막대한 예산이 투입되는 국가연구를 기획·관리·확산하는 연구관리 담당자들은 매우 중요한 인력이나, 역할에 관한 연구는 부족한 실정이다. 본 연구는 연구관리 전문기관 담당자에게 필요한 역량요소를 도출하고 역량의 중요도를 확인하고자 하였다. 이를 위해 4가 지 주요요인과 16개의 하위요인을 도출하였고, AHP 기법을 기반으로 설문조사(연구관리 담 당자와 연구자 90명 대상)를 추진하여 우선순위를 도출하였다. 전체 응답자 기준으로 역량의 중요도는 협력적 태도, 소통능력, 연구지식, 목표관리능력과 신의성실 순으로 확인되었으나, 담당자의 경우, 업무와 관련한 역량(규정지식, 판단능력, 정책지식)이 중요하다고 보는 반면, 연구자들의 경우 자신들을 보다 더 지원해 줄 수 있는 역량(협력적 태도, 소통능력)을 보다 더 중시하는 시각차를 볼 수 있었다. 이번 연구는 전문기관 연구관리 담당자의 채용과 역량 개발에 활용할 수 있을 것으로 사료된다.

In the case of nuclear projects, when developing a new reactor type, it is necessary to confirm the reactor type, secure the safety, and especially obtain the construction permit approval of the licensing authority for construction. Schedule management is necessary to carry out nuclear projects, and progress rate management of project progress management is largely composed of three elements: scope management, cost management, and resource management. However, in the case of the small modular reactor (SMR) project currently being carried out, it is difficult to calculate the progress rate including budget and resources due to the nature of the project. Therefore, in the SMR project, it took two years from the beginning to prepare the integrated project master schedule (IPMS) to prepare the draft, and then two revisions were made over a year and a half. In this SMR project, we will consider the entire construction period such as design, purchase and production, construction, commissioning, and operation in terms of scope management. The entire document list was created using the document review and approval sheet created at the beginning of the design. In the PMIS (Project Management Information System), the number of approved documents was calculated by comparing the list of engineering documents. In the purchase production part, the main core equipment such as the primary system nuclear steam supply system (NSSS), the secondary system turbine and condenser, and the man machine interface system (MMIS) are managed. Purchasing and manufacturing management shall be managed so that major equipment can be delivered in a timely manner in accordance with the schedule for delivery of equipment in the IPMS. In order to prevent delays in the start of production, it is necessary to minimize the waiting time for work through advance management tasks such as insurance of drawing, stocking of materials, availability of production facilities, etc. In this way, we decided to carry out the schedule management for the design, purchase and manufacturing part in the SMR project first, and the installation, construction and commissioning part will be prepared for the future schedule management.

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.

ISO 9001:2005 is the international standard for implementing a Quality Management System (QMS), which provides a framework and principles for managing an organization’s quality management. The aim is to ensure that the organization continuously provides products and services that satisfy regulatory requirements. The “process approach” in ISO 9001 is defined as a systematic method of achieving organizational goals by comprehending and managing the interconnected processes as a cohesive system. Recently, KINAC has decided to develop standard processes in the field of R&D and performance management based on the framework of the ISO 9001:2015 quality management system. The objective of this study is to establish standardized processes for conducting research and development, as well as managing the outputs and performance of R&D activities. It involves identifying, designing, implementing, monitoring, and continually improving processes to ensure consistency, efficiency, and effective management of KINAC R&D and its achievements. Firstly, R&D and the research performance management process were defined, and the processes were categorized by function according to the requirements of ISO 9001:2015. Second, the ISO 9001 requirements were compared to the institute’s existing regulations and documents in order to identify any additional processes and procedures needed to meet the quality management requirements. Finally, the lists of quality documentation were determined for the institute’s QMS. As a result, a total of 30 QMS documents were listed, including 1 manual, 12 quality processes and procedures, and 17 quality instructions. The documents can be categorized into four process groups: the management and planning process group, the R&D and achievements management process group, the analysis and improvement process group, and the support process group. All input and output information of each process are connected and interrelated. The implementation of quality management standards and procedures for R&D in KINAC could lead to improved research practices, more reliable data collection and analysis, and increased efficiency in conducting R&D activities. For further study, it is planned to create detailed, high-quality documents that adhere to standard requirements and guidelines.

