• The Transactions of The Korean Institute of Electrical Engineers
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• v.60 no.11
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• pp.2165-2170
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• 2011

The separate order for the electrical work is an institutional plan to improve the electrical construction quality and strengthen the competitiveness of the electrical contractors. The systematic approach for the policy implementation of the separate ordering system can make its adaptability higher and lead to a policy success. There are many kinds of effects on the implementation of the separate order, but institutional foundation is needed for increasing the policy adaptability. The necessity of the systematic and theoretical foundation was detected in various factors by considering policy implementation theory. In order to fix the separate ordering system, reasonable methods such as finding inducements and offering incentive are more effective than legal procedures. At last, a variety of policy adaptability plans must be founded in order to invigorate the separate ordering system in a view of the policy implementation.

• International conference on construction engineering and project management
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• 2011.02a
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• pp.195-200
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• 2011

Construction materials usually constitute a major portion of the total cost in a building construction project. Despite the potential benefit of ICT, convincing construction organisations to embrace its use and implementation has proved a difficult task. This study seeks to identify the implementation of ICT for materials management processes in construction projects. The findings from the interviews reveal that the implementation of ICT in the materials management processes for construction projects in Malaysia is at early stage. Microsoft Excel Spreadsheet and handheld devices are found to be the common ICT tools adopted in the materials management processes. The main barrier is found to be the cost involvement at the initial stage or overall implementation of ICT in the materials management processes. Finally, this paper concludes the finding from interviews towards the ICT implementation of materials management in the construction projects.

• Asia pacific journal of information systems
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• v.22 no.2
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• pp.21-38
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• 2012

Until recently, successful implementation of ERP systems has been a popular topic among ERP researchers, who have attempted to identify its various contributing factors. None of these efforts, however, explicitly recognize the need to identify disparities that can exist between organizational information requirements and ERP systems. Since ERP systems are in fact "packages" -that is, software programs developed by independent software vendors for sale to organizations that use them-they are designed to meet the general needs of numerous organizations, rather than the unique needs of a particular organization, as is the case with custom-developed software. By adopting standard packages, organizations can substantially reduce many of the potential implementation risks commonly associated with custom-developed software. However, it is also true that the nature of the package itself could be a risk factor as the features and functions of the ERP systems may not completely comply with a particular organization's informational requirements. In this study, based on the organizational memory mismatch perspective that was derived from organizational memory theory and cognitive dissonance theory, we define the nature of disparities, which we call "mismatches," and propose that the mismatch between organizational information requirements and ERP systems is one of the primary determinants in the successful implementation of ERP systems. Furthermore, we suggest that customization efforts as a coping strategy for mismatches can play a significant role in increasing the possibilities of success. In order to examine the contention we propose in this study, we employed a survey-based field study of ERP project team members, resulting in a total of 77 responses. The results of this study show that, as anticipated from the organizational memory mismatch perspective, the mismatch between organizational information requirements and ERP systems makes a significantly negative impact on the implementation success of ERP systems. This finding confirms our hypothesis that the more mismatch there is, the more difficult successful ERP implementation is, and thus requires more attention to be drawn to mismatch as a major failure source in ERP implementation. This study also found that as a coping strategy on mismatch, the effects of customization are significant. In other words, utilizing the appropriate customization method could lead to the implementation success of ERP systems. This is somewhat interesting because it runs counter to the argument of some literature and ERP vendors that minimized customization (or even the lack thereof) is required for successful ERP implementation. In many ERP projects, there is a tendency among ERP developers to adopt default ERP functions without any customization, adhering to the slogan of "the introduction of best practices." However, this study asserts that we cannot expect successful implementation if we don't attempt to customize ERP systems when mismatches exist. For a more detailed analysis, we identified three types of mismatches-Non-ERP, Non-Procedure, and Hybrid. Among these, only Non-ERP mismatches (a situation in which ERP systems cannot support the existing information needs that are currently fulfilled) were found to have a direct influence on the implementation of ERP systems. Neither Non-Procedure nor Hybrid mismatches were found to have significant impact in the ERP context. These findings provide meaningful insights since they could serve as the basis for discussing how the ERP implementation process should be defined and what activities should be included in the implementation process. They show that ERP developers may not want to include organizational (or business processes) changes in the implementation process, suggesting that doing so could lead to failed implementation. And in fact, this suggestion eventually turned out to be true when we found that the application of process customization led to higher possibilities of failure. From these discussions, we are convinced that Non-ERP is the only type of mismatch we need to focus on during the implementation process, implying that organizational changes must be made before, rather than during, the implementation process. Finally, this study found that among the various customization approaches, bolt-on development methods in particular seemed to have significantly positive effects. Interestingly again, this finding is not in the same line of thought as that of the vendors in the ERP industry. The vendors' recommendations are to apply as many best practices as possible, thereby resulting in the minimization of customization and utilization of bolt-on development methods. They particularly advise against changing the source code and rather recommend employing, when necessary, the method of programming additional software code using the computer language of the vendor. As previously stated, however, our study found active customization, especially bolt-on development methods, to have positive effects on ERP, and found source code changes in particular to have the most significant effects. Moreover, our study found programming additional software to be ineffective, suggesting there is much difference between ERP developers and vendors in viewpoints and strategies toward ERP customization. In summary, mismatches are inherent in the ERP implementation context and play an important role in determining its success. Considering the significance of mismatches, this study proposes a new model for successful ERP implementation, developed from the organizational memory mismatch perspective, and provides many insights by empirically confirming the model's usefulness.

