• Journal of the Korea Academia-Industrial cooperation Society
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• v.19 no.7
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• pp.153-163
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• 2018

There is insufficient effective management systems to achieve project goalsin disaster and safety R&D. Therefore, to develop an R&D performance management system, this paper develops a R&D performance management matrix based on PMBOK to systematize a process and to enhance efficiency of performance management. Also, this paper identified vulnerable procedures in disaster management by analyzing related laws, work process and performance. Analysis results found that the performance management matrix in disaster management R&D consists of 5 process groups, 7 knowledge areas and 47 processes. Also, the performance of the diffusion knowledge process was evaluated as weak in the present management system. This study defined ITO and developed a data flow diagram for applicationto related work. The suggestions of this study include the related work to enhance R&D performance, contribute to improving diffusion of R&D performance, and enhance the utilization of developed technologies.

• Management & Information Systems Review
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• v.19
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• pp.1-15
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• 2006

The concept of portfolio is rarely understood and used in R&D management field. The conventional management technique in selecting R&D projects is scoring each projects and choosing projects based on the scores which are determined during evaluation. As a collection of good stocks is not necessarily a good stock portfolio, a collection of good R&D projects is not always a good R&D project portfolio. In this paper, framework and practical technique for constructing a R&D project portfolio are introduced. This technique can be easily applied in private and plublic R&D institutes.

• Journal of Technology Innovation
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• v.2 no.1
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• pp.58-88
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• 1994

There have been fierce debates on the issue of generalizability of management functions, techniques, and practices between public and private sectors. Recognizing the growing concerns for the similarities and differences in R&D settings between the two sectors, we compared three public and three private R&D institutes in terms of environment and resources, project management, and R&D productivity. Our results show that there coexist similarities and differences at the same time between the two types of R&D institutes. So, we cannot conclude definitely whether R&D management is really generic or not. But, the authors weakly reject the assertion of generic property of management as far as R&D management is concerned.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.44 no.4
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• pp.76-84
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• 2021

Military aircraft R&D projects require large-scale investment in cost and time, and involve a complex coordination process in decision-making. The R&D project manager should determine the development management priorities as accurately as possible and focus on R&D capabilities, thereby reducing the risks of the aircraft R&D project. To this end, this study aims to reduce R&D risk by prioritizing cost, schedule, and performance, which are basic management factors used in R&D project management in defense project management regulations. Analytic Hierarchy Process (AHP) is applied using a questionnaire for managers in charge of aviation R&D under the Defense Acquisition Program Administration. As a primary result, the importance of the factors that the aircraft R&D project manager should consider was derived in the order of performance, cost, and schedule, and the priorities of performance and cost in the lower layer were also identified. In addition, in order to provide practical risk management measures to aircraft R&D project managers, the results of analyzing 28 cases of US National Transportation Safety Board accidents were compared and analyzed with the AHP analysis results, and management measures suitable for the situation were specified.

• Korean Management Science Review
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• v.30 no.3
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• pp.71-79
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• 2013

This paper investigates and selects the areas that need to be improved in R&D and production management of small and medium size companies. The study on the capability of R&D and production management shows that the areas for evaluating of the R&D and production management levels are composed of 8 elements : R&D resource, R&D support and experience, long-term operations strategy, intermediate range planning, short-term planning, subcontractor management, logistics and inventory management, and quality management. The investigation of the gap between the importance of the areas and the capability of SMEs shows that the most important things are to consolidate supply chain, to improve product and process competitiveness using quality improvement, and to enhance production management through sophisticated short-term planning. The detailed analysis also shows that the areas that need to be improved depend on the size and sales of the company.

