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.

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

김승철 ( Seung Chul Kim ) 한국중소기업학회 2011 中小企業硏究 Vol.33 No.2

오늘날 기업의 성과를 높이고 가치를 향상시키며 지속적인 경쟁력을 유지하고자 하는 "지속적인 경쟁우위(sustainable competitive advantage)"라는 개념이 기업의 관심을 끌고 있으며 이와 연관되어 많이 얘기되는 개념은 수월성(Business Excellence)이다. 즉 어떻게 하면 기업의 경쟁에서 우월적인 지위를 차지하고 이를 계속해서 유지할 수 있는가 하는 것이 기업의 궁극적인 관심사인 것이다. 기업의 경쟁력을 높이고 생존과 발전에 중대한 영향을 미치는 것은 반복적인 일상업무 외에 신제품 개발과 같은 특별한 과제를 다루는 프로젝트로서 기업 경영에서 프로젝트의 전략적 중요성이 매우 커지고 있다. 이처럼 기업의 생존과 발전을 위해 프로젝트의 비중이 커지고 있는데 비해서 프로젝트를 체계적으로 관리하기 위한 시스템이나 프로세스 등의 개발과 수립은 한국의 기업에서 많이 뒤쳐져 있다. 특히 중소기업은 대기업에 비해서 인적자원의 양과 질이 부족하고 교육과 훈련의 예산도 부족한 상황이다. 본 연구에서는 프로젝트관리 성숙도 모형을 이용하여 프로젝트 생산성에 중대한 영향을 미치는 프로젝트 관리 능력의 현재 상황을 중소기업과 대기업, 산업별, 프로젝트 규모별로 측정 비교하고 부족한 부분에 대한 문제점과 원인을 진단하여 향상방안을 제시하였다. 전반적으로 중소기업은 대기업에 비해 거의 모든 프로젝트관리 지식분야에서 낮은 성숙도 수준을 보였으며, 그 차이는 통계적으로 유의한 것으로 나타났다. 중소기업과 대기업의 차이는 산업별로 구분된 그룹별 조사에서도 동일한 현상을 보였으며 조사된 주요 산업 4개 분야에서 모두 중소기업이 대기업보다 낮은 성숙도를 보였다. 또한 프로젝트의 규모가 커질수록 프로젝트관리성숙도 수준이 높았다. 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.

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.

프로젝트 스폰서십이 관리자 역량을 매개로 프로젝트 성과에 미치는 영향에 관한 연구

윤건상 ( Gun Sang Yun ),유왕진 ( Wang Jin Yoo ) 한국경영공학회 2016 한국경영공학회지 Vol.21 No.2

Most projects have many stakeholder. Especially project sponsor is critical factor of project success. This paper seeks to analyze the relationship between project sponsorship and project manager competency which may account for project performance. In doing so, the study aims to suggest a effective method for collaborating with project sponsor and project manager. The core results of this paper is that the championship of project sponsor indirectly influences project performance through project sponsor innovationship, project manager emotional competency, and managerial competency. The values of this research are two things. First, the investigation identified an operational definition of project sponsorships through a review of literature. Second, the results validated the relationship between project sponsorships and project manager competencies.

공급자 관점에서 정보시스템 개발 프로젝트의 범위관리활동이 프로세스성과와 결과물성과에 미치는 영향에 대한 연구

박봉구(Bong Gu Park),임규건(Gyoo Gun Lim),유원상(Weon Sang Yoo) 한국IT서비스학회 2009 한국IT서비스학회지 Vol.8 No.3

Even though the success of the information system (IS) project becomes a critical issue to an enterprise and there has been a lot of research about finding critical success factors of IS projects, the scope management for the success of IS project has received little attention in the literature. The purpose of this research is to investigate the effects of the project scope management activities defined by PMI (Project Management Institute) on the performance of the information system project. The focus of this paper is on the project supplier's point of view. This study shows the priority of the scope management activities during the IS project. The results show the different results depending on the types of the project clients and the project scale. This research reveals that the scope verification is important for the project supplier from the project process view, and that the scope planning/definition is important for the project client from the project result view. It also shows different results comparing to the conventional recognition about project success. The research results show that the positive relationships between the project scale and the importance of scope management activities, and between the familiarity of suppliers and clients and the importance of the scope management activities. Through this research, we expect that the importance of the scope management in a project will be considered as an important issue, and that this research will lead to various detailed research about this issue.

