• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.12 no.1
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• pp.87-99
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• 2017

This study is intended to look into the structural relationships between project manager's creative thinking, entrepreneurship, and project performance. To achieve this, research model and hypothesis were established to carry out statistical analysis based on the results of an empirical sample survey. The findings showed that project manager's creative thinking didn't improve project satisfaction directly, but it improved project satisfaction through the mediating effects of project manager's entrepreneurship. While it had a direct effect on perceived project performance, project manager's entrepreneurship was not mediated in this process. This suggests that even if project managers have a high expertise, thinking skill and motivation as creative thinking in working on the project, they have the limitation in leading to customer satisfaction from a personal perspective.

• Journal of Information Technology Applications and Management
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• v.16 no.3
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• pp.113-124
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• 2009

How can action learning program promote organizational learning performance and especially project based team performance in Web-based small and medium-sized enterprises (SMEs)? This article discusses the association between project based team in action learning program and the performance of Web-based SME to be learning organization. In the case of ALPACO, action learning program that promote employee communication behavior, knowledge sharing, and organizational learning are found to be positively associated with the project based team performance and organizational learning, The results indicate that action learning program in SMEs indeed associated with greater knowledge sharing, learning communication skills and changing organizational culture. Learning organization can be, in turn, positively developed by project based team through action learning program for creating competitive advantage, Also, this study offers further support for the practical perspective on learning organization performance. The evidence from this case study suggests that the project team in action learning program playa significant role in team performance and the development of learning organization of the firm. Therefore, in the future, Web-based SMEs should consider making investments in action learning program that encourage project team's effective management in decision making, knowledge sharing, and organizational learning.

• Journal of Multimedia Information System
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• v.5 no.4
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• pp.291-297
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• 2018

Performance measurement is not an easy task. However, it is necessary to measure the expected value of the informatization project to be invested, to help the successful progress of the informatization project, and to confirm the result of the informatization project. This study describes the evaluation systems of the defense informatization project in Korea used after the end of the informatization project (post-implementation evaluation stage). In the post-implementation evaluation stage of proposed system, the informatization project is evaluated in terms of performance achievement, project plan compliance, project management, and economic validity. For each element, this study suggests metrics and practical measurement method. With metrics and their method, it can be evaluated which project is better than others. Moreover, the lessons learned can be developed. Under scarce budget condition, defense organizations can make better performance from IT project with the evaluation system suggested in this study.

• Korean Journal of Construction Engineering and Management
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• v.9 no.4
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• pp.120-130
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• 2008

In construction industry, project performance should be evaluated in terms of project value objectives, i.e., cost, time, quality, safety, and environment. However, there have been few, if any, systematic approaches in assessing comprehensive performance level which encompasses the whole spectrum of project value objectives. It is non trivial to establish the standardized performance metric system due to the project individualities. This study provides a new approach in assessing the wide variety of project performance types by collecting the real industry project data. In addition, the proposed system has been validated through industry survey on project practitioners. It is concluded that the developed quantitative project performance measurement system would be effectively useful in indicating the level of current status of a particular project and furthermore, to provide a meaningful strategy for the future project in a more sustainable way.

• Asia pacific journal of information systems
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• v.18 no.1
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• pp.53-77
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• 2008

In recent years, although numbers of corporations are bringing in PMO, they seem to be indifferent to PMO performance measurement. This demonstrates that there are also other reasons beside performance measurement of information systems (IS) project being ambiguous by introducing PMO; the lack of acknowledging the concrete function of PMO, and the scarcity of empirical study about the effect of PMO on the project members and project performance. In this sense, this study is aimed at proposing a new research model in which project success factors (i.e., standardization, management advocacy, and staff expertise) affect PMO capability (i.e., knowledge management, resources management, and problem solving competency) positively, leading to project performance (i.e., task outcomes, psychological outcomes, and organizational outcomes) eventually. To empirically test the research model, data are surveyed from PMO department and IS department. To prove the validity of the proposed research model, PLS analysis is applied with valid 132 questionnaires. By employing PLS technique, the measurement reliability and validity of research variables are tested and the path analysis is conducted to do the hypothesis testing. The path analysis results can be organized into 7 ways in large scale. First, standardization of project success factors has a positive association with knowledge management, resources management, and problem solving competency of PMO capabilities. The findings of this result indicate that the multiple or single project management should satisfy standardization in order to operate an effective PMO. Second, management advocacy of project success factors has a positive association with knowledge management, resources management, and problem solving competency. Management advocacy refers to the willingness of management to provide the required resources and authority for project success. There is agreement among researchers regarding the importance of management advocacy for favorable PMO capability. Third, staff expertise of project success factors has a positive association with knowledge management, resources management, and problem solving competency. The findings of this result indicate that the formation of an exceptional consultant or members with a proficient knowledge for staff expertise of project member is the key factor to elevate the PMO capability. Past research suggests that experience and knowledge and the resultant familiarity with the problem faced can be an important determinant of PMO capability. A capable project with appropriate staff expertise means that it enjoys a diversity of abilities and experiences. Fourth, knowledge management competency of PMO capabilities has a positive impact on psychological outcomes but has no direct effect on task outcomes and organizational outcomes. In domestic case of S. Korea, PMO was finally introduced to many other corporations in 2005 though it started bringing in 2000. Therefore, it had neither a significant impact on the task outcomes nor organizational outcomes by lacking the contents and the infrastructure of the knowledge management because the knowledge consolidation and management period of PMO is comparatively shorter by terms than other foreign nations. Fifth, resources management competency of PMO capabilities has a positive association with task outcomes, psychological outcomes, and organizational outcomes. In addition, problem solving competency of PMO capabilities has a positive association with task outcomes, psychological outcomes, and organizational outcomes. Therefore, the findings of this results stress that PMO capabilities has a positive impact on project performance. Sixth, according to the path analysis of the hypothesis, which suggested in this research, problem solving competency is the PMO capability which is the key success factor for task, psychological, and organizational outcomes as an integrated performance model. Further, the analysis reveals that problem solving competency is an important factor for integrated performance model. The finding is in line with past IS research, which affirms that the work of IS projects is essentially a problem solving endeavor. Seventh, in the path analysis of the hypothesis in this research, the path of the management advocacy $\rightarrow$ problem solving competency $\rightarrow$ organizational outcomes appears to be the most important and strongest path. In brief, the finding of this study suggests that project success factors influence PMO capability positively, and project performance as well. From the results, it can be concluded that PMO helped great improve the project success rate and project performance. This study advances research on PMO capability in three important aspects. First, the findings of our study have implications for IS theory and future research. Our study contributes to IS theory by synthesizing concepts from PMO research and project management research with those in IS research. We proposed and tested PMO capability of IS projects and the findings of our investigation provided some preliminary answers to some of the questions raised. Secondly, this thesis does not only help depicting the concept of IT governance but also approaches empirically. It makes a gradual approach to the main content, step by step, in contrary of simple standard, scholastic way of thinking. Finally, we argued that this task-oriented(technical) view is not sufficient to adequately conceptualize IS project performance. Hence, we applied that the research on organization teams, which provides a flip viewpoint to that of project management research in that it gives more weight for psychological outcomes of organizational work groups, can be very helpful in reconceptualizing the IS project performance construct. The limitations of this study are also discussed to provide research directions for future research.