• The Mathematical Education
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• v.43 no.4
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• pp.321-335
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• 2004

This study looked into the procedures of and the status on the implementation of the new 7th national curriculum at the elementary school level. It examined the processes taken by the local boards of education in due course of facilitating the schools with the new curriculum implementation. More specifically the study examined, 1) the degree to which the particular innovation(i.e., student-centered, flexible and autonomous school-based curriculum, etc.) is being implemented as planned; and 2) how it is being implemented. It conducted a situation-oriented analysis in cooperation with three local boards of education. Classroom observations, teacher interviews, questionnaires for teachers and supervisors were utilized and the three major criteria of interpreting the result were the three core concepts of the 7th national curriculum, that is, the degree of '(1) reorganization, (2)student-centeredness and (3)diversification/ specialization' of the curriculum. Detailed documentation on the processes of the local bureaus of education and on the classroom practices are made in order to provide schools and policy makers with relevant and practical suggestions for further improvement of curriculum implementation. Ultimately, The greater the awareness of the intention of the new curriculum on the part of both the staff at the local school boards and teachers, the greater the degree of implementation. And the higher the quality of planning to meet problems, the greater the degree of implementation. Continuous efforts are needed to involve teachers in the process of curriculum implementation. The greater the active support of the teachers, the greater the degree of implementation.

• Journal of the Korea Society of Computer and Information
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• v.10 no.4 s.36
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• pp.315-336
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• 2005

The purpose of this study is to derive critical success factors for ERP system implementation by integrating managerial, technical, human resource and organizational culture factors which have been proposed as influencing factors for the performance of ERP system implementation in previous studies. The main results of this study are as follows. First, it derives 33 success factors through comprehensive review of various factors which may affect ERP system implementation performance, and categorizes them into one of three stages : preparation stage, implement stage, and settle-down and stabilization stage. Second, this study tests whether there are different correlations or not between the success factors of each ERP system implementation stage and ERP system implementation performance depending upon the strategies of ERP system implementation. As a result, it is shown that some of success factors have significantly different correlations with performance variables in accordance with BPR implementation timing.

• The KIPS Transactions:PartD
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• v.16D no.1
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• pp.93-104
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• 2009

Modular implementation of a feature is a first step toward feature-oriented product line engineering, which develops and then utilizes core assets to configure products in terms of features. Aspect-oriented programming provides effective mechanisms for improving the modularity of feature implementations. However, as features in general are not independent of each other, changes in the implementation of one feature may cause changes to or side effects in the implementation of other features. Moreover, since the time at which a feature is incorporated into products, called feature binding time, may be various from compile time through load time to run time, a feature may have to be implemented differently depending on when the feature is bound into a product. To make each feature implementation module as independent as possible, this paper proposes aspectual implementation patterns that can effectively separate feature dependencies as well as feature binding time from feature implementation modules. These patterns enable flexible composition of feature implementation modules without affecting other modules according to feature selection. The approaches are demonstrated and evaluated based on a product line of scientific calculator applications.

