• Journal of Construction Engineering and Project Management
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• v.5 no.1
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• pp.1-10
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• 2015

In construction, stakeholders of extended project team play a key role in the overall project performance. Successful integration of stakeholders demands for good management practices at strategic, operational and project levels. Targets and measures to improve the stakeholder performance encourage the creativity and willingness of stakeholders of extended project team to develop the better ways to achieve the project objectives. This paper presents a generic descriptive method, showing how stakeholder's ability and influence impacts on project performance in the construction sector. The findings of a series of interviews with key informants are presented and the following main conclusion is drawn: improving project performance through stakeholder's contribution and measuring their performance can strengthen the project performance. This innovative approach which redefines the process of improving the project performance in construction projects will be of interest to those who intend to manage the projects in practice as well as to those who interested in advancing theory.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.46 no.2
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• pp.116-132
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• 2023

Technology innovation companies are focusing on contributing to business performance by R&D project as a strategic tool. Successful R&D leads to corporate competitiveness enhancement, national industrial development, but there are high uncertainty and risks in R&D. Public and private R&D projects are carried out to achieve various purposes. It was verified how the risk management and benefit management of the R&D project affect the detailed R&D project performance between the Public and private domain. The impact of Project Leadership on R&D performance was also analyzed. Those who have participated in the Public and Private R&D projects at companies or research institutes were surveyed. First, it was found that project risk and benefit management have partially an effect on R&D project performance. Second, Public and private R&D Project Leadership showed partially a interaction effect between project management and project performance.

• Journal of Environmental Impact Assessment
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• v.4 no.3
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• pp.55-61
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• 1995

The European Community (EC) began dealing with the subject of environmental impact assessment (EIA) in the mid-1970s. After ten years of preparatory work and more than 20 draft versions, the EC Council of Ministers adopted, in 1985, the Directive on the assessment of the effects of certain public and private projects on the environment (85/337/EEC). This directive requires the member states to make EIA mandatory for certain projects. Its Article 3 defines the purpose of the instrument: "The environmental impact assessment will identify, describe and assess the direct and indirect effects of a project. There are no rules on scoping or on post-project analysis. However, member states are free to adopt, in their domestic legislation, more stringent rules regarding the scope and procedure of EIA. Consequently, they have developed national EIA systems which differ considerably from each other. Also, EIA practice in each of these countries is different from that in the others. In 1992, the EC Council adopted the 'Flora, Fauna, Habitat' Directive which lays down an additional EIA requirement. Member states will have to develop a network of 'European' nature conservation areas. Each project or plan possibly endangering these areas will have to be assessed whether it is in line with the protection purposes laid down for them. Although the directive does not say so explicitly, this means that a kind of EIA will have to be carried out for those projects and plans. For several years, the Commission has been developing proposals for a directive on EIA of plans and programmes ("strategic EIA"). This would supplement directive 85/337/EED, and would require and EIA for plans and programmes influencing decisions on specific projects(e.g. agricultural plans or energy programmes). At present, procedural and methodological questions of strategic EIA are being discussed extensively both within and without the European Union.

• Journal of Korea Port Economic Association
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• v.26 no.4
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• pp.289-309
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• 2010

After getting through the financial crisis, Korean government has promoted Local Industry Promotion Project across the country by realizing the needs to overcome structural recession and promote self-growth. Therefore researching current manpower status and manpower demand in shipbuilding industry, which is the strategic industry of Jeonnam province, is very critical to enhance the competitiveness and efficiently manage training professional manpower. In this respect, this study mentioned some issues and provided the improvements for the research on demand for Professional manpower training project in Shipbuilding industry of Jeonnam province. It was shown that the aging trend of professional workforce, short in skilled/professional manpower and lack of education & training institutions are critical problems of shipbuilding industry in Jeonnam province. To improve these problems, various support policies such as strengthening networks among related agencies and companies or universities are strongly recommended.

