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The study was originated from recognition that project participants’ satisfaction should be improved to raise project performance and to make progress of a successful project since the above dissatisfaction was operated as a danger factor of the project. The study selected one large-scale sample project and attempted measuring characteristics of the project, participants’ satisfaction and project performance with the whole project participants. The study analyzed correlations between individual level (team members) and group level (development team), and examined what effect a sub project manager under complicated hierarchical organization of the large-scale project, namely PL (project leader)’s leadership style had on each individual project participant’s satisfaction and what effect project uncertainty in organization/technology environment had on project participants’ satisfaction and project performance. The study verified that development team (group) had an effect on team member (individual)-level project participants’ satisfaction by disclosing that there was a significant dispersion among groups within project participants’ satisfaction by each individual. It is analyzed that it is necessary to make improvement through approach by each pertinent team to raise individual-level project participants’ satisfaction. The study also verified PL’s ideal leadership under strict methodology and hierarchical control of the large-scale project. Based on the verification of the hypotheses, the results of the analysis were produced as follows. First, the development team affects the satisfaction level that an individual has when he/she participates in a project. This suggests that the satisfaction with project participation should be improved at the team level. In addition, the project management style and leadership orientation of the manager of a sub project who is mostly affected by the team proved to have a direct influence on the satisfaction with project participation and project performances. Second, both the performance-oriented leadership and the relationship-oriented leadership of the PL of the development team were verified to have a significant effect on the satisfaction of the team members associated with project participation. In other words, when the team members recognize that the PL of the development team shows both the performance-oriented leadership and the relationship-oriented leadership, their satisfaction with project participation increases accordingly. Third, it was verified that the uncertainty of the organizational environment significantly affects the satisfaction level when the PL of the development team exerts a relationship-oriented and performance-oriented leadership. The higher the uncertainty of the organizational environment is, the more the satisfaction with project participation decreases whereas the relationship-oriented leadership has a more positive effect on the satisfaction than the performance-oriented leadership style. Fourth, when the PL of the development team exerts the relationship-related and performance-related leadership, the uncertainty of the technological environment has a significant influence on the satisfaction level. The higher the uncertainty of the technological environment is, the more the satisfaction with project participation decreases whereas the performance-oriented leadership has a more positive effect on the satisfaction than the relationship-oriented leadership style. The result of the research on the uncertainty of the project environment suggests that when the development team leader exerts a relationship-oriented and performance-oriented leadership style, the uncertainty of the organizational environment has a significant effect on the satisfaction with project participation; the higher the uncertainty of the organizational environment, the more the satisfaction level decreases, and the relationship-oriented leadership style affects the satisfaction level more positively than the performance-oriented leadership style. In addition, when the development team leader displays a relationship-oriented and performance-oriented leadership style, the uncertainty of the technological environment has a significant effect on the satisfaction with project participation; the higher the uncertainty of the technological environment, the more the satisfaction level decreases. The performance-oriented leadership style as well affects the satisfaction level more positively than the relationship-oriented leadership style. Based on the above results, the research provides the following implications when handling multiple concurrent projects. First, the satisfaction with the participation in the multiple concurrent projects needs to be enhanced at the team (group) level. Second, the manager of the project team, particularly the middle managers should have both a performance- oriented and relationship (task and human)-oriented attitude and exert a consolidated leadership in order to improve the satisfaction of team members with project participation and their performances. Third, as the uncertainty factor of the technological and organizational environment among the characteristics factors of the project has room for methodological improvement depending on one’s effort even though there are some complications, we need to continuously prevent and control the risks resulting from the uncertainties of the technological and organizational environment of the project in order to enhance the satisfaction of project participation and project performances. Fourth, the performance (task)-oriented leadership is required when there is uncertainty in a technological environment while the relationship (human)-oriented leadership is required when there is uncertainty in an organizational environment. This research has the following limitations. First, this research intended to select one large-sized sample project and measure the project characteristics, the satisfaction of all the participants associated with project participation, and their performances. Therefore, it is inappropriate to generalize and apply the result of this result onto other numerous projects. Second, as this case study entailed a survey to measure the characteristics factors and performance of the project, since the result value was based on the perception of project team members, the data may have insufficient objectivity. Third, though this research targeted on all the project participants, some development teams did not provide sufficient data and questionnaires were collected from some specific development teams among the 23 development teams, causing a significant deviation in the response rate among the development teams. Therefore, we need to continuously conduct the follow-up researches making comparisons among the multiple projects, and centering on the characteristics factors of the project and its satisfaction level.

