the critical success factors of the construction technology services evaluation are required as a systematic performance standard of CM work. In this study, we extracted the critical success factors that can systematically prepare the evaluation from the early stage of the project through in - depth interviews with experts. And, this study was analyze the priority of each factor by using AHP technique. As a result, the most important factors were related to the systemization of the preparation process, the construction manager work capabilities and practical construction management. And the priorities of all factors were analyzed high in the factors suggested by the owner groups. The results of this analysis are expected to provide the standards that construction management service performer carry out structured management of construction management throughout the project.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2004.10a
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• pp.463-466
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• 2004

This paper suggests the evaluation method of success factors of CRM implementation using AHP technique, and presents why firms implement CRM, how it could be successfully implemented, and what is the most important factor. For the purpose, this study applies the method to department stores' industry. AHP structure consists of three steps to determine CRM's key success factors. First of all, strengthening loyalty of customers, improvement of service quality, upgrade of intelligence system and advancement of management process are selected as superordinate object (i.e. CRM-implementation goal). The next project factor, technology/data factor and organizational factor were decided as success factor of CRM-implementation. Subordinate criteria of project factor consist of 11 criteria. The experimental results of this study show that department stores think advancement of management process and improvement of service quality as most important purposes for CRM implementation. The results also indicate that among the subordinate success factors, accuracy of customer information, conversion to customer-oriented business model, practical use of experienced consultant, and establishing IT infrastructure for CRM are evaluated as most important success factors for CRM implementation.

• Journal of the Korea Society of Computer and Information
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• v.24 no.6
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• pp.211-216
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• 2019

Knowledge sharing is safe to say that we have already embarked on knowledge-based global economy where knowledge is a decisive factor in global competition for corporations. So in the age of knowledge-based management, it is how we use knowledge that decides success or failure for corporations and the competitiveness of their countries at large as well. We did this research with the help of those who were working in ICT industry including manufacturing, tourism, and others. In this research, we looked into how project participants, organizational characteristic, and relational characteristic affect knowledge sharing and utilization, and what are the factors that have positive effects on corporate success. And all the factors presented in the research are found to have positive effects on the knowledge sharing and utilization. The factors appeared to have positive effects starting with project at first and then on corporate success at large.

• The Journal of Information Systems
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• v.14 no.2
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• pp.215-236
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• 2005

The purpose of this paper is to examine the differences in the critical success factors for ERP adoption suggested by the system managers and the ERP consultants. The survey results indicated the following findings. First, there was no significant difference in the relative importance of the critical success factors between the system managers and the ERP consultants. Both groups agree that 'top manager's concern and support' is the most critical factor and that 'user involvement' is the second. However, the system managers tend to think 'training and education of end users' and 'cooperations among the project participants' more important than the consultants do. Second, both groups agree that the most important ERP contribution should be 'improvements in the business processes.' They also agree that the least important aspect is 'ERP's contribution to the individual's productivity.' In overall, the ordered lists of ERP evaluation criteria according to their importances were of no significant difference between the groups. Third the two groups showed differences when they were asked to evaluate the importance of the critical success factors for each of the ERP evaluation criterion. In general, the system managers tend to put more emphasis on 'training and education of end users' and 'adaptation of end users to the changed processes,' whereas the consultants tend to emphasize more on 'top managers' interest and supports' and 'project manager's capabilities and performance.' The differences in the critical success factors presented by the two groups indicated that more efforts need to be devoted to understanding other participant's interests and concerns in an ERP project team. Better coordinations based on the mutual understandings could improve the chance of achieving a success in adopting ERP packages.

• Proceedings of the Korea Society of Information Technology Applications Conference
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• 2007.05a
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• pp.234-245
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• 2007

The empirical studies on the implementation of data warehousing systems (DWS) are lacking while there exist a number of studies on the implementation of IS. This study intends to examine the factors affecting the implementation success of DWS. The study adopts the empirical analysis of the sample of 112 responses from DWS practitioners. The study results suggest several implications for researchers and practitioners. First, when the support from top management becomes great, the implementation success of DWS in organizational aspects is more likely. When the support from top management exists, users are more likely to be encouraged to use DWS, and organizational resistance to use DWS is well coped with increasing the possibility of implementation success of DWS. The support of resource increases the implementation success of DWS in project aspects while it is not significantly related to the implementation success of DWS in organizational aspects. The support of funds, human resources, and other efforts enhances the possibility of successful implementation of project; the project does not exceed the time and resource budgets and meet the functional requirements. The effect of resource support, however, is not significantly related to the organizational success. The user involvement in systems implementation affects the implementation success of DWS in organizational and project aspects. The success of DWS implementation is significantly related to the users' commitment to the project and the proactive involvement in the implementation tasks. users' task. The observation of the behaviors of competitors which possibly increases data quality does not affect the implementation success of DWS. This indicates that the quality of data such as data consistency and accuracy is not ensured through the understanding of the behaviors of competitors, and this does not affect the data integration and the successful implementation of DWS projects. The prototyping for the DWS implementation positively affects the implementation success of DWS. This indicates that the extent of understanding requirements and the communication among project members increases the implementation success of DWS. Developing the prototypes for DWS ensures the acquirement of accurate or integrated data, the flexible processing of data, and the adaptation into new organizational conditions. The extent of consulting activities in DWS projects increases the implementation success of DWS in project aspects. The continuous support for consulting activities and technology transfer enhances the adherence to the project schedule preventing the exceeding use of project budget and ensuring the implementation of intended system functions; this ultimately leads to the successful implementation of DWS projects. The research hypothesis that the capability of project teams affects the implementation success of DWS is rejected. The technical ability of team members and human relationship skills themselves do not affect the successful implementation of DWS projects. The quality of the system which provided data to DWS affects the implementation success of DWS in technical aspects. The standardization of data definition and the commitment to the technical standard increase the possibility of overcoming the technical problems of DWS. Further, the development technology of DWS affects the implementation success of DWS. The hardware, software, implementation methodology, and implementation tools contribute to effective integration and classification of data in various forms. In addition, the implementation success of DWS in organizational and project aspects increases the data quality and system quality of DWS while the implementation success of DWS in technical aspects does not affect the data quality and system quality of DWS. The data and systems quality increases the effective processing of individual tasks, and reduces the decision making times and efforts enhancing the perceived benefits of DWS.

