• Journal of Technology Innovation
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• v.12 no.3
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• pp.135-157
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• 2004

As the speed of technological changes increase with the investment requirements steadily expanding, private firms and government-funded research institutes experience similar pressures with respect to the necessity of risk reduction and technological alliances in R&D activities. This paper first attempts to review previous research in managing R&D projects with large, risky, and long-term investment requirements. Our primary focus is placed on the "fuzzy front-end" (FFE) projects with uncertainties at the investigation and planning stages. We analyze various elements that create FFE conditions, classify them into basic constructs, and suggest tools and methods to deal with FFE conditions. The findings suggest that both initial FFE conditions and the effectiveness of FFE management affect the performance of the project later on, and thus, especially for large projects, we must deal with FFE seriously in a comprehensive manner. We utilize in-depth panel interviews and case studies to approach the research questions.

• Proceedings of the Korean Institute of Intelligent Systems Conference
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• 1998.06a
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• pp.128-133
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• 1998

This paper aims to present some ideas for implementation of Uncertain Relational Databases (URD) which are extensions of classical relational databases. Our system firstly is based on possibility distribution and probability theory to represent and manipulate fuzzy and probabilistic information, secondly adopts flexible mechanisms that allow the management of uncertain data through the resources provided by both available relational database management systems and front-end interfaces, and lastly chooses dynamic SQL to enhance versatility and adjustability of systems.

• 한국HCI학회:학술대회논문집
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• 2009.02a
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• pp.1351-1358
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• 2009

The Knowledge Creation in early stages of new service development plays a critical role in the success of the service. The user is a crucial resource in creating knowledge in early stages of development, and user involvement is necessary. There are three roles the user can take part as in service development: informative, consultative, or participative. Based on these different roles, the process of knowledge creation varies. With this background, we proposed to investigate which creative processes need to be passed through in order to positively affect service development based on the role of the user in early stages of Internet service development. This case study was undertaken based on two new projects. The results of this study reveal the relationship between the knowledge creation process and user in early stages of development and at the same time provide guidelines regarding user involvement in actual service development.

• Journal of the HCI Society of Korea
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• v.4 no.1
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• pp.1-10
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• 2009

The knowledge creation in early stages of new service development plays a critical role in the success of the service. The user is a crucial resource in creating knowledge in early stages of development, and user involvement is necessary. There are three roles the user can take part as in service development: informative, consultative, or participative. Based on these different roles, the process of knowledge creation varies. With this background, we proposed to investigate which creative processes need to be passed through in order to positively affect service development based on the role of the user in early stages of Internet service development. This case study was undertaken based on two new projects. The results of this study reveal the relationship between the knowledge creation process and user in early stages of development and at the same time provide guidelines regarding user involvement in actual service development.

• Proceedings of the Korean Society for Agricultural Machinery Conference
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• 2000.11c
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• pp.707-714
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• 2000

For self-guiding track-type orchard sprayer, a low-cost steering controller was developed using two ultrasonic sensors, two DC motors and 80196kc microprocessor. The operating principle of controller was to travel the sprayer between artificial targets such as wood stick placed every 1 m along both sides of the demanded path of speed sprayer. Measuring distances to both targets ahead with the ultrasonic sensors mounted on the front end of sprayer, the controller could determine how much offset the position of sprayer was laterally. Then the steering angle was calculated to actuate DC motors connected to the steering clutches, where the fuzzy control algorithm was used. Equipped with the controller developed in this research, the sprayer could be traveled along demanded path, the centerline between targets, at speeds of up to 0.4m/sec with an accuracy of ${\pm}$20cm.

• Journal of Digital Convergence
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• v.17 no.4
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• pp.95-105
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• 2019

The failure of company management that does not overcome the recession of shipping economy has negative impact on front-end and back-end industries in relation to shipping industry overall. This study aims to derive a measure of government policy support for win-win of ship owners and shippers by performing a survey with experts in ship owners, shippers, and port-related institutions. This study employed a consistent fuzzy preference relation (CFPR) method to provide the priority of government policies. The study results showed that out of all 14 policies, the policy perceived most important was "expansion of participation in share of shipping company or ships of shipper (0.102)" followed by "strengthening of national shipper-centered service quality (0.101)", and "providing a long-term transportation contract model of container cargo (0.085)". To recover the Korean shipping industry via win-win of ship owners and shipper, the policy enforcement is important through correct government policy establishment and priority selection. In this regard, this study contributed to proposing policies and priority of the policies. For the future study, detailed analysis on comparison of perception difference among stakeholders in the shipping industry is needed.

• Korean Journal of Construction Engineering and Management
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• v.14 no.4
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• pp.140-151
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• 2013

In 2011 and 2012, Korean construction firms awarded around $ 64.5. Billion each year from the overseas market in 2011. This contract value accounted for overwhelming portion of total overseas construction contract values, and this growth is expected to continue for the next decade. However, contract scopes awarded to the Korean construction firms mainly involve detailed design and construction phases due to their competitiveness for the construction techniques. In other words, front-end-engineering-design and construction project management are not considered part of core business due to the lack of project management skills and experience. The researchers focused on development of construction sequence model required to improve construction planning and scheduling skills for the Korean construction firms. The model identifies critical work items and the sequence throughout project execution process. In addition, the researchers developed a risk evaluation method by applying fuzzy theory to the critical construction activities for the industrial plant construction projects. Developed methodology will help project practitioners to develop project schedule in a timely and effe ctive manner and evaluate project risks associated with scheduling process for the industrial plant construction projects.

• Asia Marketing Journal
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• v.7 no.3
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• pp.53-76
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• 2005

With rapid technological and market change, new product development (NPD) complexity is a significant issue that organizations continually face in their development projects. There are numerous factors, which cause development projects to become increasingly costly & complex. A product is more likely to be successfully developed and marketed when the complexity inherent in NPD projects is clearly understood and carefully managed. Based upon the previous studies, this study examines the nature and importance of complexity in developing new products and then identifies several issues in managing complexity. Issues considered include: definition of complexity : consequences of complexity; and methods for managing complexity in NPD projects. To achieve high performance in managing complexity in development projects, these issues need to be addressed, for example: A. Complexity inherent in NPD projects is multi-faceted and multidimensional. What factors need to be considered in defining and/or measuring complexity in a development project? For example, is it sufficient if complexity is defined only from a technological perspective, or is it more desirable to consider the entire array of complexity sources which NPD teams with different functions (e.g., marketing, R&D, manufacturing, etc.) face in the development process? Moreover, is it sufficient if complexity is measured only once during a development project, or is it more effective and useful to trace complexity changes over the entire development life cycle? B. Complexity inherent in a project can have negative as well as positive influences on NPD performance. Thus, which complexity impacts are usually considered negative and which are positive? Project complexity also can affect the entire organization. Any complexity could be better assessed in broader and longer perspective. What are some ways in which the long-term impact of complexity on an organization can be assessed and managed? C. Based upon previous studies, several approaches for managing complexity are derived. What are the weaknesses & strengths of each approach? Is there a desirable hierarchy or order among these approaches when more than one approach is used? Are there differences in the outcomes according to industry and product types (incremental or radical)? Answers to these and other questions can help organizations effectively manage the complexity inherent in most development projects. Complexity is worthy of additional attention from researchers and practitioners alike. Large-scale empirical investigations, jointly conducted by researchers and practitioners, will help gain useful insights into understanding and managing complexity. Those organizations that can accurately identify, assess, and manage the complexity inherent in projects are likely to gain important competitive advantages.