This research aims to explore whether the competence of project managers will affect project performance in the construction industry and consulting industry, which have different characteristics and types in the era of convergence. The fourth industrial revolution is triggering innovative changes through the integration of various fields, and the importance of project managers' effective response capabilities is emerging. Therefore, this study identifies the competency factors that have the greatest impact on project performance in the project manager’s competence, and further examines whether there is a difference in the impact of project manager’s competence. On the project. Project performance compared by industry. This study conducted a survey of workers in the construction and consulting industries and analyzed the results. According to the results of this study, if a highly qualified project manager is invested in a project that combines construction and consulting, it is expected that the probability of project success will increase. As a result, both the construction industry and the consulting industry affected the project performance, there were differences in factors affecting the project manager's competency of the construction industry and the consulting industry.

This study empirically examines the effects of Global Project Management (GPM) application on project performance in startup contexts, focusing on the mediating role of team collaboration maturity and the moderating effects of organizational capabilities. Data were collected from 503 employees of domestic startups and analyzed using factor analysis, reliability analysis, correlation analysis, and regression analysis. The results show that GPM capabilities—including global communication, global risk management, project management competency of personnel, the level of project management procedure documentation, and the level of GPM application—have significant positive effects on project performance. Team collaboration maturity was found to significantly mediate the relationship between GPM capabilities and project performance. In contrast, leadership and decision-making speed, as well as organizational learning and improvement orientation, showed only partial moderating effects. This study contributes to the literature in three ways. First, it extends GPM research to the startup context characterized by high uncertainty and resource constraints. Second, it empirically identifies a collaboration-based performance mechanism in which GPM capabilities influence performance indirectly through team collaboration maturity. Third, it provides an integrated analysis of organizational capabilities as moderators. Overall, the findings highlight that team collaboration maturity is a critical mechanism linking GPM capabilities to project performance in startup projects.

본 연구는 프로젝트 담당자의 개인역량이 관리적 역할의 매개에 따라 프로젝트 성과에 미치는 영향력을 밝히는데 목적을 갖고 창원지역 소재 프로젝트를 수행하는 기업의 프로젝트 참여 유경험자 200명을 대상으로 2014년 6월 11일~6월 30일까지 20일간 조사를 하였다. 연구 결과 본론으로 첫째, 지식이 프로젝트 성과의 인지된 성과에 영향을 미치는 것으로 나타났다. 둘째 프로젝트 담당자의 관리적 역할이 프로젝트 성과에 미치는 영향에 있어 사업관리, 의사소통관리, 인적자원관리가 프로젝트의 인지된 성과에 긍정적인 영향을 미치는 것으로 나타났다. 셋째, 프로젝트 담당자의 관리적 역할에 따른 긍정적인 프로젝트 개인역량과 프로젝트 성과 관계에서의 매개역할이 긍정적인 영향을 미치는 것으로 나타났다. 이 같은 결과는 결론적으로 제한된 자원과 시간, 원가절감 성과도출의 제약 하에서 정해진 목표를 수행하기 위해서는 프로젝트 담당자의 개인역량으로 지식과 기술이 고도화된 전문성이 뒷받침되어야 함을 의미하며 이는 종국적으로 프로젝트 관리에 있어 이 같은 전문성을 바탕으로 한 사업관리에 부합하는 지식, 기술, 인성을 갖춘 담당자의 개인역량을 중시하여 프로젝트에 접목시켜 응용할 때 높은 성과로 이어짐을 시사한 것으로 평가할 수 있다.

