프로젝트 관리자의 역량이 프로젝트 성과에 미치는 영향 - 조직문화의 조절효과를 중심으로 -

진성호 ( Jin Sung Ho ),김인호 ( Kim In Ho ) 안양대학교 사회과학연구소 2018 사회과학연구 Vol.23 No.-

The purpose of this study is to examine the effect of the project manager’s competence on project performance and identify the moderating effect of organizational culture. For doing this, regression analysis was conducted by using SPSS, Results are as follows. First, it was found that in terms of the project manger's competence, job performance positively influenced project performance. Second, as for job performance, not only servant leadership and super leadership in leadership styles but also interpersonal competence had an affirmative effect on organizational performance. Third, it revealed that a hierarchical culture that is one of organizational cultures moderated the relation between the project manager's competence and the management of the project. Also, it was found that a group culture and a hierarchical culture played a moderating role in the relation between the project manager's competence and the completion of the project. This study is meaningful because it verified the moderating effect of organizational culture m the relation between the project manager's competence and job performance. It suggests that further studies considering the business environment and the system, and a type and a characteristic of the project should be necessary.

정보시스템 구축 프로젝트 관리 평가체계 개발 및 적용

김대성,김창은 한국경영공학회 2008 한국경영공학회지 Vol.13 No.2

This research develops a project management evaluation scheme of information systems implementation and applies it to the analysis of K company's IT project. A set of evaluation indices including ⑴ project planning, ⑵ project monitoring & control, ⑶ development capability, ⑷ operation & management were developed to analyze a project management, risk and performance. Also, project manager, analyst and designer, IT developer and quality manager were questioned on the project management risk classification issues. This research develops a project management evaluation scheme of information systems implementation and applies it to the analysis of K company's IT project. A set of evaluation indices including ⑴ project planning, ⑵ project monitoring & control, ⑶ development capability, ⑷ operation & management were developed to analyze a project management, risk and performance. Also, project manager, analyst and designer, IT developer and quality manager were questioned on the project management risk classification issues.

프로젝트 관리자의 역량과 조직형태의 상호작용이 기업성과에 미치는 영향

이성일,김승철,오민정,최성용 한국산업경영시스템학회 2024 한국산업경영시스템학회지 Vol.47 No.3

In today’s rapidly changing business environment, rapid decision making and effective project management are essential for business growth. This study examines how project manager competencies and organizational structures affect business performance. Successful project execution depends on the strategic use of project managers’ skills and organizational resources to maximize performance. An empirical study was conducted with 475 participants from the construction and engineering sectors. The applied analyses included multiple regression analysis and two-way ANOVA to assess how project manager competencies and organizational types affect business performance. The results of the study show that project manager competencies significantly improve business performance, especially when combined with appropriate organizational types. Effective use of organizational frameworks leads to better financial results, increased market competitiveness, and greater innovation. The results of the study are as follows: First, project manager competencies were found to have a significant positive effect on business performance. Second, the use of functional, project, and matrix organizations had a significant positive effect on business performance. This suggests that aligning organizational structures with business objectives is important for achieving optimal performance. Overall, this study provides valuable insights into the academic literature and practical applications of project management and organizational research. In addition, if we can select organizational members based on the learning effects of previous projects when operating new projects in the future, it will help reduce risks. Ultimately, it will improve the project manager’s competency level, promote the individual abilities and knowledge sharing of team members, and provide opportunities for the company to build efficient new systems. This will be evaluated as a valuable study in terms of academic and practical productivity.

