• International Journal of Quality Innovation
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• v.9 no.1
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• pp.1-21
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• 2008

A Purpose. As organizations become more team oriented, research on teams continues to increase especially involving how teams contribute to organizational performance and effectiveness. Although there has been existing research on Kaizen teams in the private sector, very little research has included Kaizen teams in the public sector. In this paper, we present a method to study Kaizen teams in a local Spanish government that have been using Kaizen teams for more than ten years. Design/methodology/approach. Quantitative research was adopted for this study. Twenty teams participated in the study by filling out the Team Learning and Development Inventory (TLI) proposed by Lingham (2004). In addition, we interviewed members of the teams in order to clarify and assure our quantitative results. Findings Based on the findings, we propose that Kaizen teams should practice both Continuous (CI) and Process Improvements (PI) in their projects. We also propose that Kaizen teams should not be teams skilled only at developing better improvement processes (both CI and PI) for the organization but that such teams should also be skilled at engaging in team development using both CI and PI processes internally-a Kaizen within Kaizen teams approach. Research limitations. Its based in one case study. However, it is working paper and the research project still is developing. Practical Implications (if possible). Serve as a guide to practitioners (Public managers) who desire to understand how their Kaizen teams involves both internal (conversational spaces) and external (methodology) perspectives that would contribute to both team and organizational effectiveness. In this paper, we focus on the Internal Processes (both CI and PI) using the TLI as an effective method for Kaizen teams to engage in the Kaizen process. Originality/value. This study is one of the first to look at team's performance using Team Learning and Development Inventory in Spain's public sector. It is also the first to mention about the relationship of the team's performance and the implementation of process improvement methodologies in Spain local government environment.

• The KIPS Transactions:PartD
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• v.10D no.7
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• pp.1127-1136
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• 2003

Estimation of software project cost, effort and duration in the early stage of software development cycle is a difficult and key problem in software engineering. Most of models estimate the development effort using the function point that is measured from the requirement specification. This paper presents optimal team size and duration prediction based on function point in order to provide information that can be used as a guide in selecting the most Practical and productive team size for a software development project. We introduce to productive metrics and cost for decision criteria of ideal team size and duration. The experimental is based on the analysis of 300 development and enhancement software project data. These data sets are divide in two subgroups. One is a development project; the other is a maintenance project. As a result of evaluation by productivity and cost measured criteria in two subgroups, we come to the conclusion that the most successful projects has small teams and minimum duration. Also, I proposed that predictive model for team sire and duration according to function point size based on experimental results. The presented models gives a criteria for necessary team site and duration according to the software size.

• Journal of the Korea Society of Computer and Information
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• v.18 no.2
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• pp.141-147
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• 2013

Teams are used often in the workplace and in educational institute. Despite the advantages of students teams, the two most common problems are social loafing and free riding. I suggest that 'You are fired' method can be used successfully in students team project, especially in our cultural mood. The 'You are fired' method is very simple to execute into business classes using team assignments. Students can fire team members who will not do the necessary work or will not attend meetings with a simple two-step processes. To fire a student of the team must send an e-mail listing specific work that he or she is not doing and/ or meetings he or she is not attending. And a copy of the e-mail must be sent to the faculty member. If the free-rider fails to accomplish the required work, then a second e-mail is sent notifying the student that he or she is fired along with a copy to the faculty member. Data from 257 undergraduate students are analyzed for usefulness of 'You are fired' method. Students are highly supportive of all components parts of the 'You are fired' method. They strongly support the effectiveness of this method to prevent free riding on performing team projects.

• Journal of Engineering Education Research
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• v.6 no.1
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• pp.15-21
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• 2003

This paper reports the results of course restructuring employing design projects in an introductory mechanics of materials course at Pennsylvania State University. Unlike traditional lecture courses, students were encouraged to learn the rudiments of mechanical design and how materials standards, economics, manufacturing, environmental, legal (liability) and societal (safety) concerns relate to design. Through conducting collaborative design projects, the instructors helped students to acquire more advanced skills such as team-based decision making, integration and establishment of criteria, use of modern design theory, consideration of alternative solutions, and application of realistic constraints. In order to examine the impact of new course changes on students' learning, a survey was conducted in 1998 Fall semester. According to the results of survey analyses, students reported high values on this introductory mechanics of materials course. However, they did not give high values on the design projects. Rather, they preferred lecture sessions. Additionally, it was also found that students who earned higher grades from a prerequisite course(statics) showed lower values on the design projects. Implications for engineering educators and suggestions for future research studies were discussed.

• International conference on construction engineering and project management
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• 2022.06a
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• pp.170-178
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• 2022

A high-performing Earned Value Management System (EVMS) can influence project success and help stakeholders meet project objectives. Although EVMS processes are well-supported by technical guidelines and standards, project managers often face challenges related to the project culture, team, resources, and business practices that make up the project environment within which an EVMS is being used. A comprehensive literature review revealed a lack of a data-driven and consistent assessment frameworks that can gauge the environment surrounding EVMS implementation. This paper will discuss the EVMS environment of construction and environmental projects, and examine its impact on cost performance. The authors used a multi-method approach to identify 27 environment factors that make up the EVMS environment, assessing them on 18 construction and environmental projects worth over $2 billion of total cost. Research methods employed include: (1) a literature review of more than 300 references; (2) a survey of 294 respondents; and (3) remote research charrettes with more than 60 participating expert practitioners. Culture (one of the identified environment categories) was found to be relatively more important in terms of its impact on the EVMS environment, followed by people, practices, and resources. These exploratory results show statistically significant differences in cost performance between completed projects with either a good or poor environment, for the sample projects. Key environment factors are outlined, and guidance is provided to practitioners around how to set up an effective EVMS environment in a construction or environmental project to inform decision-making and support achieving the project cost objectives successfully.