This study is intended to look into the effect of project coordinators' responsibility on productivity and the moderating effect of individual-, team- and task-centered organizational types in organizational environment. To achieve this, a survey was carried out to 200 project participants in Changwon through March 17 to 26, 2014. The results were as follows. In the items of LDQ(Leeds Dependence Questionnaire), Dulewicz and Higgs (2005) made the point that the qualification to be project coordinators with intellectual, managerial and emotional abilities is the need for their responsibility, which their abilities are main factors to support their performance. The studies involved showed that they should put the focus on employees separately within the limit of rapid response to various changes, time of payment and low budget in performing a project unlike the existing general organizations to lead a goal-oriented organization , maximizing corporate performance(Min Seung-ni, Gang Chang-wook, 2012; Eom Hye-mi, 2014). Especially, their leadership remained a priority in the relationship between bosses and employees, or individuals, departments in a project organization, and they could perform the project successfully when they had a good understanding and responsibility for it(Sim Deok-seop, 2007; An Tae-hoon, 2012). Based on the theories above and previous studies, the results of this study were summarized as follows: ① In the effect of project coordinators' responsibility on organizational diversity, the managerial and emotional abilities had an effect on task-centered organization, the intellectual and emotional abilities on team-centered organization, and the intellectual and managerial abilities on individual-centered organization. ② In the effect of project coordinators' responsibility on productivity, the intellectual and managerial abilities had an effect on job satisfaction, the intellectual, managerial and emotional abilities on organizational commitment and group cohesiveness. ③ In the effect of organizational diversity on productivity, the team- and task-centered organizations had an effect on job satisfaction, organizational commitment and group cohesiveness. As stated above, project coordinators' responsibility had a positive effect on organizational diversity and productivity, which it was useful. Consequently, organizational members should be properly placed and utilized by a variety of organizational types as their responsibility is a mechanism to raise job satisfaction, organizational commitment and group cohesiveness depending on organizational diversity, and an important factor to improve the productivity or positive effect of project.

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 reveals that problem solving competency is an important factor for integrated performance model. The finding is in line with past IS research, which affirms that the work of IS projects is essentially a problem solving endeavor. Seventh, in the path analysis of the hypothesis in this research, the path of the management advocacy → problem solving competency →organizational outcomes appears to be the most important and strongest path. In brief, the finding of this study suggests that project success factors influence PMO capability positively, and project performance as well. From the results, it can be concluded that PMO helped great improve the project success rate and project performance. This study advances research on PMO capability in three important aspects. First, the findings of our study have implications for IS theory and future research. Our study contributes to IS theory by synthesizing concepts from PMO research and project management research with those in IS research. We proposed and tested PMO capability of IS projects and the findings of our investigation provided some preliminary answers to some of the questions raised. Secondly, this thesis does not only help depicting the concept of IT governance but also approaches empirically. It makes a gradual approach to the main content, step by step, in contrary of simple standard, scholastic way of thinking. Finally, we argued that this task-oriented(technical) view is not sufficient to adequately conceptualize IS project performance. Hence, we applied that the research on organization teams, which provides a flip viewpoint to that of project management 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 reveals that problem solving competency is an important factor for integrated performance model. The finding is in line with past IS research, which affirms that the work of IS projects is essentially a problem solving endeavor. Seventh, in the path analysis of the hypothesis in this research, the path of the management advocacy → problem solving competency →organizational outcomes appears to be the most important and strongest path. In brief, the finding of this study suggests that project success factors influence PMO capability positively, and project performance as well. From the results, it can be concluded that PMO helped great improve the project success rate and project performance. This study advances research on PMO capability in three important aspects. First, the findings of our study have implications for IS theory and future research. Our study contributes to IS theory by synthesizing concepts from PMO research and project management research with those in IS research. We proposed and tested PMO capability of IS projects and the findings of our investigation provided some preliminary answers to some of the questions raised. Secondly, this thesis does not only help depicting the concept of IT governance but also approaches empirically. It makes a gradual approach to the main content, step by step, in contrary of simple standard, scholastic way of thinking. Finally, we argued that this task-oriented(technical) view is not sufficient to adequately conceptualize IS project performance. Hence, we applied that the research on organization teams, which provides a flip viewpoint to that of project management research in that it gives more weight for psychological outcomes of organizational work groups, can be very helpful in reconceptualizing the IS project performance construct. The limitations of this study are also discussed to provide research directions for future research.

