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 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.

Investigating the Impacts of the Quality of Project Management Information System on Project Performance and User Satisfaction

So-Hyun Park(박소현),Taewon Lee(이태원),Seung-Chul Kim(김승철) 한국산업경영시스템학회 2018 한국산업경영시스템학회지 Vol.41 No.3

The use of Project Management Information System (PMIS) is increasing in project management industries such as construction, defense, manufacturing, software development, telecommunication, etc. It is generally known that PMIS helps to improve the quality of decision making in project management, and consequently improves the project performance. However, how much and which parts of project management performance are affected by PMIS still need to be studied further. The purpose of this study is to investigate the impact of PMIS quality on project management performance. We collected data from various project based industries such as construction, defense, manufacturing, software development and telecommunication by using survey questionnaire. PMIS quality was measured in three dimensions. They are system quality, information quality and service quality. Project management performance was measured in nine variables such as time reduction, work accuracy, cost management, etc. Statistical analyses such as multiple regression were used to analyze the data. The results showed that PMIS quality had significant impacts on the project management performance and user satisfaction. It was notable that only two dimensions out of the three PMIS quality dimensions, system quality and information quality, affected the project management performance. Also, it was found that PM performance played a mediating role between PMIS and user satisfaction, and between PMIS and reuse intention. The contribution of this research is that it helps to clarify what aspects of PMIS affect the project management performance and user satisfaction.

프로젝트 관리 정보시스템 품질이 프로젝트 성과와 사용자 만족도에 미치는 영향

박소현,이태원,김승철 한국산업경영시스템학회 2018 한국산업경영시스템학회지 Vol.41 No.3

The use of Project Management Information System (PMIS) is increasing in project management industries such as construction, defense, manufacturing, software development, telecommunication, etc. It is generally known that PMIS helps to improve the quality of decision making in project management, and consequently improves the project performance. However, how much and which parts of project management performance are affected by PMIS still need to be studied further. The purpose of this study is to investigate the impact of PMIS quality on project management performance. We collected data from various project based industries such as construction, defense, manufacturing, software development and telecommunication by using survey questionnaire. PMIS quality was measured in three dimensions. They are system quality, information quality and service quality. Project management performance was measured in nine variables such as time reduction, work accuracy, cost management, etc. Statistical analyses such as multiple regression were used to analyze the data. The results showed that PMIS quality had significant impacts on the project management performance and user satisfaction. It was notable that only two dimensions out of the three PMIS quality dimensions, system quality and information quality, affected the project management performance. Also, it was found that PM performance played a mediating role between PMIS and user satisfaction, and between PMIS and reuse intention. The contribution of this research is that it helps to clarify what aspects of PMIS affect the project management performance and user satisfaction.