Under increased complexity and uncertainty of overseas construction projects, it is important for construction companies to improve their own project risk management capabilities instead of risk-taking strategies to secure competitiveness in the overseas construction market. Although most of the risks occur in project execution stage, many previous studies focused on planning stage including risk identification and analysis among PRM process. Therefore, this study aims to verify the effectiveness of whole PRM process during project execution stage through empirical study on participants of overseas construction projects. As the result it was found that first, the factor directly affects the project success is the execution process of PRM. It implies that appropriate actions such as appointing charged manager for risks, timely implementation of responding plan, continuous risk monitoring and updating established plan are the key for contribution to the project success. Second, the importance of communication in PRM is also found, which is not conducted at a specific but throughout the entire PRM process and need to be managed as essential factor for successful PRM..

Recently, defects that occurred during the construction of apartment houses have become a social issue. Defects in apartment houses lead to waste of resources and economic loss, causing psychological and physical damage to customers, and a decrease in reliability and financial loss to construction companies. The purpose of this study was to analyze the impact of defect occurrence according to the difference in project management level in the apartment housing construction stage, and to investigate the extent to which the project manager's experience affects the defect occurrence rate. For the empirical analysis of the study, statistical analysis was conducted using data collected from 130 actual projects. The results of the analysis showed that schedule management, cost management, and quality management had a positive effect on reducing the defect occurrence rate in the execution stage of apartment housing construction, while human resource management productivity had a negative effect. This study theoretically demonstrated the importance of project management, and in practice, showed that schedule management, cost management, and quality management should be faithfully performed in the execution stage to reduce the rate of defects after project completion. It was also suggested that hiring an experienced project manager would help reduce project defects.

Technology innovation companies are focusing on contributing to business performance by R&D project as a strategic tool. Successful R&D leads to corporate competitiveness enhancement, national industrial development, but there are high uncertainty and risks in R&D. Public and private R&D projects are carried out to achieve various purposes. It was verified how the risk management and benefit management of the R&D project affect the detailed R&D project performance between the Public and private domain. The impact of Project Leadership on R&D performance was also analyzed. Those who have participated in the Public and Private R&D projects at companies or research institutes were surveyed. First, it was found that project risk and benefit management have partially an effect on R&D project performance. Second, Public and private R&D Project Leadership showed partially a interaction effect between project management and project performance.

The decommissioning project of NPP is a large-scale project, with various risks. Successful implementation of the project requires appropriate identification and management of risks. IAEA considered risk management “To maximize opportunities and to minimize threats by providing a framework to control risk at all levels in the organization”. Framework-based risk management allows project managers to identify key areas in which action should be taken at an appropriate time. Also, it enables effective management of projects by supporting decision-making on sub-uncertainty. Risk could be categorized according to the source of the risk. This is called Risk Breakdown Structure (RBS), and is documented as a risk assumption register through a risk identification process. IAEA considers various factors when defining risks in accordance with ISO 31000:2009. IAEA SRS No.97 presents a recommended risk management methodology for the strategy and execution stage of the decommissioning project of nuclear facilities through the DRiMa project conducted from 2012 to 2015. The risk breakdown structure classified in DRiMa project is as follows: (1) Initial condition of facility, (2) End state of decommissioning project, (3) Management of waste and materials, (4) Organization and human resources, (5) Finance, (6) Interfaces with contractors and suppliers, (7) Strategy and technology, (8) Legal and regulatory framework, (9) Safety, and (10) Interested parties. They have various prompts for each category. Such a strategy for dealing with risks has negative risks (threats) or positive risks (opportunities). The negative risks are as shown in avoid, transfer, mitigate and accept. On the other side, the positive risks are as shown in exploit, share, enhance and accept. During the decommissioning, a contingency infrastructure is needed to decrease the probability of unexpected events caused by negative risks. The contingency infrastructure of decommissioning project includes organization, funding, planning, legislation & regulations, information, training, stakeholder involvement, and modifications to existing programs. Since all nuclear facilities have different environmental, physical or contamination conditions, risks and treatment strategies should also be applied differently. This risk management process is expected to proceed at the stage of establishing and implementing a detailed plan for the decommissioning project of each individual plant.