최근의 경영 현장과 더불어 대학에서 리더의 진정성은 점차 중요한 이슈로 부각되고 있다. 리더가 리더십을 발휘하는데 있어서 구성원들은 리더의 진정성 정도에 따라 태도, 행동 및 성과에 많은 영향을 받는다. 이에 본 연구는 리더의 진성리더십이 조직분위기 및 프로젝트 성과에 어떠한 영향을 미치는지를 분석함으로써 진성리더십이 지니는 중 요성을 시사하는데 목적이 있다. 따라서 대학에 재학중인 학생들을 대상으로 설문을 진행하였으며, 회수된 175부의 설 문지가 분석에 사용되었다. 가설검증을 위한 통계분석은 STATA 14.0를 사용하여 구조방정식으로 검증하였다. 연구결 과를 요약하면, 첫째, 리더의 진성리더십은 구성원의 진성리더십에 정(+)의 영향을 미쳤다. 둘째, 구성원의 진성리더십 은 프로젝트 성과에 정(+)의 영향을 미쳤다. 셋째, 리더의 진성리더십과 구성원의 진성리더십 간의 관계에 있어서 조직분 위기는 조절역할을 하였다. 넷째, 구성원의 진성리더십과 직무성과 간의 관계에 있어서 조직분위기는 조절역할을 하였다.

In addition to the recent business field, the importance of leadership in universities is becoming an increasingly important issue. Purpose of our study is to recommend the significance of authentic leadership by analyzing the effect of leader 's authentic leadership on follower' s project work climate and project performance. As a result of the previous studies that authentic leadership among university students as a quasi-social worker mitigates the role of leader and the tension between the members in the team, this study tries to examine the moderation effect of work climate on the relationship between the follower’s authentic leadership and project performance. Therefore, a survey was conducted for students enrolled in some universities. A total of 175 questionnaires were used for the structural equation using STATA 14.0. The results of this study is summarized in three points. Our finding is as follow. The authentic leadership of the leader has a positive influence on the follower' s authentic leadership while the followers' authentic leadership had a positive effect on the project performance.

IT서비스는 지식서비스의 일종으로서 다른 분야의 전문가들이 모여서 함께 프로젝트를 수행하는 관계로, 제대로 된 성과를 내기 위해서는 구성원들간의 신뢰의 형성이 중요하다. 본 연구에서는 기존 IT서비스 연구들에서 다루었던 신뢰의 내부구조를 좀 더 세분화하여 인지적 신뢰와 정서적 신뢰로 구분하여 프로젝트 성과에 미치는 영향을 살펴보았다. 인지적 신뢰에 영향을 미치는 선행요인으로는 기술과 업무전문성을, 정서적 신뢰에 영향을 미치는 선행요인으로서는 사회적 유대감과 관계갈등을 선정하였다. 팀워크에서 중요한 커뮤니케이션으로는 두 가지 신뢰에 다 영향을 미치는 것으로 가설을 설정하였다. 연구모델의 실증을 위하여 IT프로젝트팀 리더를 대상으로 설문지법으로 자료를 수집하였 고, 수집된 자료는 Smart PLS를 사용하여 분석하였다. 분석결과 인지적 신뢰에 영향을 주는 요인으로 업무전문성이 기술전문성에 비해서 상대적으로 큰 영향력을 미쳤고, 갈등은 정서적 신뢰에 부정적인 영향을 미치는 것으로 나타났다. 커뮤니케이션은 인지적 신뢰와 정서적 신뢰에 각각 긍정적 영향을 미치고 있었으며, 더불어 인지적 신뢰가 정서적 신뢰형성의 선행요인으로 확인되었다. IT프로젝트 성과에는 인지적 신뢰뿐만 아니라 정서적 신뢰도 양(+)의 영향을 미치고 있으므로 성공적인 프로젝트 를 위해서는 정서적 신뢰도 간과해서는 안 될 것이다. IT프로젝트의 성공요인으로의 인지적 신뢰와 정서적 신뢰가 각각 하나의 영향력을 가진 요인임을 알아냄으로서 향후 기업에서는 IT프로젝트 구성 원들간의 신뢰형성에 노력을 기울이되 인지적 신뢰가 정서적 신뢰의 매개요인임을 고려하여 구체적인 커뮤니케이션을 진행하는 것이 바람직할 것이다.