• Korean Journal of Construction Engineering and Management
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• v.10 no.4
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• pp.151-164
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• 2009

Strategic alliances developed as formalized inter-organizational relationships are core vehicles to share information, resources and knowledge. The structural characteristics of strategic network constructed by strategic alliances have been important agenda in strategic management discipline. This paper has two folds in analysing the strategic network formulated by project level alliances in Korean construction industry. First, we investigate the strategic network using the tools and methods of social network analysis, such as centrality, cohesion, structural equivalence, and power law. Second, the performance of firms within networks are analysed longitudinally with panel data analysis. We have found that the strategic networks in this industry has scale-free characteristics, where the degree distribution fits the power law, and the vertically equivalent structure is clear. We also present that the performance of firms are continuously affected by the degree centrality of firms in this network for the last 10 years.

• Journal of Technology Innovation
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• v.20 no.2
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• pp.161-187
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• 2012

Recently, environmentally friendly technology are becoming important due to reconsideration about climate change and environmental pollution. In addition, as well as technical skills and social interaction through an analysis of the nonlinear transition management and policy implementation are emerging. This study of the development of photovoltaic industry in Korea 10 years analyze with strategic niche management (SNM) based on the theoretical and multi-layered perspective (MLP) is used as the analytical framework. Choose the gerverment-support project for niche technology, through a process of quantifying and alnalyze the phase transition to Regime with the numerical method and policy vision, learning effects, and network that key elements of SNM, MLP. Through the analysis of the photovoltaic industry technology-commercialization phase was investigated. This conventional overall and step-by-step model for technical management is proposed to replace exiting linear and narrow method and through the case study its validity was confirmed.

• Journal of Technology Innovation
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• v.13 no.2
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• pp.223-237
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• 2005

This paper explains that tacit knowledge is a critical component for the success of government-led R&D project selection, where rapid and accurate decision making need to be made under lack of information circumstances. It also explores ways to fully exploit the tacit knowledge of experts participating in the Korean government's R&D project selection process. Some of these include: (1) strategic attention from the top officials, (2) forming self-organizing teams, (3) establishing a horizontal and risk-taking culture, (4) encouraging a sense of responsibility in creating and sharing tacit knowledge, and (5) providing a seamless monitoring system and training.

• Information Systems Review
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• v.4 no.2
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• pp.343-360
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• 2002

Ideal project manager is a critical factor for successful IS development. The purpose of this paper is to investigate the knowledge and skills requirement of IS project managers and to suggest ideas of a career path development for powerful IS project managers. From a previous research work, this paper was conducted to classify 6 domains-strategic management, business function, innovation, general management, personnel management, and technical expert- as knowledge and skills of IS project managers, and to generate IS project manager's career path which is developed through engineer, analyst and designer, planner, and project leader. The results provide a good framework to train and develop knowledge and skills of IS project mangers.

• Journal of Construction Engineering and Project Management
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• v.4 no.4
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• pp.47-59
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• 2014

Client organization inadequate project planning before awarding the contract and insufficient monitoring and control system among the parties involved create severe problems. Ultimately, large-scale projects go beyond the expected cost and time control limits. This paper discusses the major issues involved with a large-scale Hydropower Project in Pakistan Public Sector environment. The latest approved Baseline Plan of project was reviewed and analyzed using Variance Analysis and Trend Analysis techniques in Primavera project management software to assess the efforts made of the parties involved. It was found that Project is 202% Cost overrun and 25% time delays from original contract award. After analysis of baseline plan and quantification of various variance issues in impacted activities, the questionnaire survey was conducted to identify the impact of causative factors. There were almost 17 most significant causative factors identified among 60 identified factors and responsibilities are assigned accordingly. At the end recommendations are made for strategic decisions as lessons learned during project evaluation.

• 연구논문집
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• s.24
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• pp.141-149
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• 1994

Recently, IVHS technology attracted public attention according as national IVHS project was initiated by SOC. In advanced countries, specially in USA, Europe, and Japan. IVHS technology was already studied for over ten years as national strategic project. In this paper we describe the concept and development trend of AVCS which is a part of IVHS technology. The important contents in AVCS are automatic collision warning and avoidance system, automatic intelligent cruise control system, automatic vehicle platoon control system, automatic lateral control system, etc.