프로젝트 관리자의 리더십이 참여자 개인 역량과 프로젝트 성과에미치는 영향에 관한 연구

이설빈,부제만,김승철 한국벤처창업학회 2016 벤처창업연구 Vol.11 No.5

This study is intended to look into the effects of project managers' leadership on participants' individual competency and project performance. To achieve this, a survey was empirically carried out to a sample of 276 researchers who are working on a project with a research and development group in private R&D centers. The results of this study were summarized as follows. First, the leadership competency of project managers had a significant positive effect on the individual competency of project participants. Second, the leadership competency of project managers had a significant positive effect on the project management performance. Third, the leadership competency of project managers had no significant effect on the project completion performance. Fourth, the individual competency of project participants had a significant positive effect on the project management performance. Fifth, the individual competency of project participants had no significant effect on the project completion performance. Sixth, the project management performance had a significant positive effect on the project completion performance. Seventh, the project completion performance was indirectly mediated in the effect of project managers' leadership competency on project completion performance. Eighth, the project management performance was indirectly mediated in the effect of project participants' individual competency on project completion performance. Based on the findings stated above, a combination of project management performance can generate better results in the effect of project participants' individual competency on project completion performance. 본 연구는 프로젝트 관리자의 리더십이 참여자 개인 역량과 프로젝트 성과에 미치는 영향에 관한 연구로써 기업부설연구소 및 연구개발부서를 갖추고 프로젝트를 수행하는 연구원 276명을 표본으로 실증조사 하였으며, 그 결과를 요약하면 다음과 같다. 첫째, 프로젝트 관리자의 리더십 역량은 참여자의 개인 역량에 유의한 정(+)의 영향을 미치는 것으로 나타났다. 둘째, 프로젝트 관리자의 리더십 역량은 프로젝트 관리 성과에 유의한 정(+)의 영향을 미치는 것으로 나타났다. 셋째, 프로젝트 관리자의 리더십 역량이 프로젝트 완료성과에는 유의한 영향을 미치지 못하는 것으로 나타났다. 넷째, 프로젝트 참여자의 개인 역량이 프로젝트 관리 성과에는 유의한 정(+)의 영향을 미치는 것으로 나타났다. 다섯째, 프로젝트 참여자의 개인 역량은 프로젝트 완료 성과에는 유의한 영향을 미치지 못하는 것으로 나타났다. 여섯째, 프로젝트 관리 성과가 프로젝트 완료 성과에 유의한 정(+)의 영향을 미치는 것으로 나타났다. 일곱째, 프로젝트 관리자의 리더십 역량이 프로젝트 완료 성과에 미치는 영향에 있어 프로젝트 관리 성과의 매개효과를 분석한 결과, 프로젝트 관리 성과의 간접효과는 유의한 것으로 나타났다. 여덟째, 프로젝트 참여자의 개인 역량이 프로젝트 완료 성과에 미치는 영향에 있어 프로젝트 관리 성과의 매개효과를 분석한 결과, 프로젝트 관리 성과의 간접효과가 유의한 것으로 나타났다. 이러한 연구 결과를 통해, 프로젝트 참여자의 개인 역량이 프로젝트 완료 성과에 미치는 영향에 있어 프로젝트 관리 성과가 병행되어진다면 더 큰 효과를 볼 수 있음을 시사한다.

PMO의 관여도가 프로젝트성과에 미치는 영향에 관한 연구

원종호,박소현,이태원,김승철 한국정보시스템학회 2023 情報시스템硏究 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 관리자의 역량이 프로젝트 성과에 미치는 영향 - 조직문화의 조절효과를 중심으로 -

진성호 ( Jin Sung Ho ),김인호 ( Kim In Ho ) 안양대학교 사회과학연구소 2018 社會科學硏究 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.

프로젝트 관리자의 역량과 한국형아유르베다 기본심리유형의 관계 연구

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

본 연구는 프로젝트 관리자의 역량과 유형의 관계 연구를 하는 것이 목적이다. 이를 위해 전국 각 지역의 전·현직 프로젝트 관리자를 대상으로 설문조사를 진행하였다. SPSS WIN 21.0을 이용한 분석결과는 프로젝트 관리자 역량의 하위요인 10가지 관리에 대해 통계적으로 유의미한 차이가 났다. 프로젝트 관리자의 유형중 하나인 피타형(P, 성장형)이 다른 유형과 비교하면 프로젝트 관리자 역량의 하위요인 모두가 높은 것을 알 수 있었다. 이것은 프로젝트를 관리하고 이끌어가야 하는 프로젝트 관리자는 끊임없이 성장하고, 조율하고, 계획하여야 좋은 결과물을 도출하기 때문이다. 따라서 본 연구는 프로젝트 관리자 개인의 유형을 깨닫고 적용 함으로써 프로젝트에 더 좋은 과정과 결과를 끌어내는 것에 기여할 것이다. 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.

A Study of Qualitative Methods for R&D Projects Based on the Standards and Guidelines for Project Management

Hyun Young Kim,Jaeyeong Jang,Heejun Chung 한국방사성폐기물학회 2023 한국방사성폐기물학회 학술논문요약집 Vol.21 No.2

The National R&D Innovation Act emphasizes the improvement of the quality of R&D activities. The research institute is making efforts to improve the quality of research and effectively manage research implementation. KINAC has conducted various R&D projects regarding nuclear nonproliferation and nuclear security, and their scope and scale have been gradually more widened and increased. It consequently becomes important how to successfully manage research projects and ensure their qualification with the growth and complexity of research in KINAC. Unfortunately, no attempt was made to introduce and apply project management methodologies. Therefore, the objective of this study is to introduce project management standards and guidelines as an initial step towards improving the overall research quality of the institute. Project management is the well-organized application of knowledge and techniques to efficiently and effectively initiate, plan, control, and close projects, in order to achieve specific goals and meet success criteria. There are some guidelines regarding project management, including PMBOK (the Project Management Body of Knowledge), PRINCE2 (Projects in Controlled Environments), ISO 21500 (Guidance on Project Management), and PMP (Project Management Professionals), etc. They are international standards that consist of processes, guidelines, and best practices for project management. They provide structured processes and approaches to plan, execute, monitor, control, and complete projects. By reviewing the guidelines, the commonly important factors, including schedule, cost, quality, resources, communication, and risk management were introduced to apply to KINAC R&D project implementation. In addition to the management standards, systematic efforts are also continued to enhance the R&D qualities of the institute. These efforts include the implementation of a quality management system (ISO 9001:2015), development of an integrated research achievements management system, regulation development, and distribution of guidebooks for project managers and researchers. These efforts have been evaluated as improving the quality of the research.