This study explores the influence of cognitive and affective trust on IT service project performance. Technology and Business expertise are posited as antecedents for cognitive trust which social bonding and relationship conflict as over for affective trust. Communication is posited as the commons antecedent for both kind of trust. A study was administered among IT Project leading in different projects. Analysis of 169 data point in general supports the research model. For building cognitive trust, Communication is formal to be must important while business expertise the second and technical expertise the third. For affective trust, the influence of antecedent are relatively smaller than the case of cognitive trust. For project performance, Cognitive trust seem to have stronger impact as IT may have direct impact as well as indirect impact via affective trust. Findings trust though the impact is smaller than the cognitive trust. In practice, this means to maintain Balanced approach in fostering trust-cognitive and affective.

In the new web based learning environment which has recently emerged, a variety of new learning objectives and teaching methods suited to this learning environment have been adopted. Recently, web based project-based learning methods have received a great deal of attention from those wishing to improve learning performance. The objective of this study is to identify the impact of characteristics of communication media and in-struction behavior on collaborative interaction and project performance through web based group projects. The characteristics of communication media were divided into richness, flexibility, and ease of use, and the characteristics of instruction behavior were divided into support and expression, which are independent variables. Collaborative interaction as a mediate variable, was divided into information sharing and negotiation. Project performance was the dependent variable.To verify the proposed research model empirically, an experiment was conducted in which learners partici-pated in on-line and off-line courses with group projects. The group project was conducted virtual product development(VPD), and designed a web-site about the VPD. At the end of the project, a survey was conducted. Of the 270 students, 239 responded. The students were assigned to groups of 3 or 4 members, and represented different genders and levels of computer competence.The reliability, validity, and correlation of research variables were analyzed using SPSS 14.0, and the meas-urement model and the structural goodness-of-fit of the research model were verified through SEM analysis using Lisrel 8.54. We found important results as follows; First, richness and ease of use has positive impacts on each of sharing information and negotiation. This suggests that richness and ease of use are useful in sharing information which is related to the task and agreeing in opinions among group members. However, flexibility has not positive impacts on sharing in-formation and negotiation. This implies that there is no great difference in performance of PC and information literacy of user.Second, support and expression of instructor have positive impacts on sharing information and negotiation. This indicates that instructors play an important role in encouraging learners to participate in the project and communicating with them, sharing information related to the project, making a resonable decision and finally leading them to improve a project performance.Third, collaborative interaction has a positive impact on project performance. This result shows that if the ability to share information and negotiate among students was improved then a project performance would be improved as well.Recently, in the state of revitalized web based learning, it is opportune that web-based group project is practically conducted, and the impact of characteristics of communication media and characteristics of instruction behavior on sharing information, negotiating among group members and improving a project performance is verified.On the basis of these results, we propose that forms of learning, such as web based project, could be one of solution which is to enforce interaction among learners, and ultimately improve learning performance. Moreover web-based group project is able to make up for a weakness which makes it difficult to make interpersonal relations or friendship among learners in computer mediated communication or web based learning.