목적 : 한국실명예방재단에서 발표한 사업보고서를 기초로 약시의 진단 및 원인, 치료 그리고 치료 결과에 대한 데이터를 분석하고자 한다. 방법 : 눈 건강증진 사업인 ‘취학 전 어린이 실명예방사업 보고서’ 중 2016년에서 2020년 최근 5년간의 보고서 내용 중 약시와 관련된 결과들을 분석하였다. 결과 : 약시 진단 및 원인으로 평균 50.87±3.97%로 절반 이상이 병원에서 약시를 확인하였으며, 평균 51.50±2.48%로 국내 약시안의 절반 이상이 굴절이상으로 인한 약시가 가장 큰 원인으로 나타났다. 약시 치료 기간은 1년 이하가 평균 54.42±9.27% 약시안의 절반 이상이 1년 이내에 치료가 완료된 것으로 나타났으며, 안 경 착용과 차폐를 병행한 방법이 평균 51.05±3.85%로 나타나 가장 많이 사용되고 있는 치료법이였다. 평균 68.86±13.13%가 시력이 향상되었으며, 치료 종결된 약시안은 31.98±23.53%를 보였다. 치료에 방해가 되는 원인에서는 아이의 치료거부가 42.34±3.76%로 가장 큰 이유로 나타났다. 결론 : 약시의 치료에 있어 가장 기본이 되는 것으로 시력이 가장 중요한 요소이며, 시력 향상을 유지하기 위해 서는 정확한 굴절검사를 바탕으로 한 안경교정 함께 정상적인 양안시를 유지하도록 하는 것이다. 국내 약시의 상 황을 정확하게 분석하기 위해서 본 연구를 기초로 앞으로 국내 약시의 지속적인 연구가 필요할 것으로 보인다.

The successful implementation of green supply chain management(GSCM) practices requires a level of cooperation that can be difficult to conduct. Despite this challenge, limited scholarly attention has been paid to exploring how the implementation of GSCM practices can be effectively facilitated and enhanced through accumulated social capital with suppliers. Based on social capital theory, this study postulates that supplier network characteristics derived from social capital with key suppliers can be critical antecedents of GSCM, which in turn enhances the firm’s environmental performance. To test hypotheses, data were collected from 330 firms in 15 countries, and structural equation modeling was employed. Results show that GSCM improves environmental performance, and structural and cognitive social capitals of the supplier network act as antecedents and lead to GSCM implementation.

The establishment of processes for the decommissioning a Nuclear Power Plant (NPP) is one of the objects that must be prepared in carrying out the decommissioning project. In particular, in the domestic situation, where there is no experience of decommissioning commercial NPPs, it is necessary to organize the tasks and contents well in advance for the successful initiation of the project. Therefore, this study intends to present a guide-level approach to develop management for domestic decommissioning projects. As a documented template for recognizing a process, there may be a process map and description, and information such as the work structure and the relations between the activities should be indicated. In reality, activities will be managed through a set of computer system, so it would be better if the work content, activity flow, relation, management target information, computerization contents, etc. were materialized in the process. What is important here is to define the management areas and activities and draw the activity flow. Domestically, it has rich experience in construction of NPPs and has a track record of exporting NPPs to the UAE. From these experiences, we have established a framework for standardized work in construction management and construction processes, and are performing them through a computerized system. Since the work of decommissioning has a similar nature to that of construction, we will be able to benchmark the procedure for the decommissioning from the construction management procedures. Typically, in the case of schedule management, the concept and structure of the construction process will be applicable to the decommissioning. Meanwhile, the licensee of domestic decommissioning is the same as the licensee that performs the operation, and the members who will perform the decommissioning also have experience working in the operation period. Therefore, the decommissioning works are an extension of the task during operation. Representatively, there are some processes that can be applied as it is even when decommissioning, such as dismantling work and the safety management process of the radiation zone. Therefore, in carrying out the decommissioning of NPPs in Korea, processes and activities of the management area should be established from the construction processes with abundant experience and the processes during operation. Rather than making a completely new work process, this approach that properly reflects the existing work flow is expected to be an appropriate way to avoid the repulsion of employees and maladjustment to the new environment.

