Due to the development of modern technology and the enlargement of industrial scale, the scale of many projects is expanding and the complexity is also increasing. In line with the research on development methodology for successful R&D projects, c...
Due to the development of modern technology and the enlargement of industrial scale, the scale of many projects is expanding and the complexity is also increasing. In line with the research on development methodology for successful R&D projects, companies are also investing sparingly, and they have developed a project management system (hereinafter referred to as “PMS”) that can systematically manage the entire process from project initiation to completion. are introducing PMS enables integrated management by linking work processes such as resource, schedule, scope, and output management of a project with separately separated infrastructure accordingly. In addition, since most of the processes can be managed in the system, the entire cycle management can be performed efficiently.
As a project requires multiple members to perform various processes, it becomes difficult to manage if it is not managed in an integrated way but is dispersed. As the size of the project grows, systematic integrated management is required. The type of project also affects the concept of project management, such as expanding its scope to the form of programs and portfolios, which are the concepts of multiple projects that are expanded from individual project types. In recent years, project management has expanded its scope from the past. Changes are being made in the scope of project management throughout the entire life cycle, starting from the planning stage, which is the stage before the project is launched, to the production and release of the product. Integrated management and lifecycle management are judged to be important factors influencing the project in R&D projects, which have different evnenvironmental and performance characteristics from general projects that are evaluated only as the output of a single project.
An increasing number of companies are introducing PMO (Project Management Office, hereinafter referred to as “PMO”), an operating organization specializing in project management, to improve system operation efficiency. In one study, the PMS was built considering the PMO from the design stage (Jeong Chun-soo et al., 2011). In various studies, the definition of a project is that it has the characteristics of being carried out for a finite period, and the project team that is formed is also temporary. (Lee Seong-mong et al., 2013) This is inevitably limited to integrated management and full-cycle management of projects that require continuous maintenance. Since the PMO is in charge of managing most of the projects that occur within the organization, it can effectively and continuously manage the integrated and life cycle of the project.
This study is a study on whether the function of PMS, centered on R&D projects, affects project performance. Based on previous studies related to PMS, the implementation of integrated management and lifecycle management has a mediating effect in the relationship with R&D project performance. We will confirm whether there is a difference between the two mediating effects and present the importance of the two mediating effects for improving R&D project performance in the rapidly changing R&D project environment. In terms of differentiation from previous studies, there are many studies related to system design efficiency and characteristics of factors for R&D PMS to affect project performance, but there is no empirical study on the R&D PMS function itself, which can be said to be differentiated. . We also want to confirm whether PMO, which was not covered in previous R&D PMS studies, has a moderating effect between R&D PMS and R&D project performance.