국내외에서는 IT업계나 금융계를 중심으로 PMO 도입이 확산되고 있는 가운데, PMO의 도입효과에 대한 상반된 견해의 선행연구가 공존하고 있다. 원전건설 프로젝트를 대상으로 PMO 도입효과를 연구한 사례는 없으며, 본 연구에서는 원전건설 프로젝트 성과에 영향을 주는 PMO의 기능을 도출하여 향후 성공적인 프로젝트 추진을 위한 효율적인 PMO 도입방안으로 제시하고자 한다. 본 연구의 모형은 PMO의 기능을 실행관리, 기반관리, 자원통합관리, 기술지원관리, 업무연계성이라는 측면에서 측정하여 독립변수로 사용하고, 프로젝트 성과를 직무성과, 심리성과, 조직성과의 세 가지 측면으로 측정하여 종속변수로 사용하여 PMO의 기능이 프로젝트의 성과에 정(+)의 영향을 미칠 것이라는 가설을 설정하고, K사의 프로젝트 경험인력을 대상으로 한 설문조사를 통해 실증분석을 실시하고 가설검정을 수행하였다. 그 결과로 실행관리, 자원통합 및 기술지원 기능이 프로젝트의 직무성과에 정(+)의 영향을, 기반관리 및 자원통합 기능이 심리성과에 정(+)의 영향을, 실행관리와 기반관리 기능이 조직성과에 정(+)의 영향을 미치는 것으로 나타났다.

The ‘Nuclear Power Plant(NPP) Construction Project’ is a huge and complicated national project related to the long-term electric supply plan. And interests of the related parties such as government, regulatory parties, companies under contract to the project, and the local communities are mixed up. Therefore a new approach for efficient management and success of the project is required and imposing PMO, Project Management Office, is considered as one of the solutions. 700The ‘K-company’ is the only firm managing operation and construction of domestic nuclear power plants. There are multiple projects which are constructing five nuclear power units and preparing four units in the K-company, but it does not have PMO. There are studies with the opposite results about the effect of the PMO while IT and financial corporate in and outside of the country start using it. There is no case of studying the expected effect of the imposing PMO to the nuclear power plant construction project. So in this study, the PMO functions which have possible impact to the NPP construction project will be drawn and suggested as efficient way for the successful project. In the model of this study, the functions of PMO including practice management, infrastructure management, resource integration, technical support, and business alignment are used as independent variables and the project performances such as task outcomes, psychological outcomes, and organizational outcomes are used as dependent variables. Using these variables, it formulates a hypothesis that PMO functions would have positive effect on the project performance and it conducts verification analysis and hypothesis test via survey which is designed for the people who have the experience for the K-company’s NPP project’. The result shows that practice management, resource integration, and technical support have positive effect on the task outcomes, infrastructure management and resource integration affect psychological outcomes positively, and practice management and infrastructure management have positive influence on the organizational outcomes. This research implicates that in order to improve the project outcomes, the method of managing NPP construction project, providing the standard process, practicing previous data efficiently, formulating infrastructure properly, and training professionals by making human resource pool are crucial. Also managing and cooperating with the related parties and firms under contract to the company are important even though there is no meaningful result. This research could not explain everything because the inside PMO functions and outside ones are not separable and there is no longitudinal study. It is needed to find the most efficient and effective PMO functions in the future based on this study and expected to help provide stable electric supply.

Preproject phase is an important but often ignored research area in information systems field although it has an undeniable importance for successful project. The purpose of this study is to identify factors affecting project performance in preproject phase and to find empirically critical factors among them. After deriving 9 factors through literature review including clear project definition, project leader position, staffing efforts, preproject team expertise, preproject knowledge scope, preproject partnering, top-management support, resource sufficiency, and project climate, the study investigate the influence of those factors on project performance. The study results reveal that clear project definition, project climate, resource sufficiency, pre-project knowledge scope, project leader position have significant impact on project process satisfaction, a measure of project performance, but the other factors do not. Based on the empirical results, the study discuss academic and practical implications.

