정보화 프로젝트 PMO (Project Management Office)의 성과관리: 의료·금융·IT/SI 산업을 중심으로

Abstract

정보화 프로젝트는 그 특성상 투입되는 예산 및 인력이 방대하여 계획역량이 매우 중요한 만큼, 프로젝트 성공 가능성을 높이기 위해 전문적인 PMO (Project Management Office)를 도입하여 운영하는 추세가 증가되고 있다. 본 연구는 의료•금융•IT/SI 산업에 대한 정보화 프로젝트의 PMO 도입에 있어 PMO의 성과 속성을 검증된 조직성과 모델인 펜타곤 모델 (Pentagon Model)을 활용하여 정보화 프로젝트 PMO의 역량에 대한 성과를 평가할 수 있는 모델 및 세부지표를 제시하였다. 펜타곤 모델은 프로젝트 조직의 성과에 영향을 미치는 요인을 구조(Structure), 기술(Technology), 조직문화(Culture), 상호작용(Interaction), 사회적 관계와 네트워크(Social Relations and Networks)로 분류하여 파악한다. 이에 본 연구에서는 연구자가 선행연구가 제시한 25개 하위 역량요인을 의미가 중복되거나 같은 범주로 분류 할 수 있는 항목에 대해 최종 12개 하위 역량요인으로 재설계하였고, 그 외 하위 역량요인은 프로젝트 성과요인으로 구분하였다. 또한, 최종 재설계된 12개 하위 역량요인에 대한 요인 분석을 통해 연구결과의 신뢰성과 객관성을 확보하였다. 하위 역량요인 구성을 보면, 구조(Structure)는 정보 품질 위협, 외부 PMO 역량, 내부 PMO 역량으로 설계하였고, 조직문화(Culture)는 조직공정성, 사용자 참여, 고객사 관심과 참여로 설계하였다. 기술(Technology)은 위험관리,방법론과 기술로 정의하였으며, 상호작용(Interaction)은 원활한 의사소통, 프로젝트 리더십으로 구성하였다.끝으로 사회적 관계와 네트워크(Social Relations and Networks)는 PM의 프로젝트 이해, 지식 공유로 설계하였다. 다음으로 선행연구 결과, 정보화 프로젝트 PMO를 주로 도입하는 의료•금융•IT/SI 산업을 대상으로 산업 간 차이를 도출하였다. 본 연구는 정보화 프로젝트 PMO 성과관리 변수의 속성을 "Formal Qualities"와 "Informal Qualities"로 분류하여 접근하였으며, 산업 특성을 기반으로 프로젝트 관리 방법을 제시하였다.

Recent information systems are becoming more important to affect the vision of the organization and the existence of the business beyond the computerization level of the manual work, and companies are building the next generation information system for sustainable growth. However, as the IT project grows larger and longer, the complexity and risks of the project increase, which makes it difficult to improve the productivity of the project. As a result of analyzing the reasons why large IT projects such as next generation information systems fail to achieve the goal of schedule, budget, resource, etc. that were originally planned, uncertainty of project scope and requirements, lack of interest within management and organization, and lack of project management system were the main factors. As the IT project has a long period of time and the budget and the manpower to be input are enormous, the planning capacity is very important. Therefore, the professional PMO (Project Management Offices) is being introduced and operated in order to increase the possibility of project success. This study presents a model and detailed indicators for evaluating the performance of PMOs of informatization projects using the Pentagon model, which is a proven organizational performance model. Precedent studies revealed that success of IT project strongly depends on the competency of PMO, however, there are only few studies which show the importance of PMO competency. In this study, we will suggest an evaluation model of IT PMO competency using the Pentagon Model which is a tool to assess the performance of project organization, and the Analytic Hierarchy Process. Therefore Structure of PMO should be aggressively considered for the successful IT project. This study investigates the attributes of performance management variables among hospital, financial, IT/SI industries which introduced the IT project(146 hospitals, 48 finance, 44 IT/SI) PMO (Project Management Office), by re-engineering the previous study, ‘An evaluation model of IT PMO performance using Pentagon model’. Pentagon model was developed to analyze and evaluate the performance of the project organization. This model also categorizes the areas that affect project performance in five categories: ‘Structure’, ‘Technology’, ‘Culture’, ‘Interaction’, and ‘Social Relations and Networks’. In this study, we analyzed the difference between the hospitals, IT/SI, and financial sectors in terms of the competence factors (five top factors and twelve detailed factors) that can capture samples of the Pentagon model"s five factors. In other words, this study identifies the difference between twelve factors: ‘Information Quality Risk’, ‘External PMO Competency’, ‘Internal PMO Competency’, ‘Organizational Justice’, ‘User Participation’, ‘Project Risk Management’, ‘Methodology and Technology’, ‘Good Communication’, ‘Project Leadership’, ‘Project Understanding of PM’, ‘Knowledge Sharing’ to understand variable attributes of the Pentagon model by each sector. In conclusion, this study will have academic implications because PMO performance evaluation variable of IT projects is classified as ‘Formal Qualities’ and ‘Informal Qualities’. In addition, this study suggests the practical implications of the successful project management method in order to enable companies to cope effectively with project management by industry characteristics. In addition, there is a practical implication in that the differences between the medical industry, which is a facility-based service, and the financial, IT, and SI industries, which are manufacturing-dependent services, reflect business characteristics. First, in the case of the crisis-related variables such as ‘information quality threat’ and ‘project risk management’, it was found that statistically high characteristics were found in the ‘equipment-based’ service. Second, open and shared variables such as ‘smooth communication’ and ‘project leadership’ were statistically low. These results provide a basis for project performance management in industry that reflects the characteristics of industry in practice.