• Proceedings of the Technology Innovation Conference
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• 1997.07a
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• pp.266-285
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• 1997

This paper addresses a methodology for monitoring the first phase('92-'94) progress and its strategic implication of Highly Advanced National R&D Program(HAN or G7 project) in Korea. The conceptual framework and its strategic thrust of the interim evaluation, which is the main focus of this paper, was designed both by reviewing related literature and by analyzing the unique characteristics of the HAN Program. Actual monitoring or interim evaluation was initiated by the G7 Planning and Evaluation Committee, which was established for advising, directing, and monitoring the HAN Program, with the help of large number of experts from various industries, universities, and research institutes. The monitoring results had been reported to the related ministries and project coordinating agencies. According to the suggestion made by the G7 Planning and Evaluation Committee, several projects were suffered structural changes and one was dropped.

• Journal of Environmental Impact Assessment
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• v.18 no.6
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• pp.419-427
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• 2009

Methodology and application of Strategic Environmental Assessment (SEA) for policies, plans, and programs are still new approach in Vietnam. With a support from Vietnam-Swedish Project (SEMLA) and Ministry of Natural Resources and Environment (MONRE), SEA for the Tonkin Gulf Coastal Economic Belt Development Plan was conducted in 2008. Lessons obtained from this SEA may contribute to improving methods and practicing SEAs for regional development. The main lessons summarized in this paper are: (i) close cooperation between the planning and environmental teams from the beginning phase of a master plan; (ii) SEA should focus not only on impacts to the natural environment but also on main issues of socio-economic aspects; (iii) approaches and methods used in SEA should be appropriate to properly predict the impacts at regional-levels and cumulative impacts; (iv) a good SEA study may be achieved when detailed data on the environment and socio-economy of the study area are available and have active engagement of stakeholders, including project affected sectors, ecologists, planners, policy makers, etc. This paper is useful for whom, those work in SEA in regional development.

• 한국디지털정책학회:학술대회논문집
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• 2003.12a
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• pp.219-227
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• 2003

E-business including e-commerce boosts the competitiveness of corporations remarkably through the creation of new value added, positioning itself as the key to national competitive edge. Thus, advanced nations and international organizations such as WTO and OECD are structuring a positive support system for e-transformation. Korea also has been pushing for activating e-business at the government level since 2000. ECRC(Electronic Commerce Resource Centers) project is an efficient government initiative and inter-agency coordination in implementing e-Business policy for industry. This project has been sponsored by the MOCIE and operated through prime contracts with KIEC. ECRCs provide such services as educational training, technology transfer, consulting and information service related to e-Business for industry. They had given the digital opportunity demanded by industry from 1997 but in these days there are many other new e-business activating projects in Korea. This paper sought to study a strategic reform plan of ECRC.

• International conference on construction engineering and project management
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• 2013.01a
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• pp.359-366
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• 2013

Although many research efforts have been conducted to address the effect of crew members' work skills (e.g., technical and planning skills) on work performance (e.g., work duration and quality) in construction projects, the relationship between skill and performance has generated a great deal of controversy in the field of management (Inkpen and Crossan 1995). This controversy can lead to under- or over-estimations of the overall project schedule, and can make it difficult for project managers to implement appropriate managerial policies for enhancing project performance. To address this issue, the following aspects need to be considered: (a) work performances are determined not only by individual-level work skill but also by the group-level work skill affected by work team members, each member's role, and any working behavior pattern; (b) work planning has significant effects on to what extent work skill enhances performance; and (c) different types of activities in construction require different types of work, skill, and team composition. This research, therefore, develops a system dynamics (SD) model to analyze the effects of both individual-and group-level (i.e., multi-level) skill on performances by utilizing the advantages of SD in capturing a feedback process and state changes, especially in human factors (e.g., attitude, ability, and behavior). The model incorporates: (a) a multi-level skill evolution and relevant behavior development mechanism within a work group; (b) the interaction among work planning, a crew's skill-learning, skill manifestation, and performances; and (c) the different work characteristics of each activity. This model can be utilized to implement appropriate work planning (e.g., work scope and work schedule) and crew management policies (e.g., work team composition and decision of each worker's role) with an awareness of crew's skill and work performance. Understanding the different characteristics of each activity can also support project managers in applying strategic work planning and crew management for a corresponding activity, which may enhance each activity's performance, as well as the overall project performance.

• International conference on construction engineering and project management
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• 2005.10a
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• pp.403-408
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• 2005

Being in a knowledge-based industry, many construction organizations are seeking to manage their own knowledge in an effective way. To manage knowledge, the organizations must motivate in-house people to share their knowledge. However, some barriers to knowledge sharing do exist and researches on these barriers considering construction organizations' characteristics seem rare. This study aims to identify key barriers to knowledge sharing considering the characteristics of construction organizations. Based on the identification, strategic responses to each key barrier are presented in two perspectives of technical and behavioral approach to activate knowledge sharing.