The advent of Web2.0 has believed to be the solution against many barriers in information sharing. Wiki embodies the highest dream of information sharing realization in a group of its members collaborating voluntarily and unselfishly. Collaborating and creating knowledge toward benefit of the organization are not easy. The purpose of this paper is to analyze the benefits and challenges of using wiki as a project management method in an IT/IS project. Wiki project management could provide project managers and members with collaborative communication support for creating project results and knowledge. In the research model, we used TMS(Transactive Memory System) theory to define the relation of collaboration and project performance. Based on a survey among project members, the interactions between wiki characteristic factor and project performance are examined in a IS project environment. Using Smart PLS2.0, the data was analyzed to determine the relationship between Wiki characteristics and Project performance by the structural equation modeling. From the empirical data, we find a mediated effect from system quality and information expertise to project performance through expert knowledge collaboration. We also analyze the implications of wiki project management method. It is expected that the wiki project management method bring important changes in communication area of project performance.

ICT Projects are inherently unique to each other. The project, that is the activity of creating special products and services, is applied to achieve special purposes in various industries such as new product development and construction. As companies' digital transformation has accelerated due to the recent fourth industrial revolution. Information system projects using new ICT are being pushed forward. ICT projects, such as the development of information systems, are more important to manage projects due to the non-visibility and intangibility of project deliverables. This study explores the way to manage complexity and improve project performance in the environment of new technology ICT projects. To this end, based on prior researches, variables of technical complexity, collaboration, feedback, and project performance were derived, and empirically analyzed through the survey.

Many Business see the 4th Industrial Revolution as an opportunity to acquire competitive advantage, and concentrating on achieving strategic goals. Advances in technology provide enterprises with new opportunities for their business. But new information systems development project, include new IT such as AI, IoT, cloud, big data and mobile, has higher project complexity than before. Purpose of this study is found the ways to improve the performance of information system development projects utilizing new IT technologies. To this end, based on prior research, this study define the technology complexity, task complexity, transactive memory systems and project performance in information systems development project context. To achieve the purpose, this study conduct survey on participants in the information system development project using new IT. The significant relationship between research variable was verified through SEM analysis, and the implications were discussed.

This study examines the factors configuration management quality of the construction company, and to analyze the impact of these factors on Project Performance and Company Performance. That quality construction management configuration factors, chief executives, corporate strategy, organizational management, information technology, and partners five variables, Project Performance variables, process management, quality management, cost management, safety management, environmental management five variables, and Company Performance parameters of financial competence and organizational satisfaction, quality of work three variables, the overall causal relationship between the presence of specific activities and management quality, classified according to the size of the company were verified by the difference in impact between the two groups.

IT프로젝트는 구성원들간의 역할과 업무구분에 있어서 불확실성이 높은 지식서비스형 프로젝트이 다. 본 연구에서는 이러한 불확실한 환경에서의 촉진행위를 설명하고 있는 사회적 상호의존성 이론의 틀에 의거하여 IT프로젝트의 상황을 실증적으로 분석하였다. 연구모델로서 목표와 업무의 상호의존성 을 독립변수로 하여 촉진행위인 커뮤니케이션 효과성과 지식공유를 매개변수, 그리고 성과를 종속변 수로 설정하였고 기존에 개발되어 온 항목들을 활용하여 설문을 구성하였다. 123개의 IT프로젝트에 참여하였던 개발자와 현업실무자들을 일대일 쌍으로 구성하여 데이터를 수집하였다. 분석결과 기본적 으로 사회적 상호의존성 이론이 적용됨을 실증할 수 있었고 세부적으로는 지식공유가 무엇보다 중요 한 매개역할을 하고 있음을 확인할 수 있었다. 커뮤니케이션 효과성은 프로젝트 성과에 직접적으로 영향을 미치기보다는 지식공유를 통하여 간접적으로 영향을 미치는 것으로 추정할 수 있었다. 목표의 상호의존성은 지식공유보다는 커뮤니케이션을 활성화시키는 효과가 있었고 지식공유는 이러한 커뮤 니케이션 활성화와 더불어 업무의 상호의존성에 영향을 받아 프로젝트의 성과를 높이는 것으로 추정 할 수 있었다. IT프로젝트의 실무에 있어서는 프로젝트를 성공시키기 위해서 팀 구성원들간의 지식공 유를 촉진할 필요성이 확인되었다. 이러한 지식공유 활성화를 위해서는 무엇보다도 프로젝트 구성원 들이 서로간의 상호의존성을 다양한 측면에서 지속적으로 확인하면서 촉진행위를 할 수 있도록 조직 을 구성하고 자원을 배분하고 소통의 강도를 높여야 할 것으로 보인다.

