• Journal of Information Technology Services
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• v.3 no.2
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• pp.65-84
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• 2004

This research analyzes the causes of delay and resulting additional expenses on the IS project in the public sector, and then proposes some solutions to the problem. Through a field study, the research found that the causes include employer's attitude, the leadership and risk management ability of the project manager, and qualifications of project members. In order to avoid those problems, the project manager should secure various communication channels and good relationship between the employee and the contractor.

• Journal of Practical Engineering Education
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• v.12 no.2
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• pp.255-264
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• 2020

In the database design course, the team project is a very important process to develop students' database design competencies. In order to carry out team projects smoothly, active interaction between students and the professor as well as collaboration among team members are very important. However, a full uncontacted class was suddenly decides in the first semester of 2020, it was questionable whether it would be possible to effectively manage this course, where team projects to construct database take up a big portion. However team projects were able to proceed without major problems through interaction using real-time video media such as zoom, and discussions, quizzes, and Q&A supported by the online education support system (LMS), and online presentations, mutual evaluations, and so on. This paper shares the experience of managing engineering team projects in uncontacted classes and based on three surveys introduces desirable improving directions of this instruction and some suggestions to improve uncontacted classes overall.

• Information Systems Review
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• v.16 no.3
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• pp.25-47
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• 2014

IT project is a knowledge-based project with high uncertainty in role assignment and task allocationamong team members. This study empirically investigate steam members' interactive behavior in IT projects based on the framework of social interdependence theory. The goal and task interdependencebetween team members were posited as antecedents of project performance with communication effectiveness and knowledge sharing as mediating variables. To test the research model, a dataset was collected form IT and business professional pairs of 123 IT project teams. The results indicated that the theory of social interdependence is applicable to explaining the promotive interaction in IT project teams. In detail, task interdependence appears to have influence on both promotive interactions (communication effectiveness and knowledge sharing), and goal interdependence influences only on communication effectiveness. Knowledge sharing is found to be a significant mediator between social interdependence and project performance. However, communication effectiveness only indirectly influences project performance via knowledge sharing. Academic and practical implications are discussed.

• Journal of the Korean Operations Research and Management Science Society
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• v.17 no.2
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• pp.53-90
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• 1992

THis study examines a contingency relationship between task uncertainty and structure of project teams in conjunction with the leader-member communication patterns. Multivariate analyses are used to analyze the data from 63 R & D project teams of research laboratory in a large manufacturing corporation. Major findings for this study can be summarized as follows. First, project teams with an organic structure are found to yield high performance when task uncertainty is high, while project teams with a mechanistic structure achieve high performance when their tasks are relatively certain. Second, patterns of leader-member comunication are significantly associated with both task uncertainty and structural characteristics of project teams. This implies that leaders of project teams communicate with their members in more conslutative manner when their tasks are uncertain or when their team structure exhibits organic characteristics. Finally, task uncertainty playus a significant moderating role in the relationship between consultative communication patterns and performance of project teams. Based upon these findings, this study offers several theoretical, practical, and methodological implications.

• Journal of the Korea Society of Computer and Information
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• v.18 no.2
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• pp.141-147
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• 2013

Teams are used often in the workplace and in educational institute. Despite the advantages of students teams, the two most common problems are social loafing and free riding. I suggest that 'You are fired' method can be used successfully in students team project, especially in our cultural mood. The 'You are fired' method is very simple to execute into business classes using team assignments. Students can fire team members who will not do the necessary work or will not attend meetings with a simple two-step processes. To fire a student of the team must send an e-mail listing specific work that he or she is not doing and/ or meetings he or she is not attending. And a copy of the e-mail must be sent to the faculty member. If the free-rider fails to accomplish the required work, then a second e-mail is sent notifying the student that he or she is fired along with a copy to the faculty member. Data from 257 undergraduate students are analyzed for usefulness of 'You are fired' method. Students are highly supportive of all components parts of the 'You are fired' method. They strongly support the effectiveness of this method to prevent free riding on performing team projects.

• International conference on construction engineering and project management
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• 2009.05a
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• pp.1036-1046
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• 2009

Many construction activities are related because they share the information of working methods and resources. Generally, the design information for coupled activities needs to be constantly collaborated in the different teams. To achieve the improvement in team collaboration, it is necessary to identify the relative coupled activities in the design teams. The activity and work partitioning arrangements are also required to accommodate the appropriate team members. This paper presents an integral method to be an evaluation in improving the collaboration for teams partitioning. A model, Team Partitioning Method (TPM) was developed to clarify the relationships between activities in a team. The results show the applicability of TPM model in team partitioning for design collaboration.

• Proceedings of the Korean Institute of Building Construction Conference
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• 2013.05a
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• pp.199-201
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• 2013

In a construction project in which cooperation among project members gets its importance, trust among construction site members should be foundation to enhance team spirit and achievement. This study analyzes the trust network among staff by using social network analysis (SNA) theory for organizations in apartment complex construction sites in Korea. The analysis illustrates higher level of trust for those positioning in the higher positions in hierarchy and having greater experiences. It might be attributable to own features of construction works where skills are acquired by site experience.

• Journal of KIISE
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• v.42 no.9
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• pp.1133-1146
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• 2015

This paper examines how a Computer Engineering Graduate student team ran their Advanced Software Engineering Capstone project using SCRUM. The environment provided contextual challenges in terms of the on-site customer and upfront requirements document, not uncommon in a document driven single-step methodology. The paper details the methodology and practices used to run the project, and reflects on some of the challenges faced by the members of a typical software team when transitioning to a SCRUM process. The paper concludes by evaluating the success of the techniques and practices compared to the Agile Manifesto and Henrik Kniberg's Scrum checklist. The project was undertaken at South Korea's Ajou University.

• Journal of Digital Convergence
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• v.16 no.1
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• pp.317-325
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• 2018

A satisfactory ending of the project is crucial for the students to achieve success experience. In this study, we analyze the teams' dismantling before the project deadline. We propose a team dissolution model based on the assumption that the disharmony caused by the members' personality traits is the main reason for the team break up. The Dark Triad and the Communion are introduced to build the model. We simulated the proposed model using an agent-based simulation and analyzed the results. We found that the ratio of owning DT impacts the maximum allowable size of the team and the team's rate of dissolution, but the team has been able to reduce the team's dissolution rate by increasing the team's harmony. We expect that we efficiently used the developed model with the agent-based simulation for the studies related to the dismantling of teams.

• International conference on construction engineering and project management
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• 2022.06a
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• pp.632-639
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• 2022

The objective of this study is to analyze the productivity, efficiency, and factors affecting the productivity of a spray task from an international airport project. The study is focused on the productivity analysis of the Subcontractor whose job was to supply and apply sprayed-applied fire-resistive material (SFRM) on steel members to achieve the necessary fire ratings on the building structures of the Hamad International Airport, Qatar. The study analyzed the productivity of the four sprayer teams who completed the task at three locations and three areas of the airport. The study found that the productivity of the individual team observed during the SFRM spray task was not only different but was also observed different when they worked at varying floor heights where different factors affecting productivity were predominant. The study found that the efficiency was lowest (47.32%) when the spray team had to work at second-floor heights and factors affecting productivity such as limited accessibility for material movement and lifting, site congestion, lack of continuity of operation due to priority areas and frequent re-handling of machines and tools were present. Besides, the factors such as adverse weather conditions and sub-trades interference affected productivity at all locations. The findings show that productivity depends on multiple factors and those factors need to be identified and addressed to improve productivity. The findings also show that the estimated efficiency was hard to achieve but possible since Team 4 had 97% efficiency on the first floor of the airport.