Repository at Hanyang UniversityGRADUATE SCHOOL OF BUSINESS[S](경영전문대학원)BUSINESS ADMINISTRATION(경영학과)Articles
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| DC Field | Value | Language |
|---|---|---|
| dc.contributor.author | 김승철 | - |
| dc.date.accessioned | 2018-02-12T05:30:19Z | - |
| dc.date.available | 2018-02-12T05:30:19Z | - |
| dc.date.issued | 2011-06 | - |
| dc.identifier.citation | 中小企業硏究,Vol.33 No.2 [2011],5-21(17쪽) | en_US |
| dc.identifier.issn | 1226-6345 | - |
| dc.identifier.uri | http://kiss.kstudy.com/thesis/thesis-view.asp?key=2935200 | - |
| dc.description.abstract | 오늘날 기업의 성과를 높이고 가치를 향상시키며 지속적인 경쟁력을 유지하고자 하는 "지속적인 경쟁우위(sustainable competitive advantage)"라는 개념이 기업의 관심을 끌고 있으며 이와 연관되어 많이 얘기되는 개념은 수월성(Business Excellence)이다. 즉 어떻게 하면 기업의 경쟁에서 우월적인 지위를 차지하고 이를 계속해서 유지할 수 있는가 하는 것이 기업의 궁극적인 관심사인 것이다. 기업의 경쟁력을 높이고 생존과 발전에 중대한 영향을 미치는 것은 반복적인 일상업무 외에 신제품 개발과 같은 특별한 과제를 다루는 프로젝트로서 기업 경영에서 프로젝트의 전략적 중요성이 매우 커지고 있다. 이처럼 기업의 생존과 발전을 위해 프로젝트의 비중이 커지고 있는데 비해서 프로젝트를 체계적으로 관리하기 위한 시스템이나 프로세스 등의 개발과 수립은 한국의 기업에서 많이 뒤쳐져 있다. 특히 중소기업은 대기업에 비해서 인적자원의 양과 질이 부족하고 교육과 훈련의 예산도 부족한 상황이다. 본 연구에서는 프로젝트관리 성숙도 모형을 이용하여 프로젝트 생산성에 중대한 영향을 미치는 프로젝트 관리 능력의 현재 상황을 중소기업과 대기업, 산업별, 프로젝트 규모별로 측정 비교하고 부족한 부분에 대한 문제점과 원인을 진단하여 향상방안을 제시하였다. 전반적으로 중소기업은 대기업에 비해 거의 모든 프로젝트관리 지식분야에서 낮은 성숙도 수준을 보였으며, 그 차이는 통계적으로 유의한 것으로 나타났다. 중소기업과 대기업의 차이는 산업별로 구분된 그룹별 조사에서도 동일한 현상을 보였으며 조사된 주요 산업 4개 분야에서 모두 중소기업이 대기업보다 낮은 성숙도를 보였다. 또한 프로젝트의 규모가 커질수록 프로젝트관리성숙도 수준이 높았다. | en_US |
| dc.description.sponsorship | As the competition becomes more intense in the business environment, business firms are paying more attention on how to achieve and maintain competitive advantages. Recently, the concept of business excellence is receiving attention from the business firms that are trying to achieve sustainable competitive advantage. Since the concept of business excellence was first introduced in the 1980s, quality management method was usually used to achieve business excellence. This paper suggests that project management can be a good vehicle to achieve business excellence by comparing the basic principles of business excellence with those of quality management and project management. The comparison shows that project management can support the concept of business excellence in terms of process management, that is, a systematic way of developing plans, organizing workforce, and executing the tasks. The process management capability is an important enabler of business excellence concept as can be seen in the EFQM Excellence Model. Business firms can achieve business excellence more effectively and efficiently by employing the project management skills and knowledge. In this regard, it is necessary for business firms to possess a proper level of project management capability. Project management maturity is a level indicating a business firm`s capability to manage project systematically. Project Management Maturity Model (PMMM) is a model that can help a business firm assess and improve its project management capability in comparison to the best practices known in the industry. It is important and essential for business firms to improve their project management maturity because it is the project management capability that handles the special tasks, such as R&D activities to develop new products and new technologies, which have significant impacts on the survival and long term prosperity of a business firm in the increasingly competitive business environment. These are particularly important issues for small and medium sized enterprises (SMEs) since they are usually at disadvantage compared to the large firms in terms of resource and management capability. Literature review shows that there is not enough research done on investigating project management maturity issues for Korean business firms although it has important implications for Korean SMEs to improve their competitiveness against large firms. In this research, we (1) developed a tool to measure the project management maturity of a business firm in the form of survey questionnaire; (2) conducted the survey and collected data from business managers who had participated in the projects that were carried out in both SMEs and large firms; (3) analyzed the data by comparing SMEs and large firms, and by industry types and the project sizes; (4) made a few useful suggestions from the results. An empirical study was conducted by survey method and statistical analysis of the collected data. Data was collected from 204 managers in various industries such as construction, engineering, IT and telecommunication, manufacturing and production, R&D, etc. The questionnaire measured the responses from the managers regarding the perceived project management maturity levels of the projects in which they were involved. The questionnaire contained questions regarding the ten areas of project management knowledge: they were integration, scope, time, cost, quality, human resource, communication, risk, procurement, and professional ethics. The total number of questions was 49 excluding the respondent`s personal information. The data was analyzed for comparison of the project management maturity levels of