• Journal of Digital Convergence
• /
• v.7 no.1
• /
• pp.81-98
• /
• 2009

Understanding what lies beneath the relationship between ISP and its implementation is an significant area of inquiry in the ISP research. Through an empirical analysis and complementary case examples the current study examines this relationship at six different university sites which undergone both of these processes years from 1995 to 2001. The face-to-face, in-depth interviews were conducted to those participated in both of these processes. A questionnaire survey was also conducted to same participants to elevate the quality of the validity and reliability of the measures. Due to the limitation of the access to the data, it was not possible to compare how similar the final implementation outcomes are from what was originally planned in ISP to some sites. However the study finds that such organizational factors as management support, communication, and organizational culture at the ISP play an important role in the implementation process. This paper proposes that these organizational factors although little they seem to directly affect each individual elements in the implementation process, its latent impact is critical as a whole.

• Journal of Korean Society of Rural Planning
• /
• v.19 no.2
• /
• pp.139-148
• /
• 2013

This study verified for the necessity for the comprehensive analysis of outcomes resulting from the local industry promotion project in many respects. To analyze the operation planning for performance management of local industry promotion project, this study redesigns the so-called PDCA(Plan${\rightarrow}$Do${\rightarrow}$Check${\rightarrow}$Act) model which is also known as Deming Cycle and verifies some hypotheses. To accomplish study purposes, 169 response samples from 85 project groups which drive the local industry promotion project were verified using SPSS 12.0. The findings are as follows: First, there was a positive relationship between the planing phase and the implementation phase. Second, there was also a positive relationship between the implementation phase and completion of the project phase. Third, there was a positive relationship between the planing phase and completion of the project phase. Finally, the implementation phase was a partial mediator on the relationship between the planing phase and completion of the project phase. Based on these findings, the implications and the limitations of the research findings were discussed, and recommendations for future research were provided.

• Journal of Information Technology Services
• /
• v.10 no.2
• /
• pp.141-162
• /
• 2011

The controls of Information Systems (IS) have been an more critical issue controls as the sophistication and integration of IS is more proceeded. ITGI (The Information Technology Governance Institute) of ISACA (Information Systems Audit and Control Association) has suggested COBIT (Control Objectives for Information and related Technology) and this has been widely recognized the evaluation model of IS controls. In COBIT, IS was evaluated in terms of process, information quality, and IT resources. This study used COBIT in order to suggest and empirically test an evaluation model of IS service. The data was collated from one major Chinese SI (Systems Integration) company in four domains of processes : planning and organization, acquisition and implementation, delivery and support, and monitoring. Seven factors are extracted using an exploratory factor analysis as follows : Overall IT planning process, technological assessment process in IT planning of IT, cost-benefit assessment process in IT planning, implementation process, support process, monitoring process, post-implementation evaluation process. The results of confirmatory analysis of three alternative measurement models indicated that the measurement model with one inherent or conceptual variable has greater model fitness than the other models. This study suggests the logical and general way to test and apply COBIT in evaluating IS services.

• Journal of Information Technology Services
• /
• v.7 no.3
• /
• pp.97-114
• /
• 2008

Many companies have implemented ERP systems to enhance their process competitiveness. Since most ERP systems down to date are implemented and managed on each separated business-unit or company level, such systems run short of the consideration about global business processes and global system managements. In order to integrate a successful global ERP, it is essential to apply the well-systematic implementation methodology which considers global standardization and global IT requirements. It is, however, the actual circumstance that such well-structured methodologies for global ERP implementation are hardly shown not only from domestic site but from foreign one. This paper indicates the global ERP implementation guideline with integrated approach including; the standard process design for efficient execution of global business; the ERP implementation method considering global IT requirements; and, the management method for global system operation. GSI ERP methodology is composed of 3 Phase：Global Strategy Planning, Global Template Construction and Global Roll-Out. Phase1; Global Strategy Planning contains Environment Analysis, GSI direction and Implementation Plan. Phase2; Global Template Construction contains Business blueprint, GSI operation design and Global template implementation. Phase3; Global Roll-out contains local business analysis, local ERP implementation and Global ERP Operation.

• Journal of Construction Engineering and Project Management
• /
• v.5 no.2
• /
• pp.11-15
• /
• 2015