• Korean Management Science Review
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• v.12 no.3
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• pp.45-60
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• 1995

This study examines a normative model of project management systems, PPMS, to provide information for directing R&D activity in order to increase R&D productivity. The PPMS (Project Process Management System) is a disciplined and systematic framework to manage R&D projects effectively and efficiently under the assumption of a strategic decision making and long-range planning. The purpose of PPMS is to provide for the management of research organization at different levels an effective management tool; first, for the planning system which deals with rational selection and authorization of R&D projects, second, for the control system which concerns monitoring and controlling the execution of R&D projects, and finally, for the evaluation system which attains evaluation of the performance results of R&D projects and determination of the necessary follow-up. A view for the future development of project management within the context of a project-performing organization is also elaborated to exhibit the progress and phase description of the project management system.

• Industrial Engineering and Management Systems
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• v.10 no.1
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• pp.43-53
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• 2011

Currently, knowledge within the field of software development is largely implicit and is not formally disseminated and shared. This means that there is little improvement and regeneration of processes, and knowledge gained from previous projects is not necessarily applied to new ones. In order to turn this situation around it is necessary to take an organized approach to sharing job-related information. For this study, the authors constructed "Amalab-Project Planning Navigation System, or A-PPNS", a system for organizing accumulated knowledge related to the field of software development. More specifically, A-PPNS is a business process monitoring system and consists of the following four elements: (i) Optimized estimate support subsystem, (ii) Schedule monitoring system, (iii) QCD optimization diagnostic system, and (iv) Strategic technology accumulation system. The effectiveness of this system has been demonstrated and verified at Company A, a system integration company.

• International Journal of Contents
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• v.7 no.2
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• pp.32-35
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• 2011

This research would be the first step toward in the long processes of proton technology industrial cluster development by focusing on the region's readiness and acceptability of the proton technology project. As is shown in our questionnaire survey, the top priorities needed to consider for the Proton Technology project are found to be job creation (mean 3.74), regional economic development (mean 3.72), industry infrastructure(3.54), institution for science and education(3.53), economic inequalities(3.33), tourism industry revitalization(3.20). For public servants top priorities in order found to be regional economic development, job creation, industry infrastructure, institution for science and education, economic inequalities, tourism industry revitalization. Universities' priorities in order found to be job creation, regional economic development, institution for science and education, industry infrastructure, economic inequalities, tourism industry revitalization. The mean reliability score for the each party was found to be mayor((3.04), citizens(2.99), province(2.97), private corporation(2.96), and universities((2.93). Of particular note, the mean score except the mayor were all below median (3.00). province(3.24), city council member(3.20), public employees (3.09), private corporation(3.03), nonprofit organization (2.97), mass media (2.96), citizens(2.96), and universities(2.89). The universities and colleges also should revise their strategic plans and thus restructure their internal academic programs, and must develop their own collaborative programs with Proton Engineering Frontier Project, related industries, city, and other government units. Not only educating, training, and providing top-notched man powers to the proton technology industries will be one of their primary missions.

• International conference on construction engineering and project management
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• 2007.03a
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• pp.540-553
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• 2007

Strategic management of changes is very significant for all types of construction projects. Project management teams must have the ability to respond to changes effectively in order to minimize their adverse impact on the project. The study focuses on the causes, their frequent effects and effective controls for changes in educational building projects. To achieve the study objectives, a questionnaire survey was carried out to collect relevant information. Through the literature review, 53 causes, 16 effects and 30 potential controls for change orders were identified. These provided the basis for the formulation of the questionnaire. Responses from 92 professionals who were involved in the educational projects in Singapore were analyzed. They included 28 developers, 33 consultants and 31 contractors. From the survey findings, the most important causes of changes were identified. The study revealed the most frequent effects and most effective controls for each cause of change order. Arising therefrom, a comprehensive tabulation of the 53 causes and their frequent effects and effective controls was also developed. A timeline for implementing the controls was developed through in-depth interviews with the professionals. The study would assist building professionals in taking proactive measures for reducing change orders for educational buildings; furthermore, the timeline would also be helpful for them to implement controlling strategies at the appropriate time. Recommendations were suggested based on the research findings.

• International conference on construction engineering and project management
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• 2024.07a
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• pp.1145-1152
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• 2024

Digital transformation has become a pivotal focus in the Architecture, Engineering, and Construction (AEC) industry, driven by an urgent need to enhance productivity and optimize resource management. This transformation plays an essential role throughout the entire project lifecycle, from the early stages of conception to the final phases of completion. The paper underscores the critical importance of aligning digital transformation initiatives with the broader business strategies of AEC organizations. This alignment is key to gaining a competitive edge and fostering sustainable growth within the industry. The paper introduces a comprehensive and adaptable strategic framework for digital transformation. This framework is designed to be flexible, allowing AEC organizations to tailor digital transformation strategies to meet their specific needs and objectives. The framework not only addresses the technological aspects but also considers the cultural and operational shifts required for successful implementation. Moreover, the paper delves into various aspects of digital transformation, such as data management, workflow automation, and the integration of emerging technologies like AI and IoT in AEC processes. It discusses the potential barriers to digital adoption and offers strategies to overcome these challenges. This paper serves as an in-depth guide for AEC organizations looking to seamlessly integrate digital technologies into their business models. It provides valuable insights and methodologies that are crucial for any entity in the AEC industry striving to thrive in an increasingly digitalized world, making it a must-read for leaders and decision-makers within the industry.