프로젝트 거버넌스가 IT 프로젝트 성과에 미치는 영향: 중소기업과 대기업의 비교

김정수,김승철,박소현 글로벌경영학회 2023 글로벌경영학회지 Vol.20 No.5

기업들은 정보기술의 발달로 인해 빠르고 복잡하게 변화하는 사업 환경 속에서 기업의 전략목표 달성과 IT 프로젝트의 가치를 실현하기 위해 프로젝트 거버넌스에 주목하고 있다. 본 연구는 대기업과 중소기업에서 프로젝트 거버넌스가 IT 프로젝트 성과에 미치는 영향의 차이를 실증 분석한다. 본 연구는 다양한 산업에서 2년 내 IT 프로젝트 수행 경험을 가진 208명의 프로젝트 팀원, 프로젝트 관리자, 프로젝트 지원자를 대상으로 설문조사를 하고, 회귀분석, 일변량분석 등을 이용하여 설문응답을 분석하였다. 본 연구의 결과는 대기업과 중소기업 모두 프로젝트 거버넌스가 IT 프로젝트 관리 성과와 IT 프로젝트 목표 성과에 긍정적인 영향을 미치는 것으로 나타났다. 또한, 중소기업의 경우, 프로젝트 거버넌스가 IT 프로젝트 관리 성과와 IT 프로젝트 목표 성과에 미치는 영향의 정도가 대기업보다 높고, 프로젝트 거버넌스 실행 수준이 높아질수록 IT 프로젝트 관리 성과와 IT 프로젝트 목표 성과가 대기업과 유사한 정도로 높아지는 것으로 나타났다. 본 연구는 중소기업과 대기업 모두 프로젝트 거버넌스가 IT 프로젝트에서 계획한 일정, 비용, 범위 및 품질의 달성과, 비즈니스 성공 및 고객 만족에 긍정적인 영향을 줄 수 있다는 것과 중소기업이 프로젝트 거버넌스의 실행수준을 높인다면, IT 프로젝트 성과를 대기업 수준으로 향상시킬 수 있다는 시사점을 도출하였다. Companies are paying attention to project governance to achieve corporate strategic goals and realize the value of IT projects in a fast and complex business environment due to the development of information technology. This study examines the difference between SMEs and large firms in a situation where project governance affects IT project performance. This study surveyed 208 project team members, project managers, and project applicants with IT project experience within two years in various industries, and analyzed survey responses using regression analysis and univariate analysis. The results of this study showed that project governance has a positive effect on IT project management performance and IT project goal performance for both SMEs and large firms. In addition, for small and medium-sized enterprises, project governance has a higher impact on IT project management performance and IT project target performance than large firms, and the higher the level of project governance execution, the higher the IT project management performance and IT project target performance. This study drew implications that project governance for both SMEs and large firms can positively affect the achievement of schedule, cost, scope and quality planned for IT projects, business success and customer satisfaction, and that if SMEs have good project governance, they can improve IT project performance to the level of large firms.