중소기업 생산성 향상을 위한 체계적인 프로젝트 관리방식의 도입: 중소기업과 대기업의 프로젝트관리 성숙도 비교

김승철 ( Seung Chul Kim ) 한국중소기업학회 2011 중소기업연구 Vol.33 No.2

As the competition becomes more intense in the business environment, business firms are paying more attention on how to achieve and maintain competitive advantages. Recently, the concept of business excellence is receiving attention from the business firms that are trying to achieve sustainable competitive advantage. Since the concept of business excellence was first introduced in the 1980s, quality management method was usually used to achieve business excellence. This paper suggests that project management can be a good vehicle to achieve business excellence by comparing the basic principles of business excellence with those of quality management and project management. The comparison shows that project management can support the concept of business excellence in terms of process management, that is, a systematic way of developing plans, organizing workforce, and executing the tasks. The process management capability is an important enabler of business excellence concept as can be seen in the EFQM Excellence Model. Business firms can achieve business excellence more effectively and efficiently by employing the project management skills and knowledge. In this regard, it is necessary for business firms to possess a proper level of project management capability. Project management maturity is a level indicating a business firm`s capability to manage project systematically. Project Management Maturity Model (PMMM) is a model that can help a business firm assess and improve its project management capability in comparison to the best practices known in the industry. It is important and essential for business firms to improve their project management maturity because it is the project management capability that handles the special tasks, such as R&D activities to develop new products and new technologies, which have significant impacts on the survival and long term prosperity of a business firm in the increasingly competitive business environment. These are particularly important issues for small and medium sized enterprises (SMEs) since they are usually at disadvantage compared to the large firms in terms of resource and management capability. Literature review shows that there is not enough research done on investigating project management maturity issues for Korean business firms although it has important implications for Korean SMEs to improve their competitiveness against large firms. In this research, we (1) developed a tool to measure the project management maturity of a business firm in the form of survey questionnaire; (2) conducted the survey and collected data from business managers who had participated in the projects that were carried out in both SMEs and large firms; (3) analyzed the data by comparing SMEs and large firms, and by industry types and the project sizes; (4) made a few useful suggestions from the results. An empirical study was conducted by survey method and statistical analysis of the collected data. Data was collected from 204 managers in various industries such as construction, engineering, IT and telecommunication, manufacturing and production, R&D, etc. The questionnaire measured the responses from the managers regarding the perceived project management maturity levels of the projects in which they were involved. The questionnaire contained questions regarding the ten areas of project management knowledge: they were integration, scope, time, cost, quality, human resource, communication, risk, procurement, and professional ethics. The total number of questions was 49 excluding the respondent`s personal information. The data was analyzed for comparison of the project management maturity levels of the groups by firm size, industry types, and project size. The results were summarized in tables to show the differences between and among the groups. First, the project management maturity levels of SMEs and large firms were compared in terms of average scores in Table 5. For all ten knowledge areas, SMEs showed lower scores than large firms, and most of the average score differences between the two groups were statistically significant. This result indicates that SMEs seem to be less capable in project management capability compared to large firms, which again implies that the project performance by SMEs may be less satisfactory than those by large firms in terms of cost and schedule efficiency. The lower performance may also be related to the lower productivity for the projects conducted by the SMEs. Second, the maturity levels were compared among different industries. The data was divided into four industry groups of construction and engineering, IT and telecommunication, manufacturing and production, and R&D industry. In each industry group, the data was again divided into the two groups of SMEs and large firms. Table 6 shows the results of the analysis. Except for very few cases, large firms showed higher scores of maturity levels compared to SMEs regardless of the industry type. One notable thing is that the differences between SMEs and large firms were the smallest for manufacturing and production industry. These results again confirm the superiority of large firms against SMEs in project management capability regardless of the industry type and the knowledge area. Third, the differences in project management maturity levels were investigated by the project size measured in terms of budget assigned to the project. This analysis was motivated from the conjecture that large scale projects tend to use more human and capital resources compared to smaller scale projects, and therefore the project management process tends to be more systematic and structured, thus leading to higher scores of maturity levels. The projects were grouped into five categories based on the budget amount of the projects, and the number of projects assessed for each of the five maturity levels was counted. The results were presented in Table 7. The results showed that the large scale projects, e.g. with a larger budget, tend to have higher scores of maturity level than smaller scale projects, e.g., with a smaller budget. One possible explanation may be that the large scale projects use more resources in terms of manpower, capital, and equipment, and the business firms have greater necessity and motivation to manage the resources systematically and efficiently. Also, large scale projects may have better capability to establish structured project management processes and systems as well as to invest more time and effort in training the people. Therefore, large scale projects showed higher scores for project management maturity. The results showed that there were clear and significant differences of project management maturity levels between SMEs and large firms, and among the industry types and the project sizes. The firms with different project management maturity levels may have different levels of project management capability, which will again lead to different levels of performance in terms of cost and time efficiency, and productivity. These days, all business firms desire to achieve business excellence. Project management capability is a very effective way to achieve excellence and sustainable competitiveness. Business firms need to pay attention and invest their time and effort to gain knowledge and to accumulate experience, which are essential elements for developing and establishing a mature project management processes and systems. PMMM will provide useful guidelines and an effective tool for assessing and improving the project management capability for business firms.

