http://chineseinput.net/에서 pinyin(병음)방식으로 중국어를 변환할 수 있습니다.
변환된 중국어를 복사하여 사용하시면 됩니다.
통합사업관리팀(IPT) 운영요인 수준조사 분석에 관한 연구
한장근,이혜영 한국국방경영분석학회 2011 한국국방경영분석학회지 Vol.37 No.4
IPT(Integrated Project Team) system has been operating in the national defense acquisition of Republic of Korea since 2006. The program management personnels are limited, while the number of national defense acquisition programs have been consistently increased. Consequently, the ways to effectively operate IPTs for the management of the acquisition programs should be considered. Management factors of IPTs effect to national defense acquisition programs have been studied previously, but there is no empirical study on the investigation and analysis of current level of the management of IPTs. In this study, we choose 6 management factors of IPTs, which are professionalism, communication, leadership, cooperation, integration and a reward. Then we investigate the current level of each factor and analyze the gap between the current level and the perceived significance level. As a result of the research, the current level of all 6 management factors are lower than the perceived significance level. And, we propose ways to effectively operate IPTs.
한국형 시스템엔지니어링 국방표준의 개발 방향에 관한 연구
한장근 한국국방연구원 2015 국방정책연구 Vol.31 No.3
Defense acquisition projects have become more difficult to conduct due to increased requirements and project size. In order to solve these problems, the U.S. Department of Defense has changed its policy and recently released the Systems Engineering Standard for DoD Acquisition. However, Korea has neither invested nor studied on systems engineering. The purpose of this study is to develop such a standard in order to apply systems engineering on defense acquisition in Korea. As a result, four process groups were identified including Agreement, Project Enabling, Project Management, and Technical Management Processes. In total, there are 29 processes. This Standard of Systems Engineering for Korea Defense Acquisition will function as a cornerstone for managing defense projects. This infrastructure allows project managers to conduct and supervise defense projects effectively.
시계열분석 방법을 적용한 방위사업청의 BSC 성과지표 추세분석
한장근 한국국방경영분석학회 2011 한국국방경영분석학회지 Vol.37 No.2
In this paper, we discuss DAPA(Defense Acquisition Program Administration)'s KPI(Key Performance Indicator)s as a way to manage its BSC(Balanced Score Card) performance management system effectively. The performance results of BSC KPIs are analyzed with time series analysis and their trend models are induced. The time series analysis is conducted on 13 KPIs which have been maintained in DAPA's BSC management system since 2007. Then we propose ways to manage DAPA's BSC KPIs. This study can be used as a reference to DAPA makes policies to improve the performances of national defense project based on the BSC performance management system.
SWOT 분석을 활용한 무기체계 소프트웨어 국산화 전략에 관한 연구
한장근 한국국방연구원 2015 국방정책연구 Vol.30 No.4
Recently, the role and importance of software in weapon system have been increased considerably in Korea and worldwide. Therefore, it is essential to study on how to localize software for weapon system. This study, which encompassed the localization strategies, was derived from analyzing opportunities, threats, strengths and weaknesses and theoretically reviewing of weapon system software in Korean acquisition environment. As a result, there were three major strategies structured to enhance localizing software for weapon system; strengthening vulnerable sectors of localized software development, developing policies to improve software localization, and building up infrastructure for efficient management of software.
SWOT 분석을 활용한 국방연구개발 전략수립에 관한 연구
한장근,최석철 한국국방경영분석학회 2014 한국국방경영분석학회지 Vol.40 No.1
Defense research and development (R&D) strategies is considered to implicate defense R&D program with effective and efficient ways. In order to establish the Defence R&D strategy, the environment of domestic defense R&D and defense industrial should be reviewed and analyzed. In this study, the rationale of Defense R&D strategy is reviewed and the strategy of defense R&D is induced with SWOT analysis. As a result of it, five strategies, which are increase of Defense R&D investment, ability to develop modern weapon systems acquisition, establishment of open R&D system, the expansion of weapon exports, effective management of R/D, have been established.
한장근 ( Han Jang-gun ) 한국군사학회 2018 군사논단 Vol.93 No.-
Defense exports are considered a major means to overcome the limitations borne by domestic markets and secure competitiveness of defense companies, helping a nation save military budget while strengthening inter-governmental cooperation. Competition between defense companies becomes fiercer as the global economy stumbles due to the recent drop in oil price and military budget expansion stagnates. Despite the situation, the Republic of Korea exerts diverse efforts to facilitate defense exports and hence, the amount of exports with trading nations is steadily increasing. Compared to those promoted by nations with advanced defense industries, however, Korean defense export is still at an embryonic stage, leaving rooms for improvement. This necessitates a thorough analysis of dynamic global defense industry, commensurate strategies and an effort to execute and sustain them. This paper provides three focal strategies towards the facilitation of Korean defense exports: 1) promoting exports tailored to each trading nation 2) strengthening defense exports capability and 3) expanding supporting capability for defense exports. The first strategy involves categorizing trading nations into the following: exports facilitation, strengthening cooperation, exports feasible nation and potential trading nation. Then, a tailored strategy for each nation could be devised so as to support weapons systems already exported to, utilize regional hub, sign an agreement between institutes, regularize joint defense industry committee meetings, site-visit local facilities, host information sessions and international conferences and explore foreign markets. The second strategy deals with strengthening domestic defense industry capabilities, diversifying products, securing marketing and product competitiveness, the activities of which require advancing companies’ R&D capabilities, possessing core technologies, promoting parts-based exports, exporting second-hand products and setting up favorable conditions for technology transfer and co-production if requested by a trading nation. The final strategy, expanding supporting capability for defense exports, is to establish and revise policies for effective defense export supports. Such efforts as reforming support policies, seeking financial support mechanism, strengthening exports personnel and organization and establishing information systems need to be carried out for this strategy.