포워더의 위험 관리능력과 프로젝트 성과에 관한 연구

이병우(Lee Byung Woo),박근식(Park Keun Sik) 한국물류학회 2016 물류학회지 Vol.26 No.3

본 연구는 기업들이 프로젝트 관리를 위해 고려해야 할 주요 리스크 요인들이 포워더의 프로젝트 실행능력에 따라 EPC의 성과에 미치는 영향에 대하여 분석하고자 하였다. 이론적 고찰을 통해 프로젝트의 운송에서 발생할 수 있는 리스크를 파악하였으며, 기존 연구를 체계화하여 프로젝트에서 관리되어야 할 리스크를 운영측면, 인적자원측면, 재무측면, 환경측면으로 도출하였다. 이러한 프로젝트 관리에 있어서 발생할 요인들이 포워더의 프로젝트 실행능력에 따라 성과에 미치는 영향을 조사하였다. 프로젝트 관리 리스크와 프로젝트 성과 간의 관계에서 프로젝트 수행능력의 효과에 대한 연구가설을 설정하고 실증적인 검증을 위하여 연구모형을 설정하였다. 본 연구를 통하여 프로젝트 관리 능력 중 실행능력은 프로젝트 리스크 요인과 프로젝트 성과와의 매개변수로써 영향을 미치지만 리스크 요인이 프로젝트 성과에는 간접적인 영향을 미친다는 결론을 도출하였다. 다음과 같은 시사점을 도출하였다. 첫째, 운영 리스크가 프로젝트 실행능력 및 프로젝트 성과에 영향을 미치지 않는 것으로 확인되었다. 하지만 운영비용의 초과, 프로젝트 사업 지역에 대한 정보부족, 운송장비 부족에 따른 운송지연, 자재 및 장비의 운송 손실 및 손상, 물류비 추정 오류 등 실무 경험상 상당히 중요한 항목이다. 이에 대한 관리 부실이 프로젝트 성과에 영향을 미칠 수 있음에도 불구하고 프로젝트를 수행하는 당사자나 계약자의 입장에서는 관리의 중요도 측면에서 낮게 평가하고 있음을 알 수 있다. 따라서 프로젝트 관리자들이 운영 리스크도 프로젝트 성과를 향상시키기 위해서 중요하게 고려해야 하는 요인임을 확인하였다. 둘째, 프로젝트의 리스크 요인이 프로젝트 성과에 간접적인 영향을 미치고 있는 결론을 바탕으로 기업들은 발생 가능한 리스크에 대해 사전에 대비하여 프로젝트 실행능력을 갖출 수 있다. 따라서 프로젝트 관리자들은 사전에 리스크에 대한 항목을 인지하여 점검함으로써 프로젝트 실행능력을 향상시켜야 한다고 보았다. 셋째, 프로젝트가 점차 대규모로 이루어지고 있고, 장기간에 걸쳐 수행되고 있는 점을 감안할 때 프로젝트 포워더의 관리 능력에 따라 프로젝트의 성패에 영향을 줄 수 있으므로 프로젝트의 성공적인 완수를 위해서는 세부적인 리스크 전략을 수립하여 실행해야 함을 확인하였다. The purpose of this study is to identify the risks that may occur in transportation of the project through case studies, and it organized existing studies through the theoretical consideration and derived the risks to be managed as aspects of operating risks,human resources,financial and environmental. These factors result in the project management were investigated on how to affect project performance by project execution capabilities of the forwarder. It was drawn to a conclusion through this study that project execution skills among project management skills are affecting between the project risk factors and project performance as the parameters but risk factors have an indirect impact on project performance. The main implications of Korean EPC project manager on the basis of this study were presented as follows: First, in the present study, it was found that operating risks do not affect the ability to execute the project and the project performance. But the excess of operating costs, lack of information about the project business area, transportation delays due to equipment shortages, transport losses of materials and equipment and damage, affect the distribution cost estimation errors, practical experience are a very important topic. Even though mismanagement may affect project performance, the parties or contractors underestimate in terms of the importance of management. Therefore, it was identified that project managers have to consider operational risks as important factors in order to improve project performance. Second, the risk factors of the project are based on the conclusion that having an indirect impact on project performance so companies can prepare in advance for possible risks be equipped to project execution capabilities. Therefore, project managers have to improve project execution capability by checking and reviewing the risks in advance. Third, the project has gradually been made on a large scale, given that being carried out over a long period of time, a detailed risk strategy for the successful completion of the project execution should be confirmed because the success or failure of a project is made by the management capabilities of project forwarders. Through the empirical analysis and interviews, if project forwarders do the management focused on human resources, finance and environmental risks in construction project in the future, more efficient project execution can be made and be positive impact on the project performance.

프로젝트 관리자의 서번트 리더십이 고객만족을 통해 프로젝트 성과에 미치는 영향

이형수 ( Hyung-su Lee ),신호철 ( Ho-chul Shin ) 한국품질경영학회 2018 품질경영학회지 Vol.46 No.2

Purpose: Since the servant leadership of project managers is seemingly related to the project performance by influencing project team members’ positive attitude and behavior, this study attempts to provide empirical evidence for a link between servant leadership and project performance. In addition, the present study investigates the mediating effects of customer satisfaction on the servant leadership-project performance relations. Methods: The data of servant leadership and project performance were collected from 185 project team members of a company providing IT service, and customer satisfaction data were collected from 100 project clients served by the company. Before testing the hypotheses, we calculated aggregation statistics(e.g., rwg, ICC(1), and ICC(2)) to ensure appropriate aggregation of servant leadership scores. The statistics confirmed the use of 67 team level servant leadership scores with project performance and customer satisfaction. Results: The results show that servant leadership is significantly related to three project performance measures( perceptions of performance contribution and sales contribution, and actual project profits) in the current team-level sample. Results also indicate that the clients’ perception of customer satisfaction shows a mediating effect in the process of servant leadership affecting sales contribution of project performance. Conclusion: The present study empirically confirms that servant leadership plays a major role in enhancing project performance on team level analysis. The results suggest that servant leadership increases customer satisfaction since the project managers serve and care for their team members which translate into effective customer service. Theoretical and practical implications are reviewed, and limitations of the study and suggestions for future research are addressed.