There is an increasing need for complex and large projects to be carried out quickly. As the duration, size, and cost of the project increase, concerns about project failure are also rising. Finding factors that hinder the performance of an effective project and eliminating them in advance or controlling and managing them more effectively can be a more direct way to secure the success of the project. Previous studies have identified compositional dimensions that are classified according to attributes, covering the various obstacles that affect the success of the project through existing literature. It is a follow-up to previous research. Using DEMATEL techniques, we would like to propose to explore the appropriate measures that an entity and organization can take by identifying the causality between factors through cross-impact analysis of project disabilities and even presenting factors that may arise when they are identified. As a result of the analysis, according to the indicators to evaluate the importance, 8 factors were found to be relatively important factors, excluding the factors that Failure of project feasibility analysis and Technical environment change. In addition, 5 factors were found to be causative factors; Technical environment change, Unclarity project plan, Strategic consistency error, Inaccuracy of requirement definition, and Failure of project feasibility analysis. In contrast, the remaining 5 factors were found to be the result factors; Lack of benefits realization, Negative attitude of top management, Stakeholder conflict, Difficulty of process management, and Disturbance of communication.

The purpose of this study is to analyze outcome of the project to improve old water supply facilities in Airforce Base to improve water revenue rate. To achieve the objective of this study, First, literature review is conducted to clearly define the concept of water revenue rate improve project. Second, WASCO project on 2 Airforce base review and smart water management pilot project on 1 Airforce base is conducted. Third, economical analysis of project is conducted to examine the outcome. As a result, WASCO and smart water management pilot project on Airforce base was effective to improve water revenue rate. Finally, the improvements were suggested after investigating the key factors on water revenue rate improve project. In the future, this study will be used as a baseline for developing water revenue rate improve project.

As the business environment is rapidly changing with globalization and complexity of information flows, the uncertainty is also very increased for project environment. Although many studies have been conducted to find out the critical factors for project success, there still exist different views to define project success. Furthermore, implementing success formula for one project does not necessarily guarantee a success for another project since there are other elements that impede the success of project. In this regards, it is imperative to examine what are the barriers to project success. This study aims to examine the barriers that impede the success of project. Past literature was thoroughly reviewed to collect and develop a preliminary list of elements that affected project performance negatively. Experts were interviewed to refine the list and the final list of the measurement items were developed. A survey questionnaire was developed with the final list of measurement items, and a survey was conducted on the practitioners with project experience. After the survey, an exploratory factor analysis was conducted on the final list to extract the component dimensions which in turn formed the group of project barriers. The exploratory factor analysis provided ten factors, which are difficulty of process management, failure of project feasibility analysis, cost overruns and lack of cost benefits, unclarity project plan, strategic consistency error, stakeholder conflict, inaccuracy of requirement definition, disturbance of communication, technical environment change, negative attitude of top management.

In this study, we have defined measurement and verification methods and procedures to assess the energy use on the utility system of building. Time series data conversion methods and algorithms have been proposed in performance evaluation options. To verify the feasibility of the method, the energy consumption of the refrigerator, which was an energy utility, was measured and analyzed. we present an algorithm based on the annual base conversion and analyze it based on actual data. As a result, a k-means clustering moving average method was defined for the performance calculation option A, and the use time correction coefficient method was proposed. The validity of this method was verified through the verification.

The purpose of this study is to analyze the efficiencies of project management offices in large information system construction projects using the data envelopment analysis. In addition, we tried to estimate the confidence interval of those efficiencies using bootstrap DEA to give a statistical meaning. The efficiency by the CCR model is analyzed as eight project management offices are fully efficient and 22 project management offices are inefficient. On the other hand, there are 15 project management offices are fully efficient, but 15 project management offices are inefficient in the BCC model. As the result of the scale efficiencies, of the inefficient project management offices, 13 project management offices are inefficient in scale. It is possible to eliminate the inefficiency in the CCR model by improving their project performances. And, the nine project management offices showed that the inefficiency was due to pure technical efficiency, and these companies should look for various improvements such as improvement of project execution system and project management process. In order that the inefficient project management offices be efficient, it is analyzed that more efforts must be made for on-budget and on-time as a result of examining the potential improvement potentials of inefficient project management offices.

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.