The Last PlannerSystem (LPS) has been implemented on construction projects to increase work flow reliability, a precondition for project performance againstproductivity and progress targets. The LPS encompasses four tiers of planning processes:master scheduling, phase scheduling, lookahead planning, and commitment / weeklywork planning. This research highlights deficiencies in the current implementation of LPS including poor lookahead planning which results in poor linkage between weeklywork plans and the master schedule. This poor linkage undetermines the ability of theweekly work planning process to select for execution tasks that are critical to projectsuccess. As a result, percent plan complete (PPC) becomes a weak indicator of project progress. The purpose of this research is to improve lookahead planning (the bridgebetween weekly work planning and master scheduling), improve PPC, and improve theselection of tasks that are critical to project success by increasing the link betweenShould, Can, Will, and Did (components of the LPS), thereby rendering PPC a betterindicator of project progress. The research employs the case study research method to describe deficiencies inthe current implementation of the LPS and suggest guidelines for a better application ofLPS in general and lookahead planning in particular. It then introduces an analyticalsimulation model to analyze the lookahead planning process. This is done by examining the impact on PPC of increasing two lookahead planning performance metrics: tasksanticipated (TA) and tasks made ready (TMR). Finally, the research investigates theimportance of the lookahead planning functions: identification and removal ofconstraints, task breakdown, and operations design.The research findings confirm the positive impact of improving lookaheadplanning (i.e., TA and TMR) on PPC. It also recognizes the need to perform lookaheadplanning differently for three types of work involving different levels of uncertainty:stable work, medium uncertainty work, and highly emergent work.The research confirms the LPS rules for practice and specifically the need to planin greater detail as time gets closer to performing the work. It highlights the role of LPSas a production system that incorporates deliberate planning (predetermined andoptimized) and situated planning (flexible and adaptive). Finally, the research presents recommendations for production planningimprovements in three areas: process related, (suggesting guidelines for practice),technical, (highlighting issues with current software programs and advocating theinclusion of collaborative planning capability), and organizational improvements(suggesting transitional steps when applying the LPS).

• Journal of Korean Society of Rural Planning
• /
• v.20 no.1
• /
• pp.175-188
• /
• 2014

This study is to achieve the slow-city planning based on resources in Cheongsong-gun. To this end, the natural landscape and old houses of the village set up potential of the core, and three complementary elements were traditional food and traditional crafts, nature trails. The vision and objectives were established, characterization plan by spacial areas was considered. The actionable items of the project by divisions such as; conservation and utilization of natural resources, old house villages, traditional crafts, traditional foods, landscape composition, social awareness training, to attract visitors, slow-city environmental policy, were proposed. And step-by-step implementation plan was proposed, Division of roles between public authorities and residents of the implementation process was considered.

• International Commerce and Information Review
• /
• v.7 no.2
• /
• pp.139-162
• /
• 2005

The objective of this paper is to investigate important factors when one can consider an implementation of global e-trade. This paper in particular intends to derive which factors are significant at information strategic planning stage as well as its evaluation stage. Many works in the global e-trade area have been focusing on narrow research issues related to EDI implementation and trade process automation after trade contracts are legally made. Therefore, more complete and exclusive factors at pre-contract stage should be considered when one can make a strategic plan for global e-trade. Five factors are found to be important for global e-trade planning and those are: (1) corporate strategy, (2)trade process automation, (3)trade information technology & infrastructure, (4)organization & people, and (5)trade information technology utilization. An evaluation framework is developed in this paper and its empirical results are also provided.

• Journal of KIBIM
• /
• v.6 no.3
• /
• pp.24-33
• /
• 2016

Planning occurs from day-to-day, small-scale decisions to large-scale infrastructure investment decisions. For that reason, various attempts have been made to appropriately assist decision-making process and its optimization. Lately, initiation of a large amount of data, also known as big data has received great attention from diverse disciplines because of versatility and adoptability in its use and possibility to generate new information. Accordingly, implementation of big data and other information management systems, such as geographic information systems (GIS) and building information modeling (BIM) have received enough attention to establish each of its own profession and other associated activities. In this extent, this study illustrates a series of big data implementation cases that can provide a lesson to urban planning domain. In specific, case studies analyze how data was used to extract the most optimized solution and what aspects could be helpful in relation to planning decisions. Also, important notions about GIS and its application in various urban cases are examined.

• Information Systems Review
• /
• v.10 no.3
• /
• pp.111-132
• /
• 2008

Although there are many processes in which factors interact with each other during enterprise resource planning(ERP) implementation, factors affecting ERP implementation have been investigated in an isolated way. In order to bridge the gap, this study attempts to provide a research model to explain how these factors affect ERP implementation success from a holistic perspective. In particular, this research focuses on how bundling and leveraging processes affect ERP implementation success using resource based theory, a strategy formulation framework, and a dynamic resource management model of value creation. The model amalgamates organizational resources and capabilities via the bundling and leveraging processes to identify the effect on ERP implementation success. This paper validates the proposed model by presenting Australian aviation industry case study. Case findings will be in help to reveal the effect of resource bundling in establishing capabilities and effect of capabilities leveraging in deriving the ERP implementation success.

• Korean Management Science Review
• /
• v.19 no.2
• /
• pp.91-124
• /
• 2002

The use of network planning models and tools is essential for effective KII (Korea Information Infrastructure) planning and analysis in that it will significantly reduce the risk and uncertainty embeded in the development and the provision of future broadband services. The purpose of this study is to develop a theoretical framework and a computer tool for modeling the various aspects of the KII topology and architecture and evaluating the techno-economic feasibility of the KII implementation strategy.