• Journal of the Korean Operations Research and Management Science Society
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• v.31 no.4
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• pp.157-179
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• 2006

Recently, as business becomes more dependent on information technology for their operations, SI project managers are under increasing pressure to implement SI projects on time and within budget, and to satisfy customer requirements. For the success of SI projects and customer satisfaction, SI project managers should master the critical shills and knowledge requirements and consider the proper leadership style to lead the team members and to manage SI projects. The leadership style includes four categories, such as directive leadership, supportive leadership, participative leadership, and achievement-oriented leadership. This study has examined the project managers' competency and suggests the three competency factors, which are technical, human, and conceptual shills, for the success of SI projects and customer satisfaction. The study suggests that SI project managers should master the three critical skills and knowledge requirements, and consider the proper leadership style for the successful implementation of SI projects. Also SI project managers should consider contingency factors such as project size and duration and outcome variables such as protect performance and customer satisfaction so as to enhance the leadership effectiveness.

• The Journal of Information Systems
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• v.21 no.4
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• pp.31-54
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• 2012

Information Systems have played a strategic role in achieving business goal and become an essential tool in today's business environment. Thus, the number of developing SI project has increased and it becomes complex and sophisticated. It is known that project manager's leadership could lead the project success. In this study, project manager's competencies are divided into two types, information competency(information-oriented mind, information utilization competency, information development competency) and managerial competency(project management, human relationship, project expertise. The purpose of this study is to examine the effect of information competency and managerial competency on the SI project success and to find out the moderating effect of project size. The result of this study reveals that information utilization competency, project management competency and human relationship have a strong relationship with both customers and suppliers side of projet success. Moreover, the relationship between managers' competencies and project success is shown to be different by project size. The result of this study implies that each managers' competencies has to be developed and applied according to project's complexity and size.

• Journal of Information Technology Services
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• v.2 no.1
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• pp.35-49
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• 2003

SI(System Integration) Projects need more efficient project processes. Having efficient contracting laws and regulations is one of the critical success factors for SI industry growth. Former researches developed a framework for efficient contracting laws and regulations for SI industry based on the characteristics of SI business and SI industry. However, the effectiveness of the proposed framework has not been analyzed. This paper tests the validity and effectiveness of the proposed framework. Emprical analysis has been performed to show consensus of each interested parties. Developers and outsourcers have some conflicts in several critical issues of SI project processes. However, comprehensive analysis shows overall consensus among interested parties.

• Asia pacific journal of information systems
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• v.9 no.3
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• pp.111-126
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• 1999

Current audit reports on IS development projects provide useful information to stakeholders but have such limitations as the lack of quantification of audit results and the insufficient recommendations on success factors. The purpose of this study is to solve these limitations, leading audit reports to become of future-oriented contents and form. This research was conducted through the logical inference from the review on the related literature, the analysis of audit reports from 1996 to 1998, and the collection of data from interviews and questionnaires with IS auditors. As a result of the study, eighteen success factors were identified for the development of IS projects, including the adequate composition of the system development team, the degree of project manager's cooperation with the client organization, and the timing of decision making.

• International conference on construction engineering and project management
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• 2011.02a
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• pp.324-329
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• 2011

Significant decisions are made by the project team during the early planning phase of capital facility project developments. The preproject planning phase begins after a decision is made to proceed with a project concept and continues until the detail design stage. Many of the industry practitioners and researchers have recognized the importance of preproject planning and that inadequate early planning is one of the key factors affecting project success. Nevertheless, the preproject planning practices vary significantly for the construction industry in Taiwan and the quality of preproject planning relies heavily on individual project team's experience. This research sets out to benchmark the preproject planning practice for the building construction industry in Taiwan. From late 2007 to early 2010, the researchers collected information from a total of 92 building construction projects using questionnaire survey. The analysis results show that the surveyed projects with better preproject planning have better cost and schedule performances on average. It is recommended that project team spend more efforts in the preproject planning stage to have a better chance of achieving project success.

• Proceedings of the Korea Information Processing Society Conference
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• 2017.11a
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• pp.466-469
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• 2017

SI 프로젝트가 대형화되고 장기화 되면서 투입 인력과 구축 비용의 단위가 점점 커짐에 따라서 프로젝트의 복잡성과 위험요소가 증가하고 있다. 이에 따라 프로젝트 수행에 대한 종합적인 점검과 평가로 프로젝트에 대한 신뢰성과 안전성을 증진시키고, 각종 위험 및 역기능을 최소화 할 수 있는 프로젝트 관리에 대한 전문성이 요구되고 있다. PMO(Project Management Office)는 프로젝트의 수행을 일관성 있게 관리하고, 성공적인 완료를 위하여 지원, 감독, 통제 등의 제반 활동을 수행하는 조직이다. PMO의 도입은 사업관리 효율을 향상시키는 방법 중 하나로 인식되고 있는데, 특히 과거 프로젝트의 성공이나 실패에 대한 지식을 효과적으로 전달한다거나, 프로젝트 팀에게 프로젝트 수행과 관련된 지원 서비스를 제공한다는 점에서 효율적인 방법으로 인식 되고 있다. 본 연구에서는 성공적인 SI 프로젝트가 되기 위해서 프로젝트 내에서 PMO의 역할에 대해서 분석 및 연구하였다.