프로젝트관리가 장기적 프로젝트 성과에 미치는 영향 : 건설엔지니어링산업 중심으로

이헌창(Heon chang Lee),김승철(Seung-chul Kim),박소현(Sohyun Park) 한국생산관리학회 2021 한국생산관리학회지 Vol.32 No.4

최근 건설프로젝트는 대형화, 복잡화되고 있으며 다수의 개별 사업들이 종합적으로 연계된 복합사업으로 발주되는 경우가 증가하고 있는 추세여서 프로젝트 수행의 위험도는 증가하고 있고 프로젝트 관리역량 부족으로 손실이 발생되고 있는 실정이다. 이러한 상황속에서 프로젝트의 성과를 달성하기 위해서는 체계적이고 전문적인 프로젝트 관리가 필요하다는 인식이 대두되고 있다. 본 연구는 프로젝트를 기반으로 하는 건설엔지니어링 산업에서 프로젝트 관리가 단기적 프로젝트 성과와 장기적 프로젝트 성과에 미치는 영향과 단기적 프로젝트 성과가 기업의 장기적 프로젝트 성과에 미치는 영향을 검증하였다. 그 결과, 첫째, 계약관리와 리스크관리가 단기적 프로젝트 성과에 영향을 미치는 것으로 나타났다. 둘째, 계약관리 및 멀티프로젝트관리가 장기적 프로젝트 성과에 영향을 미치는 것으로 나타났다. 셋째, 단기적 프로젝트 성과는 장기적 프로젝트 성과에 미치는 것으로 나타났다. 본 연구를 통해 건설엔지니어링 기업의 장기적인 프로젝트 성과 및 목표달성을 위해서는 체계적인 프로젝트 관리의 필요성을 증명하고, 이를 통해 프로젝트 관리의 표준화와 글로벌 경쟁력을 확보하여 부가가치가 높은 PM 시장 진출에 일조하고자 한다. In recent years, construction projects are increasing in complexity and size, and the number of projects that are comprehensively linked complex projects is increasing; therefore, the risk regarding project implementation is increasing—consequently, the loss caused by the lack of project management capabilities of engineers is also increasing. In this situation, there is a growing perception that systematic and professional project management is necessary to ensure strong project performance, that is, project management is essential for ensuring that project completion criteria are fulfilled. This study verified the effect of project management on short- term project performance and long-term project performance in the project-based construction engineering industry, and the effect of short-term project performance on long-term project performance of companies. Consequently, first, this study revealed that contract and risk management affect short-term project performance. Second, this study showed that contract and multi-project management influence long-term project performance. Finally, this study revealed that short-term project performance influences long-term project performance. Thus, this study proved that systematic project management is necessary for ensuring strong performance of long-term projects and goal achievement of construction engineering companies; thus, project management enhances the global competitiveness of these companies, facilitating their entry in the high value-added PM market.