• Journal of Information Technology Services
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• v.22 no.3
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• pp.65-83
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• 2023

Due to the development of modern technology and the enlargement of industrial scale, the scale of many projects is expanding and the complexity is also increasing. Individual management of existing projects cannot effectively manage projects in this trend, and it is necessary to systematically manage the entire process from initiation to completion. Accordingly, the need for integrated management and life cycle management that can efficiently manage the entire project is emerging, and for this, a systematic project management system is also required. PMS enables efficient project management by linking business processes such as resource, schedule, scope, and output management of a project with separately separated infrastructure accordingly. In this paper, a research model was proposed to manage the project from the perspective of implementing integrated management and life cycle management, especially during R&D project execution, and to prove the mediating role between PMS and R&D project performance for this purpose. The proposed research model will be able to help companies and organizations that feel the need to implement integrated management and life cycle management and are preparing to build a PMS-type system or that have already been established to efficiently perform project management.

• Journal of Korea Technology Innovation Society
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• v.21 no.2
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• pp.788-817
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• 2018

This paper aims to explore the relationship between organizational competencies and performance by analysing perception survey data of R&D management agencies in Korea. The regression analysis results show the perceived performance measured by policy contribution and R&D management efficiency may be enhanced by organizational competencies such as professionalism and efficiency of R&D management specialized agencies. The paper suggests several improvement measures for strengthening professionalism of R&D management agencies in Korea. First, expertise competencies for strategic planning, management, evaluation need to be empowered in the whole process of R&D cycles. Second, in order to stabilize financial resources of R&D management specialized agencies, the existing R&D budget for Planing, Evaluation and Management should be reformed. Third, R&D management specialized agencies need setting up special organizations for managing inter-organizational collaboration with other R&D organizations. And the agencies should employ special experts in each position for strategic planning, management, evaluation, performance and commercialization. Finally, different R&D management procedures of each R&D management specialized agency need to be standardized in order to promote innovative R&D culture.

• Journal of Technology Innovation
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• v.3 no.1
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• pp.83-108
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• 1995

The two groups of research and management staff working in the government-supported research institutes are shown different in their cognitive styles on R&D management. Identifying the differences and understanding the reasons why such differences exist are th prerequisites for working out an effective R&D management. The investigation was made with emphasis on the cognitive styles regarding the core elements of R&D managements such as R&D process, manpower, budget and information required for R&D activities. The cognitive styles on R&D management shown distinct between the two groups suggest in turn that narrowing down the diference could provide the way to more effective R&D management.

• Journal of the Korean Society of Systems Engineering
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• v.4 no.1
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• pp.19-29
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• 2008

Traditionally gas plant R&D has had a world-wide weak position in terms of high technology. Especially System engineering did not exactly apply to gas plant construction. So, Gas Plant R&D Center is determined to make the establishment of the system engineering for the standard of gas plant. Gas Plant R&D Center has two projects. Firstly, the establishment of the R&D management system. Secondly, the system engineering which is included in the VE concept of EPC parts. But Gas Plant R&D Center exists in the particular conditions for successful development of the new process and core equipments. Now we will describe the establishment of R&D management system and particular conditions(Risk Conditions) for gas plant.

• Journal of Information Technology Services
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• v.20 no.1
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• pp.41-54
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• 2021

The SW-centered battlefield management information system R&D project takes a long period of 5-10 years or more by applying a complex and rigid batch acquisition strategy. In order to solve this problem, it is necessary to institutionalize a rapid and flexible battlefield management information system R&D project management procedure applying agile development methodology, and a government project management organization and contract management method to support it In this study, we analyzed the case of applying the Agile development method centered on Scrum to the US SW-centered weapon system R&D project and the characteristics and problems of the battlefield management information system R&D project in Korea, and suggested improvement measures as follows. First, the battlefield management information system R&D model applies the hybrid development method, and the system requirements analysis and system structure design use the existing waterfall development procedure, and the agile method is applied from the SW requirements analysis to the system integration stage. Second, flexible adjustment of performance, schedule, and cost by organizing an Agile IPT in which military (requirements) - DAPA (project management) - developer - functional specialized organizations (test and evaluation, quality, government research institutes, etc.) participate. Third, improving the Basic Order Agreement so that it can be applied to agile R&D.