• International conference on construction engineering and project management
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• 2013.01a
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• pp.403-411
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• 2013

Horizontal construction projects such as oil and gas pipeline projects typically involve repetitive-work activities with the same crew and equipment from one end of the project to the other. Repetitive scheduling also known as linear scheduling is known to have superior schedule management capabilities specifically for such horizontal construction projects. This study discusses on expanding the capabilities of repetitive scheduling to account for the variance in production rates and visual representation by developing an automated alignment based linear scheduling program for applying temporal and spatial changes in production rates. The study outlines a framework to apply changes in productions rates when and where they will occur along the horizontal alignment of the project and illustrates the complexity of construction through the time-location chart through a new linear scheduling model, Linear Scheduling Model with Varying Production Rates (LSM_VPR). The program uses empirically derived production rate equations with appropriate variables as an input at the appropriate time and location based on actual 750 mile natural gas liquids pipeline project starting in Wyoming and terminating in the center of Kansas. The study showed that the changes in production rates due to time and location resulted in a close approximation of the actual progress of work as compared to the planned progress and can be modeled for use in predicting future linear construction projects. LSM_VPR allows the scheduler to develop schedule durations based on minimal project information. The model also allows the scheduler to analyze the impact of various routes or start dates for construction and the corresponding impact on the schedule. In addition, the graphical format lets the construction team to visualize the obstacles in the project when and where they occur due to a new feature called the Activity Performance Index (API). This index is used to shade the linear scheduling chart by time and location with the variation in color indicating the variance in predicted production rate from the desired production rate.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• 2004.11a
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• pp.216-219
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• 2004

Construction clients are the key player in that they initiate construction projects and are in a position to influence the efficiency and productivity of the projects. Construction projects by nature require team-working so clients's leadership is the crux of project success. The objective of this paper is to suggest characteristics of construction clients' leadership in terms of best practice based on the analysis of project success cases. Four key elements of construction clients' leadership are identified and best practice from the case studies were related to the elements.

• Land and Housing Review
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• v.8 no.2
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• pp.73-82
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• 2017

Although Changdong Sanggye area has been developed during 1980s as a new city for the supply of low-income housing, currently it was degraded to a bed town located outside Seoul. However, Changdong Sanggye area is designated as the center of a metropolitan area in '2030 Seoul City Basic Plan' due to a variety of potential factors such as a traffic center for linking metropolitan areas, location of 15 universities, and neighboring natural environment like Jungnang stream and Buckhan mountain. The purpose of urban regeneration plan is to create a new CBD of Changdong Sanggye which is the center of vocational and cultural lives of 3.2 million people in the northeastern metropolitan area. To achieve the purpose, 12 unit projects and 24 sub-unit projects are set up based on the three major goals and core strategies. An enterprise project team of northeastern area was newly founded and then a dedicated organization was established by the Seoul government in 2015 in order to integrate separated urban regeneration related functions. In the Seoul government an administrative council and a project promotion council are operated for consultation and coordination between the administrative divisions and government projects for urban regeneration. Through the success in Changdong Sanggye regeneration project, they are expected to have economic effects such as job creation and increase in tax revenue and to re-vitalize the area as a new economic center in northeastern Seoul having amenities and cultural facilities and waterfront parks.

• Journal of Environmental Science International
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• v.16 no.7
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• pp.847-853
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• 2007

In Korean coastal areas, land reclamations are main development projects that should be based on environmental impact assessment(EIA), because those human interventions can change coastlines, damage tidal flats, and pollute adjacent areas to threat seafood safety and devaluate overall ecosystem service value. Existing procedures of the EIA for land reclamation projects were diagnosed and evaluated to enhance them. Problems were identified in the designation of survey areas, the consistency in survey sites and periods, the standardization of survey methods and reports, the confidence of survey results and the verification of predictions. Lack of integration was noticeable and could be improved by synthesizing different assessments from topography geography, marine physics, marine chemistry and marine biology. We suggest that successful precautionary marine environment management requires readjusting the cost of EIA, recruiting experts in marine environment, constructing database and establishing specialized assessment system.

• The Journal of Fisheries Business Administration
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• v.51 no.1
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• pp.53-66
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• 2020

The Ministry of Maritime Affairs and Fisheries is supporting the "Environmentally Friendly Fisheries Promotion and Private Assistance Project" to increase production of eco-friendly, high-value-added foods. Private-backed operators selected for the project will have an economic opportunity to build, expand or refurbish eco-friendly fishing grounds. To facilitate this, the scope of project support was expanded after 2015 and an opportunity was prepared for private subsidy projects to grow to a new level in terms of quality and quantity by switching to a public offering project. However, starting in 2017, demand from the private sector will plunge and selected projects will be delayed or the project implementation rate will be lowered. It was a time for subsidy-related laws and systems to be reinforced but private subsidy projects do not temporarily shrink simply due to the increased administrative burden on private subsidy operators on subsidy management. It plans to review the correlation between laws and systems related to the construction of fish farms and suggest ways to enhance the efficiency of implementation so that economic advantages, the biggest advantage of the private subsidy project, can be recovered within the current legal system.