프로젝트 관리자(PM)의 역량 요인에 관한 문헌 연구

김주현(Kim, Joo-hyun),윤천성(Youn, Chun-Sung) 한국평생교육리더십학회 2020 평생교육리더십연구 Vol.7 No.2

본 연구는 프로젝트 관리자의 역량에 대한 정의와 다양한 종류의 변수로 사용되는 추세를 알아보기 위한 것을 목적으로 한다. 기업의 프로젝트 수행은 급격한 경영환경의 변화에 신속하게 대응함으로써 생존을 지속하는 수단이다. 성공적인 프로젝트를 수행하기 위해서는 프로젝트에 관련된 모든 이해관계자들과 소통을 하며 끊임없는 의사결정을 해야 한다. 다시 말해, 프로젝트 성과를 극대화하기 위해서는 모든 것을 관리 감독하는 프로젝트 관리자의 역량이 무엇보다도 중요하다. 연구방법은 국내에 발행된 프로젝트 관리자 관련 석⋅박사 논문 109편에 대한 문헌 연구를 진행하였다. 연구결과는 프로젝트 관리 역량으로 총 62번이 언급되어 49.6%의 비율을 나타냈다(관련항목 포함). 프로젝트의 프로세스 지식과 이를 적용하는 것이 프로젝트 관리 역량인데, 이것은 프로젝트 관리자의 역량 요인이 무엇인지 명확히 함으로써 다양한 연구 사례를 만들 것으로 사료된다. The purpose of this study is to define the competency of project managers and to find out the trend of being used as various kinds of variables. A company’s project execution is a means of sustaining survival by responding quickly to rapid changes in business environment. In order to carry out a successful project, it is necessary to communicate with all the stakeholders involved in the project and make continuous decisions. In other words, the competency of the project manager to supervise everything is paramount to maximizing project performance. As for the research method, a literature study was conducted on PMBoK(2013) published in the United States and 109 master’s and doctor’s dissertations related to project managers published in Korea. The research results are as follows. a total of 62 times were mentioned as project management competency, representing 49.6%(including related items). Project management competency is the project’s process knowledge and application of it, which is expected to create various research cases by clarifying what is the competency factors of project manager.

프로젝트 관리자의 역량과 한국형아유르베다 기본심리유형의 관계 연구

김주현 ( Joohyun Kim ),윤천성 ( Chunsung Youn ) 인문사회 21 2021 인문사회 21 Vol.12 No.4

The purpose of this study is to study the relationship between competency and type of project managers. For this purpose, a survey was conducted for former incumbent project managers in each region of the country. Analysis results using SPSS WIN 21.0 showed a statistically significant difference in the management of 10 sub-factors of project manager competency. It was found that all of the sub-factors of project manager competency were higher in the Pitta type (P, growth type). which is one of the types of project managers, compared with other types. This because the project manager who must manage and lead the project must constantly grow, coordinate, and plan to achieve good results. Therefore, this study will contribute to bringing out a better process and results to the project by realizing and applying the personal type of Project Manager.

PMO의 관여도가 프로젝트성과에 미치는 영향에 관한 연구

원종호,박소현,이태원,김승철 한국정보시스템학회 2023 정보시스템연구 Vol.32 No.2

Purpose This study is based on previous studies related to the function and operating system of the project management system for efficient project management. The purpose of the study is, first, to find out how the project performance is affected by the utilization of the project management system and the involvement of the PMO. Second, the mediating effect of implementing integrated management between the project management system and project performance is to be demonstrated. Design/methodology/approach Based on previous studies related to project management, this study designed a research model by integrating functional factors derived from project management system design studies, integrated management factors, and factors derived from PMO function studies. Findings As a result of the empirical analysis, this study first confirmed that high utilization of the project management system and high involvement of the PMO are factors that affect project performance. In addition, it was confirmed that the establishment of the system and the introduction of PMO do not guarantee project performance. Second, it was confirmed that the execution of integrated management has a mediating effect between the system and the project performance, and that the high utilization of the system has a positive effect on the mediating effect.

