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

초록

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.

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