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NTIS 바로가기디지털융복합연구 = Journal of digital convergence, v.18 no.6, 2020년, pp.187 - 196
이수인 (경북대학교 경영학부 일반대학원) , 김상현 (경북대학교 경영학부)
We tried to do research on main views(risk and knowledge-based) and propose user knowledge as a factor to be managed in order to strengthen the performance. This study empirically analyzed the user-related and project management risk that affect the IT project performance, and verified user knowledg...
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핵심어 | 질문 | 논문에서 추출한 답변 |
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프로젝트 관리의 성과는 어떤 요소로 평가하는 것이 보통인가? | 이때 프로젝트 관리 성과는 비용, 시간, 품질 목표가 적절한 방법으로 수행되고 확보되었는지를 의미하는 데 반해, 프로젝트 산출물 성과는 최종산출물이 갖는 효과를 의미한다. 프로젝트 관리의 성과는 시간(Time; Period), 비용(Cost; Budget), 범위(Scope; Quality and Functionality)의 3가지 요소로 평가하는 것이 보통이다[14-17]. 통상 성공적인 프로젝트라고 하면 위의 3가지 요소를 모두 충족하면서, 고객의 만족을 얻어낸 프로젝트를 의미한다[18,19]. | |
프로젝트 관리 위험이란 무엇인가? | 프로젝트 관리 위험은 프로젝트 관리자의 계획과 통제, 그리고 팀 활동의 조정을 의미하며, 이것들이 효과적일수록 성과가 높다고 할 수 있다[8,9]. Liu et al. | |
프로젝트에 대한 정의는 연구자마다 다르지만 어떤 공통된 특성이 있는가? | 프로젝트(Project)에 대한 정의는 연구자마다 다르지만, 몇 가지 공통된 특성이 있다. 첫째, 정해진 일정(시작·끝)과 예산이 있다. 둘째, 구체적이고 명확하며 고유한 목표를 가지고 있다. 셋째, 조직(팀) 단위로 수행된다. 마지막으로 체계적이고 조직화 된 방식으로 과업을 수행한다는 점이다. 프로젝트 관리는 통합, 범위, 시간, 비용, 품질, 인적자원, 의사소통, 위험, 조달, 이해관계자 등 10개의 지식영역을 관리하는 47개의 프로세스로 이루어져 있으며, 이것들은 5개의 프로세스 그룹으로 묶일 수 있다. |
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