프로젝트 거버넌스와 편익관리가 프로젝트 성과에 미치는 영향

용환성,부제만,김승철 한국엔터프라이즈아키텍처학회 2019 정보기술아키텍처연구 Vol.16 No.1

As the main focus of corporate strategy moves to value creation from goods production it becomes more important for business forms to realize concrete benefits from their projects. This paper is to investigate how the project governance and benefit management affect the success of the project. Project governance consists of portfolio direction, sponsorship, project management capability and reporting, and benefit management is made up of benefit planning, benefit review, and benefit implementation. Based on the research model, the hypotheses are tested through questionnaire and SEM analysis. As a result, it is analyzed that the sponsorship of project governance influences on the benefit plan, benefit review, and benefit implementation. In particular, the benefit plan and benefit review among the benefit management is analyzed to be closely related to project management success and project objective success each. This paper introduces the concept and framework of project governance and benefit management in Korea academically and practically introduces project governance framework and benefit management into the enterprises to produce valuable result of project. 기업의 전략이 제품의 생산에서 가치 창출로 바뀌면서 프로젝트 결과물의 편익 창출이 중요하게 되었다. 프로젝트 성과 향상과 편익창출을 위해 기업의 전략과 프로젝트들을 연계하기 위한 중요한 프레임워크로 프로젝트 거버넌스와 편익관리가 주목받고 있으나, 여전히 많은 기업들이 선택한 프로젝트들은 기업의 전략과 동떨어져 수행되고 있다. 본 논문에서는 기업의 프로젝트 거버넌스와 편익관리 기능이 프로젝트의 성공에 어떤 영향을 미치는지 연구하였다. 프로젝트 거버넌스를 포트폴리오 감독/지시, 스폰서십, 프로젝트 관리 역량 및 정보보고를 사용하였고, 편익관리의 하위 개념으로는 편익계획, 편익검토 및 편익구현을 고려하였다. 연구 모형을 기반으로 설문조사와 구조방정식 모형 분석을 통해 가설을 검정하였다. 연구 결과 프로젝트 거버넌스의 스폰서십이 편익계획, 편익검토 및 편익구현에 모두 영향을 미치는것으로 분석되었다. 특히, 편익관리 기능 중 편익계획은 프로젝트 관리 성공에 편익검토는 프로젝트 목표 성공 모두에 밀접한 관계가 있는 것으로 분석되었다. 본 논문은 학문적으로는 국내에 프로젝트 거버넌스와 편익관리에 대한 개념과 프레임워크를 소개하고, 실무적으로는 프로젝트가 가치있는 결과를 산출하기 위해서 프로젝트 거버넌스 프레임워크와 편익관리가 기업 내에 도입하는데 있다.

공공 S/W 분야에서 프로젝트 관리자의 역량이 성과에 미치는 영향

오민정(Minjeong Oh),주형준(Hyoungjun Ju),이민호(Minho Lee) 한국산업경영시스템학회 2021 한국산업경영시스템학회지 Vol.44 No.3

There is a growing interest in project management knowledge, project management information systems, and process improvement to systematically project execution in public sectors, achieve high performance and value, and increase the effectiveness of the overall industry. In particular, the software industry is a knowledge-intensive industry centered on professional manpower. This study examines the effect of the project managers competences of regional SW promotion agencies on and project performance and the moderating effect of the level of project management maturity. We collected data using a questionnaire to the project managers of regional SW promotion agencies. In this study, a structural equation model was used to analyze the relationship between project managers’ competences and performance. In addition, a multi-group structural equation model was used to analyze the moderating effect according to the high and low project maturity. As a result of the analysis, it was found that only contextual competence among the competences of the project manager had a positive effect on project performance. It was found that technical and behavioral competence did not have a positive effect on management and completion performance. It was found that the moderating effect according to the maturity of business management of local institutions was not significant.