Recently, the number and scale of projects being carried out within the enterprise are increasing. Accordingly, many companies are competitively introducing a Project Management Office (PMO) to efficiently manage these projects, allocate resources, and effectively link the projects and corporate strategies. However, the project manager who directly manages the project wants to receive support from the PMO in many areas for successful project management, but the project manager does not like to be interfered with by the PMO. On the other hand, the PMO may not be able to satisfy all the requirements of each PM as PMO oversees the entire project with limited resources. In addition, since the PMO must monitor and control the project and support the project according to the priorities of each project, conflicts with each PM can be formed. Therefore, in this study, based on the case of a company, the difference between the perceptions of PMs and PMOs about the importance of the required roles of PMOs is to be examined. As a result of the study, it was confirmed that the core functions and sub-functions of PMO, which PMO members and PMs consider important, are different. It was identified that the PMs valued the PMO function that would be helpful for their successful project execution. On the other hand, PMO members revealed that they had a relatively high priority for the roles to monitor and control project performance for which they were directly responsible.

Recently, the importance of project management has increased due to the scale and complexity of the construction projects. Therefore, this study conducted a survey on construction companies and related public institutions to verify the relationship between the role of the Project Management Office(PMO) and PM leadership for project performance. Based on this, the effect of the PMO role on the project performance was identified and the moderating effect of PM leadership was analyzed. As a result, first, the role of the PMO was found to have an influential on the project performance. Second, the PM leadership was verified to has a moderating effect in the relationship between the PMO role and the project performance. The purpose of this study is to analyze the influential of the role of PMO on project performance in the construction industry to suggest the necessity of PMO in the construction industry and the need to adopt PMO in large-scale construction projects and analyze the moderating effect of PM leadership on project performance.

This study identifies influential factors for invigorating the public management office (PMO) system for system integration (SI) projects in public sectors and analyzes the priority of each factor from the point of different stakeholders, i.e., owners, SI company, and PMO. Based on the literature review, four first-level influential factors are identified: legal system maintenance, owner’s capability, SI company’s capability, and PMO’s capability. Among them, the PMO’s capability is determined as the most critical factor by all the stakeholders. Among the second-level influential factors, the capabilities of professional engineers and project managers are considered as important among the PMO’s capability, whereas the reasonable consulting fee is considered as the most critical factor among the legal system maintenance. With respect to each stakeholder, project management capability is considered as the most important factor for owners, while the reasonable consulting fee is considered as the most important factor for PMO.

소프트왜어 산업진흥볍 개정으로，공공부문 정보화 시장에 대기업 사업 참여가 제한되고 중소기업의 사업 참여가 증가될 것으로 예상된다. 이에 중소기업의 프로젝트 통합관리 및 소프트혜어 품질관리의 취약 부분을 보완하기 위한 조처로 PMO 제도를 법제화 하여，제도적，조직적 프로젝트관리를 통한 IS프로젝트의 성과를 향상을 하려는 것이다. IS 프로젝트 관리영역에 관련된 PMO에 대한 이론적 연구와 PMBOK 9 개 관리영역 중 3 개 핵심관리 영역 연관성 분석을 통해 PMO 업무 핵심 관리능력인 PMO 기능을 정의하였다. 또한 프로젝트 성과 및 영향 요인은 이론적 연구를 통해 성과 영향 요소 및 성과요소를 정의하였다. 제시한 연구모델의 실증적 검증은 공공부분 발주자，사업수행자，감리원을 대상으로 설문조사를 통하여 프로젝트의 성과 향상에 영향을 주는 PMO 활동의 기능 및 PMO운영 형태 상호관계를 실증적으로 검증하고자 연구모델을 수립한다.

Priority rules or sequencing heuristics conventionally used to determine resource allocation is to maximize the earned value on time and cost. This study provides a effective strategy-oriented approach for the program resource management problem with limi

국내에서 재배하여 생산되고 있는 상황버섯의 일종인 PMO-P4균주에 대한 ITS 영역의 염기서열 분석을 실시하였으며 목질 진흙버섯으로 잘 알려져 있는 P. linteus와 함께 RFLP분석을 통하여 상호 비교한 결과 PMO-P4균주는 P. baumii로 판명되었다. 이 결과를 토대로 이미 보고 되어 있는 Phellinus속 균주들과의 종간 ITS 영역의 상동성을 비교한 결과 48.6%-72.2%였으며 본 연구에서 비교한 종들 가운데서는 P. linteus와 상동성이 가장 높았으며 P. gilvus와 상동성이 가장 낮았다.