• Journal of Information Technology Services
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• v.16 no.2
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• pp.85-96
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• 2017

The revised "Software Industry Promotion Law" has been effective from 2013. This law is to be basis of the domestic public information sector and increases the opportunities for small and medium-sized firms in participating the public IT projects. The shortcomings of this law may be the increase of the risk and the decrease of quality of projects. These suggest that the competencies of project manager (PM) s are critical. Also, in general, an SI (System Integration) project is a one that provides a customer with a customer-tailored system for system integration. Particularly, in an SI project involved in a public institution or a large corporation, the ripple effect of success or failure of a project is becoming greater as the system requires higher cost and more time due to high complexity and large scale. One of the solutions to address these problems is to investigate the competencies of a PM. Thus, in this paper, we derived the major competencies using the RGT (Repertory Grid Technique) and categorized the resultant constructs using the content analysis. In addition, we analyzed the level of importance of competencies by applying the AHP (Analytic Hierarchy Process). The conclusion was that Problem-solving Skill and Leadership were the most important competencies of a project manager.

• Journal of Information Processing Systems
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• v.16 no.6
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• pp.1372-1390
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• 2020

An attractive user interface (UI) design with a clear user experience (UX) is the key for the success of applications. Therefore software development projects require very close collaboration between SI developers and front-end service developers. However, methodologies for software development only exist with inadequate development processes or work standards for collaboration. This survey derived 13 risk factors in developing UI/UX from 113 risk factors of IT projects through a questionnaire and factor analysis and proposed a collaboration-based UI/UX development model that can eliminate or mitigate six risks with high weights and reliability. To extract risk factors with high reliability, factor and reliability were analyzed to extract 13 major risks, and based on the expert opinions and the results of correlation analysis, UI/UX development stages were classified into planning, design, and implementation. The causal relationships between risks were verified through regression analysis. This study is the first to expertly analyze major risks based on collaboration in UI/UX development and derive a theoretical basis that can be used in project risk management. These findings are expected to provide a basis for research on development methodologies for higher levels of front-end services and to construct rational collaboration systems between SI practitioners and front-end service providers.

• Proceedings of the Korea Information Processing Society Conference
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• 2010.04a
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• pp.973-976
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• 2010

제안요청서(RFP)는 사업목적 달성을 위해 발주자가 공급자의 제안을 받기 위한 요구사항을 정의한 문서로 프로젝트 목표 수행의 중요한 요소이고, 불명확한 요구사항과 요구의 변경, 외부 수행 작업의 문제, 일정과 예산의 비현실성 등은 프로젝트의 성공적인 수행을 저해하는 위험요인이다. 본 논문에서는 2005년부터 2009년까지 공공 SI(System Integration) 프로젝트의 RFP를 대상으로 첫째, 미국 프로젝트 표준규격인 PMBOK(Project Management Body of Knowleage) 지식 및 관리 프로세스 영역을 적용하여 현황을 분석하였고 둘째, Core와 Support 프로세스 영역을 비교분석하고, 셋째, Core 프로세스의 범위, 일정, 비용 영역에 대해 분석하였다. 연구결과로 공공 SI RFP의 범위, 일정, 비용을 의미한 항목에서 분명한 차이를 보여 보완이 요구되었다. 향후 본 연구를 통해 공공 SI 프로젝트의 RFP 작성시 명확성을 제고하여 프로젝트 성공 수행에 도움이 되도록 하고자 한다.

• Proceedings of the Korea Database Society Conference
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• 2010.06a
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• pp.109-123
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• 2010

Compared to research on the success of IT projects In general, research on the management of conflict in IT teams and its impact on project success is insufficient. This research performed a comparative study to analyze the nature and evolving phenomenon of conflicts in IT project teams. This study aimed at; First, Why a conflict is created within and around an IT project team. Second, What is the phenomenon of conflict evolution, diffusion, and/or resolution? Third, How the differences in conflict management style affects the IT project performance? Three propositions were drawn from the analysis of two intensive analysis of conflict cases and their comparison. Proposition 1 : Both 'the method of pointing out a problem' and 'the pointed-out contents' can be the trigger of conflicts around an IT project. Proposition 2 : While the focus of attention of one party is 'the method of pointing out a problem', if the other's and focus of attention of one party is 'the pointed-out contents', that is, if the focus of attention mismatch, the conflict can be amplified. Proposition 3 : According to the temporal nature of the relationship, e.g., short-term versus long-term, the way people approach and deal with the conflict differs.