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.

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.

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.

This study analyzes the business performance of research and development(R&D) and especially studies the effect of technology management activity and technology innovation competency on commercialization performance. According to previous studies, the technology management activity can be composed of technological innovativeness, analysis of market, R&D method, and appropriateness for commercialization plan. Also, the technology innovation can be divided into patent, R&D manpower, R&D investment ratio, production capability, and marketing capability. On the result of the analysis, all the components of technology management activity are positively related with commercialization performance. In case of technology innovation competency, however, only production and marketing capabilities have influence on the business performance. Especially, marketing capability controls the effect of technology management activities on the commercialization performance. Consequently, technology management is very important activity for SMEs to succeed commercialization and SMEs should collaborate with production and marketing departments from the early stage of R&D.

국방무기체계 연구개발 사업은 타 사업 분야보다 많은 사업적 위험요소를 안고 있다. 현대 무기체계의 첨단화, 복합화 추세는 개발기간의 장기화, 사업의 대형화, 개발비용의 상승화의 요인이 되고 있으며, 기술적인 불확실성에 대한 위험요소도 더욱 확대되고 있다. 이러한 필요성으로 국방 분야에 과학적 사업관리를 위한 EVMS를 도입하여 다양하게 적용시키고 있으며 그 효용성도 점차로 증대되어가고 있는 추세이다. 그러나 이러한 개선 노력에도 불구하고 여전히 무기체계 획득의 성공적 구비조건은 아직 불충분하다고 할 수 있다. 따라서 본 연구에서는 문헌 연구와 사례연구, 설문 분석을 통하여 추진되고 있는 무기체계 개발의 EVMS 적용실태와 문제점을 과학적 기법(EVMS)의 도입 본래의 목적과 취지에 부합하기 위한 프로젝트 관리(Project Management)측면에서 분석하여 효율적 사업관리를 수행할 수 있는 발전방안을 제시하고자 한다.

The Sustainable Water Resources Research Center (SWRRC) was established to manage water resources in an integrated manner and has been supported as a part of the 21st Frontier Research and Development Program by the Ministry of Science and Technology (MOST) and Ministry of Construction and Transportation since August 2001. The mission of the SWRRC is to cope with future water shortage problems through development and implementation of technologies of integrated water resources management. This mission ultimately aims at improving of living standards of human being, which is one of the major goals of the 21st Frontier Research and Development Program. The project is conducted by three phases. Duringthe first phase (2001. 8 ~ 2004. 6), the majority of funding is used for development of core and supporting technologies. In the second phase (2004. 7 ~ 2007. 6), with the core and supporting technologies financed continuously, the fund will be usedon different parts of studies in terms of sectors, subjects and integrated researches, and the rest of the fund (50%) will go toward implementation combined with business in the form of providing technologies. In the final phase (2007. 7 ~ 2011. 6), 30% of the fund will be used to integrate developed systems and 70% will be spent on implementation for selected areas to which newly developed technologies will be applied Project Management System for Water resources R&D is cost-effective and well fitted system by resolving many kind of problems facing such a large research and development program considering limited manager.