• KSII Transactions on Internet and Information Systems (TIIS)
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• v.12 no.2
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• pp.873-891
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• 2018

This paper suggests an automatic approach to extracting Java method implementation patterns associated with method identifiers using Cascade K-Medoids. Java method implementation patterns indicate recurring implementations for achieving the purpose described in the method identifier with the given parameters and return type. If the implementation is different from the purpose, readers of the code tend to take more time to comprehend the method, which eventually affects to the increment of software maintenance cost. In order to automatically identify implementation patterns and its representative sample code, we first propose three groups of feature vectors for characterizing the Java method signature, method body and their relation. Then, we apply Cascade K-Medoids by enhancing the K-Medoids algorithm with the Calinski and Harrabasez algorithm. As the evaluation of our approach, we identified 16,768 implementation patterns of 7,169 method identifiers from 50 open source projects. The implementation patterns have been validated by the 30 industrial practitioners with from 1 to 6 years industrial experience, resulting in 86% of the precision.

• Journal of Korean Elementary Science Education
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• v.36 no.1
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• pp.61-72
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• 2017

The purpose of this study was to analyze elementary school teachers' implementation for the emphasis on the revision, major contents, teaching and learning method, and evaluation in the 2009 revised national science curriculum. To fulfill the purpose of this study we carried out a survey with 222 elementary school teachers. Main findings of this research were as follows: First, they highly agreed to the increase in class hours and the application of subject classroom, but they had a lower recognition for setting the subject groups. Second, the degree of necessity in discussion and STS was relatively high, but the degree of implementation in science writing, discussion and STEAM was low. Third, in teaching and learning method, they showed a high performance for mutual cooperation, student-led activities and communication, but, a low implementation for open inquiry and instruction considering individual differences. Fourth, in the evaluation of science learning, they showed a high implementation for evaluation based on achievement standards and one based on the understanding and application of basic concepts, but, a low implementation for the development of common evaluation tools. Fifth, it seemed that their recognition for amount, level and interest of science contents and inquiry activities was appropriate and positive.

• Journal of the Korean Society of Costume
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• v.59 no.1
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• pp.146-158
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• 2009

The purpose of this study was to identify hair salon's implementation strategies and current service condition for mass customization. The questionnaire was composed of 82 questions. 115 hair salon's directors were subjects of this study. The results were as follows: Hair salon's mass customization strategies were categorized into 6 factors such as staff's technique, communication service, electronic products, monetary support, man-to-man service, and dissatisfaction removal service. Hair salons were categorized into 2 groups of a high implementation group and a low implementation group. A high implementation group had a higher monthly sales and more regular customers and staff. The hair salons were franchises and were more spacious in the high group. They were located at fashion street, department store, or outlet mall, and offered fashionable hair styles. However, a low implementation group had a lower monthly sales and less regular customers and staffs. The size of hair salon was small in the low group. They were located in residential areas and offered basic hair styles.

• Food Science of Animal Resources
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• v.32 no.2
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• pp.168-173
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• 2012

The objective of this study was to investigate the problems and benefits associated with the implementation of HACCP on livestock product of plants in Korea. The survey was carried out by randomly selecting 115 HACCP accredited meat processing plants, all across the country. A total of 105 complete responses were selected for analysis. The results were as follows: approximately 60% of the respondents employed less than twenty workers. The average period of operating HACCP system was 3.4 years. The respondents replied that the major incentive to implement the HACCP system was to improve hygiene management ability. More than half of the respondents (59.05%) claimed that the implementation of the HACCP system cost less than 400 million won, and the highest investment in terms of cost was the freezer/refrigerator. In the preparation period taken to implement the HACCP system, the 6-12 mon category had the highest percentage (55.24%). Most respondents replied that there was an increase in the customer satisfaction, plant image and turnover, after HACCP implementation (p<0.05). A total of 98.09% of respondents had the opinion that their plant workers had improved in their understanding of food hygiene by HACCP implementation (p<0.05). Approximately 79% of respondents indicated that customer complaints decreased, as a result of HACCP implementation.