IT project is a knowledge-based project with high uncertainty in role assignment and task allocationamong team members. This study empirically investigate steam members’ interactive behavior in IT projects based on the framework of social interdependence theory. The goal and task interdependencebetween team members were posited as antecedents of project performance with communication effectiveness and knowledge sharing as mediating variables. To test the research model, a dataset was collected form IT and business professional pairs of 123 IT project teams. The results indicated that the theory of social interdependence is applicable to explaining the promotive interaction in IT project teams. In detail, task interdependence appears to have influence on both promotive interactions (communication effectiveness and knowledge sharing), and goal interdependence influences only on communication effectiveness. Knowledge sharing is found to be a significant mediator between social interdependence and project performance. However, communication effectiveness only indirectly influences project performance via knowledge sharing. Academic and practical implications are discussed.

90년대 이후, Project Management Office (PMO)는 많은 조직에서 중요한 역할을 담당해왔다. PMO의 폭발적인 확산에도 불구하고, PMO에 대한 체계적 연구는 부족한 현실이다. 몇몇 PMO를 성공적으로 수행한 일정규모 이상의 기업들을 중심으로 사례 연구(case study), 면접 조사(interview survey)등이 진행 되었으나, PMO가 담당하고 있는 역할이나 기능들에 대한 어떠한 공통적인 의견도 없으며, PMO의 가치를 논하기에는 아직 부족한 감이 있다. PMO의 중요성은 인지하면서도 PMO에 대한 전반적인 이해도가 많이 부족하며, PMO에 대한 이론적 연구나 실증적 연구도 그에 미치지 못하고 있는 실정이다. 따라서, 본 연구에서는 그 동안 PMO와 관련된 선행연구들의 이론적 고찰을 통하여, PMO의 역할이나 기능들을 정의하고, 현재 PMO에 몸담고 있거나 PM의 역할을 하고 있는 전문가 집단의 설문조사를 통해, 프로젝트의 성과 향상에 영향을 주는 PMO의 기능들을 실증적으로 검증하고자 한다.

This study has examined the project managers' competency and suggests three competency factors, which are technical, human, and conceptual skills, for the success of IT projects. The study suggests that IT project managers should master three critical skills and knowledge requirements, and consider the proper leadership style for the successful implementation of IT projects. Especially this study has examined the effect of the fit between project managers' competency and leadership style on the performance of IT projects.

Despite the careful attention paid by managers and researchers to the effective administration of the S/W Development Project, there are cases where the project goes over-budget or misses deadlines. Existing research blames these problems on task complexity or mismanagement. In order to verify the results that varied according to the fitness between the Task Characteristics and the Project Management Types, a contingency model was employed. The verification of the contingency model demonstrated that the greater the task complexity, the greater the effectiveness of the project coordination, and the lesser the task complexity, the greater the effectiveness of project control. This research is theoretically important in that it develops a composite model to verify the relation between the three factors of Task Characteristics, Project Management Types, and Project Performance that compose the S/W Development Project.

According to the dynamic changes in the business environment, the structural transformation of firms has had an observable trend. An increasingly large number of firms have been transforming into either project-based organizations or project expert groups. This study aims to investigate the antecedents required for the optimal level of empowerment with consideration of the project-based team environmental nature and job characteristic. Three factors are applied to measure the significant effects on psychological empowerment as the result variables. To determine the antecedents and consequent factors of psychological empowerment, employees’ interviews and precedent studies are used. For the empirical study, four determinants of empowerment variables are modeled into a second-order reflective construct. This study finds that psychological empowerment significantly affects performance. Therefore, this study can serve as a guideline for development and operating methods for project success.