PMIS도입을 통한 PM의 성숙도 향상에 관한 연구

Abstract

요 지

프로젝트관리는 산업전반에 걸쳐 중요한 분야로 대두되고 있다. 특히 플랜트산업에서는 더욱 중요한 위치를 차지하고 있는 실정이다. 2000년대 들어 국내 플랜트 기업들은 원가 및 공기 측면의 실적 성과에서 우수한 역량을 보여주고 있으나, 해외 선진기업들과의 비교에 있어 아직 세계시장에서 최고수준으로 평가를 받지 못하고 있음은, 복잡하고도 다양하게 펼쳐지는 플랜트 프로젝트의 사업관리(Project Management) 능력의 부족이라 할 수 있겠다. 본 연구에서는 근접연구 대상인 K기업은 40여년에 걸쳐 국내, 국외 대규모 열에너지 공급시설 제작업체로 존재하며 제품에 대한 품질수준과 고객만족도는 좋은 평가를 받고 있는 수준 이었으나 프로젝트관리에 대해 수준이 어느 정도인지에 대해 진지하고 심도 있게 연구 하지 않았다. 또한 K사의 기업특성으로 인해 정보공유에 취약한 문제점을 나타내었다. 이에 PMIS도입을 통한 K사의 PM성숙도 향상에 관하여 알아본다. 연구 결과는 K사의 프로젝트관리에 대한 강·약점이 나타났다. 특히 직원의 내부평가 수준 결과와 유사업종 설문 응답자의 평가수준에는 차이가 있다. 이는 내부조직의 문제점이 있다는 의미이며 프로젝트관리영역 수준 항목에서 많은 격차가 있다. 따라서 프로젝트관리 개선을 위하여 먼저 K사 직원의 의식구조 변화와 시스템을 개선하여야 한다. 이러한 문제점을 개선하는 방안으로 첫째, PMIS도입을 통한 정보의 효과적인 공유와 활용을 한다. 정보공유를 통하여 이해관계자간의 효율적인 의사소통 및 협업이 용이해질 것이다. 둘째, 프로젝트관리 프로세스 표준화개발. 프로세스 표준화는 기업의 원가절감과 경쟁력강화에 필요한 필수요소이다. 마지막으로 프로젝트 성숙도 3단계 달성이다. 프로젝트 수행 중 파악된 문제점들이 기록되어 관리됨으로써 다른 기능의 팀과 통합적인 업무를 할 수 있게 되므로 체계화 된 프로젝트 관리능력을 지니게 된다. 이 세 가지 해결방안만 성공하여도 K사는 프로젝트관리 역량을 높일 수 있을 것이다. | ABSTRACT

Improvement of PM Maturity with Implementation of PMIS

Park, Joo Hwan Department of Industrial Engineering Graduate School Of Industrial Engineering, Management & Design Hanyang University

Project management is becoming an important area in all industries. In particular, it holds a more important position in the plant industry. In the 2000s, local plant businesses have shown excellent competency in performance with the cost and the term of works yet failed to be evaluated as the best in the global market as compared with foreign advanced companies probably because they lack management capability for a variety of complicated plant projects. Company K in this study has been a manufacturer of large-scale equipment supplying thermal energy at home and aborad over about 40 years and highly evaluated for the quality of products and customer satisfaction, but this study made no serious and in-depth examination of the level of its project management. Company K showed a problem of being poor at information sharing due to its corporate properties. In this context, this study investigates the improvement in PM maturity of the company through introduction of PMIS. The results show strengths and weaknesses of project management in Company K. In particular, there are significant differences between the level of internal evaluation by the staff and that of evaluation by respondents in similar occupation. This implies that there is a problem within the organization, with great gaps in items for the level of project management areas. It is therefore necessary to let the staff of Company C change their mind-set and improve its system in order to improve project management. In order to solve these problems, first, it is necessary to share and use information effectively through introduction of PMIS. Information sharing will make it easy for those concerned to perform communication and cooperation efficiently. Second, it is necessary to standardize the project management process. Finally, it is necessary to achieve three-stage project maturity. Problems revealed in implementing the project were recorded and managed, enabling integrated tasks with a team of other functions and giving systematic project management capacity. Succeeding in these three solutions can enable Company A to improve its project management competency.; ABSTRACT

Improvement of PM Maturity with Implementation of PMIS

Park, Joo Hwan Department of Industrial Engineering Graduate School Of Industrial Engineering, Management & Design Hanyang University

Project management is becoming an important area in all industries. In particular, it holds a more important position in the plant industry. In the 2000s, local plant businesses have shown excellent competency in performance with the cost and the term of works yet failed to be evaluated as the best in the global market as compared with foreign advanced companies probably because they lack management capability for a variety of complicated plant projects. Company K in this study has been a manufacturer of large-scale equipment supplying thermal energy at home and aborad over about 40 years and highly evaluated for the quality of products and customer satisfaction, but this study made no serious and in-depth examination of the level of its project management. Company K showed a problem of being poor at information sharing due to its corporate properties. In this context, this study investigates the improvement in PM maturity of the company through introduction of PMIS. The results show strengths and weaknesses of project management in Company K. In particular, there are significant differences between the level of internal evaluation by the staff and that of evaluation by respondents in similar occupation. This implies that there is a problem within the organization, with great gaps in items for the level of project management areas. It is therefore necessary to let the staff of Company C change their mind-set and improve its system in order to improve project management. In order to solve these problems, first, it is necessary to share and use information effectively through introduction of PMIS. Information sharing will make it easy for those concerned to perform communication and cooperation efficiently. Second, it is necessary to standardize the project management process. Finally, it is necessary to achieve three-stage project maturity. Problems revealed in implementing the project were recorded and managed, enabling integrated tasks with a team of other functions and giving systematic project management capacity. Succeeding in these three solutions can enable Company A to improve its project management competency.