• 한국디지털정책학회:학술대회논문집
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• 2006.06a
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• pp.87-109
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• 2006

The purpose of this paper is to examine the present performance evaluation methods and to make Monte Carlo Simulation Model for the IT-based Government innovation project. It is suggested the proper ways in applying of Monte Carlo Simulation Model by integration of present evaluation methods. It develops the theoretical framework for this paper, examining the existing literature on proposing an approach to the key concepts of the economic impact analysis methods. It examines the actual conditions of performance evaluation focusing on the It-based Government Innovation project. It considers how the simulation model is applied to the performance management in the public innovation project focusing on the framework, process and procedure of performance management.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.46 no.3
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• pp.241-250
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• 2023

Companies are paying attention to project governance to realize their goal strategies, project success, and project value in a rapid and complex environment due to the development of information technology. This study aims to explore project governance and factors from literature review and practice guides related to project governance and empirically analyze the impact of project governance factors on IT project objective performance. The survey was conducted on project managers, project team members, and project management members with experience in carrying out business IT projects within two years at companies in various industries in Korea. The main conclusion is as follows. Among the project governance factors, disclosure and reporting that uses and reports using appropriate and reliable information about projects related to decision-making activities positively impact the achievement of IT project objectives: business success and stakeholder satisfaction. Among the project governance factors, project sponsorship, a role that effectively connects management and projects, and a project management framework that provides tools, procedures, resources, and techniques for projects positively impact IT project objective performance. This study is of academic and practical significance in that it identifies the definition and factors of project governance through companies in various industries in Korea and the positive impact of project governance factors on IT project objective performance.

• Korean Journal of Construction Engineering and Management
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• v.13 no.1
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• pp.3-13
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• 2012

The importance of project performance management as an alternative for solving problems is rising, which are followed by the hardships of managing construction project in the construction industry. This research classifies and applies the improvements made by the operator's work, in order to apply factors of success on the construction project, as performance management factors. In addition, in order to predict the results reflecting the project characteristic of performance management factor un-improvable by the operator in the initial stage of construction, the effect of project characteristic to the performance was drawn by performance difficulty. Also, in order to improve the predicted performance, researches on setting valid best practices according to the performance territory through a correlation analysis between the best practices improvable through the operator's work, and the performance was made.

• Journal of the Korean Operations Research and Management Science Society
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• v.19 no.1
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• pp.123-144
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• 1994

This Study has empirically examined the relationship between the role of R & D project leaders and their team performance using data from 87 project teams in 6 R & d organizations. The results reveal that : 1) R & D project leaders play five different roles for performing their jobs-strategic plannar, team builder, gatekeeper, expert and champion : 2) all but the champion role of leaders are positively associated with project team performance unless they have too short team tenure to materialize their role efforts : 3) However, the relationship between the role of leaders and project team performance varies according to characteristics of their team and project tasks. More specifically, it becomes more important for leaders to focus on gatekeeping and championing roles as their team gats older. Team building role of leaders is more important for higher performance of relatively certain R & D projects, while for uncertain R & D projects gatekeeping role appears to be more important.

• Journal of Information Technology Services
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• v.6 no.1
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• pp.65-81
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• 2007

Recently, the affiliates of the Ministry of Information and Communication have been conducting a performance evaluation study on IT policy projects, based on the performance evaluation model of the U.S. Office of Management and Budgets, with regard to investment in computerization. The performance evaluation model for the policy project could provide the objective information required for the planning, development, and operation of the policy project. However, the performance of the most policy project is likely to be evaluated using the subjective evaluation criteria of evaluators. Therefore, this case study evaluates the relative efficiency using DEA (Data Envelopment Analysis) in order to improve the performance evaluation method of the digital pioneer' project implemented by the Korea IT Industry Promotion Agency. The improvement value of inefficient Decision Making Units (DMUs) was measured by a static efficiency analysis. The measured value will suggest a objective viewpoint of the performance between DMUs to evaluators. In doing so, it will show an appropriate direction for the policy project to be evaluated successfully.