the groups by firm size, industry types, and project size. The results were summarized in tables to show the differences between and among the groups. First, the project management maturity levels of SMEs and large firms were compared in terms of average scores in Table 5. For all ten knowledge areas, SMEs showed lower scores than large firms, and most of the average score differences between the two groups were statistically significant. This result indicates that SMEs seem to be less capable in project management capability compared to large firms, which again implies that the project performance by SMEs may be less satisfactory than those by large firms in terms of cost and schedule efficiency. The lower performance may also be related to the lower productivity for the projects conducted by the SMEs. Second, the maturity levels were compared among different industries. The data was divided into four industry groups of construction and engineering, IT and telecommunication, manufacturing and production, and R&D industry. In each industry group, the data was again divided into the two groups of SMEs and large firms. Table 6 shows the results of the analysis. Except for very few cases, large firms showed higher scores of maturity levels compared to SMEs regardless of the industry type. One notable thing is that the differences between SMEs and large firms were the smallest for manufacturing and production industry. These results again confirm the superiority of large firms against SMEs in project management capability regardless of the industry type and the knowledge area. Third, the differences in project management maturity levels were investigated by the project size measured in terms of budget assigned to the project. This analysis was motivated from the conjecture that large scale projects tend to use more human and capital resources compared to smaller scale projects, and therefore the project management process tends to be more systematic and structured, thus leading to higher scores of maturity levels. The projects were grouped into five categories based on the budget amount of the projects, and the number of projects assessed for each of the five maturity levels was counted. The results were presented in Table 7. The results showed that the large scale projects, e.g. with a larger budget, tend to have higher scores of maturity level than smaller scale projects, e.g., with a smaller budget. One possible explanation may be that the large scale projects use more resources in terms of manpower, capital, and equipment, and the business firms have greater necessity and motivation to manage the resources systematically and efficiently. Also, large scale projects may have better capability to establish structured project management processes and systems as well as to invest more time and effort in training the people. Therefore, large scale projects showed higher scores for project management maturity. The results showed that there were clear and significant differences of project management maturity levels between SMEs and large firms, and among the industry types and the project sizes. The firms with different project management maturity levels may have different levels of project management capability, which will again lead to different levels of performance in terms of cost and time efficiency, and productivity. These days, all business firms desire to achieve business excellence. Project management capability is a very effective way to achieve excellence and sustainable competitiveness. Business firms need to pay attention and invest their time and effort to gain knowledge and to accumulate experience, which are essential elements for developing and establishing a mature project management processes and systems. PMMM will provide useful guidelines and an effective tool for assessing and improving the project management capability for business firms. | en_US |
| dc.language.iso | ko_KR | en_US |
| dc.publisher | 한국중소기업학회 | en_US |
| dc.subject | 프로젝트관리 성숙도 | en_US |
| dc.subject | 수월성 | en_US |
| dc.subject | 중소기업 경쟁력 | en_US |
| dc.subject | 생산성 | en_US |
| dc.subject | 지속적 경쟁우위 | en_US |
| dc.subject | Project Management Maturity | en_US |
| dc.subject | Business Excellence | en_US |
| dc.subject | SME Productivity | en_US |
| dc.subject | Sustainable Competitiveness | en_US |
| dc.title | 중소기업 생산성 향상을 위한 체계적인 프로젝트 관리방식의 도입: 중소기업과 대기업의 프로젝트관리 성숙도 비교 | en_US |
| dc.title.alternative | Special Section Papers : Adopting Systematic Project Management Methods for Productivity Improvement: Comparison of the Project Management Maturity Levels Between SMEs and Large Firms | en_US |
| dc.type | Article | en_US |
| dc.relation.no | 2 | - |
| dc.relation.volume | 33 | - |
| dc.relation.page | 1-17 | - |
| dc.relation.journal | 중소기업연구 | - |
| dc.contributor.googleauthor | 김승철 | - |
| dc.contributor.googleauthor | Seung Chul Kim | - |
| dc.relation.code | 2012210697 | - |
| dc.sector.campus | S | - |
| dc.sector.daehak | SCHOOL OF BUSINESS[S] | - |
| dc.sector.department | DIVISION OF BUSINESS ADMINISTRATION | - |
| dc.identifier.pid | sckim888 | - |
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