• Journal of the Korea Computer Industry Society
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• v.2 no.6
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• pp.859-866
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• 2001

Successful project planning relies on a good estimation of the effort required to complete a project, together with the schedule options that may be available. Despite the extensive research done developing new and better models, existing software effort estimation models are present only the total effort and effort (or manpower： people per unit time) function for the software life-cycle. Also, Putnam presents constant effort rate in each subcycles. However, the size of total efforts are variable according to the software projects under the influence of its size, complexity and operational environment. As a result, the allocated effort in subcycle also differ from project to project. This paper suggests the linear and polynomial effort estimation models in specifying, building and testing phase followed by the project total effort. These models are derived from 128 different projects. This result can be considered as a practical guideline in management of project schedule and effort allocation.

• Asia pacific journal of information systems
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• v.13 no.1
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• pp.103-118
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• 2003

Software project planning is usually represented by a project activity network that is composed of stages of tasks to be done and precedence restrictions among them. The project network is very complex and its construction requires a vast amount of field knowledge and experience. So this study proposes a case-based reasoning approach that can generate the project network automatically based on the past cases and modification knowledge. For the case indexing, we have adopted 17 factors, each with a few alternative values. A special structure of this problem is that the modification effort can be identified by each factor independently. Thus it is manageable to identify 85 primitive modification actions(add and delete activities) and estimate its modification efforts in advance. A specific case requires a combination of primitive modifications. Based on the modification effort knowledge, we have adopted the Least Modification approach as a metric of similarity between a new project and past cases. Using the Least Modification approach and modification knowledge base, we can automatically generate the project network. To validate the performance of Least Modification approach, we have compared its performance with an ordinary minimal distance approach for 21 test cases. The experiment showed that the Least Modification approach could reduce the modification effort significantly.

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

• The KIPS Transactions:PartD
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• v.12D no.4 s.100
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• pp.601-608
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• 2005

It is very important to improve qualify, cost and the necessary period for production in software development project. In order to improve software quality, cost and period, final product as well as a project planning and process itself are concerned. In CMMI of SEI and ISO/IEC 15504 (SPICE), the process for the project management is specified. Recently, as a method of total management - including man power, budget, and schedule - PMBOK is introduced. The detailed and specific management method in PMBOK results in multiple experiments that apply PMBOK to enterprise environment. In this paper, hybrid method of CMMI and PMBOK is proposed to obey CMMI, at the same time, to apply the detailed and specific management method in PMBOK and develop metrics for the method.

• International Journal of Quality Innovation
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• v.4 no.1
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• pp.160-174
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• 2003

This study researched an enterprise resources planning (ERP) implementation project at a printed circuit board (PCB) manufacturer. In depth research was achieved by participating and observing in an implementation project at an actual PCB manufacturer. It is hoped that this study will contribute a valuable reference resource for future PCB manufacturers that wish to select or implement ERP systems. The first step in implementing ERP software is to set a clear target. At the same time, the tasks of each department and the system of cooperation between departments must be clearly defined. In this way, the cycle time of each flow and the accuracy of data will both be improved. In order to ensure smooth implementation of an ERP project, the followings are key factors: (1) an ERP system that suits the PCB industry; (2) effective project management; (3) effective project cost/budget control; (4) project problem management system; (5) comprehensive implementation method and information technology (IT), etc. By keeping to these principals, Company A achieved rapid transactions, and lower total cycle times and inventory levels, and other such benefits that had been predicted.

• International conference on construction engineering and project management
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• 2005.10a
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• pp.575-586
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• 2005

This paper presents an approach to quantifying the costs and benefits of integrating ERP systems with project management systems, including potential time and cost savings. To properly identify the costs and the benefits, the paper shows the relevant construction information flows and the desired milestones in the integration process. The proposed benefit analysis model should allow construction firms considering the integration of their ERP systems with legacy systems or commercial project management software make informed decisions in regard to the existing alternatives in the early stages of decision making.

• International conference on construction engineering and project management
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• 2009.05a
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• pp.71-82
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• 2009

This paper describes the use of a highly interactive and inter-operative application for complex simulation environments, or Synthetic Environments (SE), as deployed for construction as Construction Synthetic Environments (CSE). Based on the High Level Architecture (HLA), this research focuses on implementing simulation technology in a software environment, COSYE, that will be the foundation for building CSE applications. This framework is discussed in the context of tunneling and industrial construction applications, including steel fabrication and pipe-spool manufacture. The framework is demonstrated using the NEST sanitary tunnel project in Edmonton, Canada, in which COSYE was used for scenario-based analysis and planning.

• Journal of Internet Computing and Services
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• v.8 no.2
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• pp.23-31
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• 2007

If the effort(manpower) and schedule are estimated, there is very difficult to allocate the manpower according to the schedule time units efficiently. Generally, the Putnam's Rayleigh Model has been applied popularly. This distribution model is expressing topology that manpower is consumed concentrically in first-half point. But actual manpower of projects are consumed concentrically at middle or second half point. Therefore, this model cannot be applied in software project planning area. This paper suggests a model to distribute manpower efficiently. Fist of all, we investigate a typical type presenting in software development field and manpower profile type of actuality development projects. Next, we suggested a method to present the model by a drawing a contour about manpower profile for the efficient manpower distribution. The proposed model shows better performance than Rayleigh and Gomma model. By applying proposed model, we will properly distribute manpower to schedule in software development planning phase, and finally we may manage project successfully.

• Journal of Information Processing Systems
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• v.17 no.3
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• pp.473-488
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• 2021

The enterprise resource planning (ERP) system is a standardized and advanced business process that many companies are implementing now-a-days through customization. However, it affects the efficiency of operations as these customizations are based on uniqueness. In this study, we analyzed the impact of customized modules and processing time on customer service request (CSR), by utilizing the stacked CSR data during the construction and operation of ERP, focusing on small and medium-sized enterprises (SMEs). As a result, a positive correlation was found between unit companies and the length of ERP implementation; ERP modules and the length of ERP implementation; ERP modules and unit companies; and the type of ERP implementation and ERP module. In terms of CSR, a comparison of CSR processing time of CBO (customized business object) module and STD (standard) module revealed that while the five modules did not display statistically significant differences, one module demonstrated a statistically very significant difference. In sum, the analysis indicates that the CBO-type CSR and its processing cost are higher than those of STD-type CSR. These results indicate that companies planning to implement an ERP system should consider the ERP module and their customization ratio and level. It not only gives the theoretical validity that should be considered as an indicator for decision making when ERP is constructed, but also its implications on the impact of processing time suggesting that the maintenance costs and project scheduling of ERP software must also be considered. This study is the first to present the degree of impact on the operation and maintenance of customized modules based on actual data and can provide a theoretical basis for applying SW change ratio in the cost estimation of ERP system maintenance.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• autumn
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• pp.410-415
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• 2001

Earned Value Management System(EVMS) has been considered as a useful tool of managing construction projects lately and its instruction into a private industry is now under consideration by the Korean government. It is on the basis of C/SCSC that had been released by the U.S. Department of Defense(DOD) since 1967. Its research has been in the active progress in order to utilize the earned value concept as a project management tool for construction project ordered by both government and private sector. Material Requirement Planning(MRP) is also known as a tool of planning and scheduling resources for assembly product as a part of inventory control models in the manufacturing industry. The purpose of this study is the effective employment of Earned Value Management to manage the construction projects by utilizing Material Requirement Planning(MRP), based on project management software and Workpackaging model.