PMO 역량에 따른 프로젝트 성과에 관한 연구

배재권,김진화,김상열,Bae, Jae-Kwon,Kim, Jin-Hwa,Kim, Sang-Yeoul 한국경영정보학회 2008 Asia Pacific Journal of Information Systems Vol.18 No.1

In recent years, although numbers of corporations are bringing in PMO, they seem to be indifferent to PMO performance measurement. This demonstrates that there are also other reasons beside performance measurement of information systems (IS) project being ambiguous by introducing PMO; the lack of acknowledging the concrete function of PMO, and the scarcity of empirical study about the effect of PMO on the project members and project performance. In this sense, this study is aimed at proposing a new research model in which project success factors (i.e., standardization, management advocacy, and staff expertise) affect PMO capability (i.e., knowledge management, resources management, and problem solving competency) positively, leading to project performance (i.e., task outcomes, psychological outcomes, and organizational outcomes) eventually. To empirically test the research model, data are surveyed from PMO department and IS department. To prove the validity of the proposed research model, PLS analysis is applied with valid 132 questionnaires. By employing PLS technique, the measurement reliability and validity of research variables are tested and the path analysis is conducted to do the hypothesis testing. The path analysis results can be organized into 7 ways in large scale. First, standardization of project success factors has a positive association with knowledge management, resources management, and problem solving competency of PMO capabilities. The findings of this result indicate that the multiple or single project management should satisfy standardization in order to operate an effective PMO. Second, management advocacy of project success factors has a positive association with knowledge management, resources management, and problem solving competency. Management advocacy refers to the willingness of management to provide the required resources and authority for project success. There is agreement among researchers regarding the importance of management advocacy for favorable PMO capability. Third, staff expertise of project success factors has a positive association with knowledge management, resources management, and problem solving competency. The findings of this result indicate that the formation of an exceptional consultant or members with a proficient knowledge for staff expertise of project member is the key factor to elevate the PMO capability. Past research suggests that experience and knowledge and the resultant familiarity with the problem faced can be an important determinant of PMO capability. A capable project with appropriate staff expertise means that it enjoys a diversity of abilities and experiences. Fourth, knowledge management competency of PMO capabilities has a positive impact on psychological outcomes but has no direct effect on task outcomes and organizational outcomes. In domestic case of S. Korea, PMO was finally introduced to many other corporations in 2005 though it started bringing in 2000. Therefore, it had neither a significant impact on the task outcomes nor organizational outcomes by lacking the contents and the infrastructure of the knowledge management because the knowledge consolidation and management period of PMO is comparatively shorter by terms than other foreign nations. Fifth, resources management competency of PMO capabilities has a positive association with task outcomes, psychological outcomes, and organizational outcomes. In addition, problem solving competency of PMO capabilities has a positive association with task outcomes, psychological outcomes, and organizational outcomes. Therefore, the findings of this results stress that PMO capabilities has a positive impact on project performance. Sixth, according to the path analysis of the hypothesis, which suggested in this research, problem solving competency is the PMO capability which is the key success factor for task, psychological, and organizational outcomes as an integrated performance model. Further, the analysis rev

정보화 프로젝트 PMO (Project Management Office)의 성과관리

김기현(Ki-Hyun Kim),박근완(Geun-Wan Park),황승준(Seung-June Hwang) 대한경영학회 2017 大韓經營學會誌 Vol.30 No.7

Measuring Performance to Engage the Extended Project Team in Construction

Bal, Menoka,Bryde, David Korea Institute of Construction Engineering and Ma 2015 Journal of construction engineering and project ma Vol.5 No.1

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.