• International conference on construction engineering and project management
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• 2020.12a
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• pp.343-352
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• 2020

Modular integrated construction (MiC) is an innovative construction method where components of a building are manufactured in an offsite factory, trucked to the job site in sections, set in place with cranes, and assembled together to form a whole building. Where circumstances merit, favorable conditions exist and implemented effectively; MiC improves project performance. However, several key factors need to converge during implementation to realize the full benefits of MiC. Thus, a thorough understanding of the factors which are critical to the success of MiC projects is imperative. Drawing on a systematic review of 47 empirical studies, this research identified 25 key success factors (KSFs) for MiC projects. Of these, the five topmost cited KSFs for MiC projects include effective working collaboration and communication among project participants; standardization, optimization, automation and benchmarking of best practices; effective supply chain management; early design freeze and completion; and efficient procurement method and contracting. The study further proposed a conceptual model of the KSFs, highlighting the interdependences of people, processes, and technology-related KSFs for the effective accomplishment of MiC projects. The set of KSFs is practically relevant as they constitute a checklist of items for management to address and deal with during the planning and execution of MiC projects. They also provide a useful basis for future empirical studies tailored towards measuring the performance and success of MiC projects. MiC project participants and stakeholders will find this research useful in reducing failure risks and achieving more desired performance outcomes. One potential impact of the study is that it may inform, guide, and improve the successful implementation of MiC projects in the construction industry. However, the rigor of the analysis and relative importance ranking of the KSFs were limited due to the absence of data.

• Journal of Information Technology Applications and Management
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• v.20 no.1
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• pp.107-132
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• 2013

Project management is critical for the success of the large and complicated IT project. Accordingly, to improve the efficiency of the project management, operation of separate Project Management Office (PMO) organization is getting important. Despite the appreciation of PMO as necessary for project success, the result has not always been positive. In this respect, we intended to formalize the PMO success model by incorporating necessary factors related to PMO services and capabilities, and their relationship. Empirical testing results verified critical antecedents comprising PMO services, which included schedule, quality, budget and others. Furthermore, moderating impacts of PMO capabilities are quantitatively assessed. The research findings offer practical insights for successful management of PMO.

• Journal of Information Technology Applications and Management
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• v.20 no.4
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• pp.293-313
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• 2013

Preproject phase is an important but often ignored research area in information systems field although it has an undeniable importance for successful project. The purpose of this study is to identify factors affecting project performance in preproject phase and to find empirically critical factors among them. After deriving 9 factors through literature review including clear project definition, project leader position, staffing efforts, preproject team expertise, preproject knowledge scope, preproject partnering, top-management support, resource sufficiency, and project climate, the study investigate the influence of those factors on project performance. The study results reveal that clear project definition, project climate, resource sufficiency, pre-project knowledge scope, project leader position have significant impact on project process satisfaction, a measure of project performance, but the other factors do not. Based on the empirical results, the study discuss academic and practical implications.

• Tuberculosis and Respiratory Diseases
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• v.70 no.2
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• pp.143-149
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• 2011

Background: Stopping medical treatment by tuberculosis (TB) patients prior to completing treatment period is a major concern in private hospitals. We evaluated the impact of public-private mix (PPM) project on increasing treatment success rate of TB in a private tertiary hospital in Korea. Methods: Starting in February 2009, TB patients treated at Dankook University Hospital received health education and case monitoring activities by specially trained public health nurses (PPM project). On a retrospective basis, we reviewed medical records and compared the treatment outcome of TB patients treated under the PPM project (PPM group) to patients treated without the PPM project (control group) between January 2008 and June 2010. In addition, we also evaluated the risk factors treatment non-completion. Results: The number of patients in the PPM group and control group were 123 (85 pulmonary TB and 38 extrapulmonary TB) and 146 (101 pulmonary TB and 45 extra-pulmonary TB), respectively. The PPM group had demographic and clinical findings comparable to those of control group. The PPM group showed a significantly higher treatment success rate (93.5%) compared to the control group (77.9%). However, development of complications, proximity to the hospital, and presence of co-morbid disease did not influence the treatment success rate. Conclusion: The PPM project was effective at increasing the TB treatment success rate. An effort to improve and to expand the PPM project is needed in private Korean hospitals.