PUBLICATIONS and
PRESENTATIONS
ACADEMIC JOURNALS
(PEER-REVIEWED)
45. “Evolution of Risk
Management Practices at
the Department of Education” with J. Keleher.
44. “How do Innovation Transform Project-Based
Organizations in the Changing Global Environment?” with S.J.
Choi and S.H. Han.
43. “Effects of Project
Changes and their
timing of occurrence on Cost Performance” with J. Park.
42. “Design Completeness,
Adaptability, and the
Choice of Project Delivery” with J. Park.
Submitted
for Review, Re-Reviewed, or Under Revision
41. “Scheduling Procurement Auctions for Mega Projects” Under Review.
Accepted
or Published
40. Patanakul, P., Kwak, Y.H., Liu,
M., and Zwikael, O. (2016). “What
Impacts the
Performance of Large-Scale Government Projects?”, International
Journal
of Project Management, 34(3), 452-466. DOI:
10.1016/j.ijproman.2015.12.001
ABSTRACT: Government projects and programs contribute to
national growth at a great magnitude. However, records show
that they are not well managed, even when project teams follow
established project management principles. As a result, this
study aimed at identifying key characteristics of government
projects and programs, and recommending how they can be used
to improve performance. This paper analyzed 39 public projects
undertaken in the U.S., UK, and Australia and reviewed
officially by the national audit offices and government
agencies, including the Los Angeles Metro, London Heathrow's
Terminal 5, and the fatal Australia's Homeowner Insulation
Program. Based on this analysis the paper suggests six key
characteristics, 17 practical recommendations, and six
research propositions. These findings can support government
project managers to utilize project management approaches
according to project characteristics. This paper can support
policy makers and government officials in improving the
approaches for the management of government projects and
programs.
39. Ahn, Y.H., Kwak, Y.H., and
Suk, S.J. (2016) “Contractor’s
Transformation
Strategies for Adopting Building Information Modeling (BIM)”,
Journal of
Management in
Engineering, 32(1), DOI: 10.1061/14(ASCE)ME.1943-5479.0000390
ABSTRACT: The construction industry is beginning
to utilize
building information modeling (BIM), benefiting from the
improved visualization
and productivity, better coordination of construction
drawings, building
documents that contain embedded links to virtual information,
faster delivery,
and lower costs. However, construction companies often find it
challenging to
reorganize their company’s organizational structure to take
full advantage of
these benefits of BIM adoption and implementation. This study
explores
contractor’s transformation strategies that will enable them
to successfully
adopt and implement BIM for major construction projects.
In-depth case studies
from large contractors capture the benefits of BIM
implementation, the
appropriate organizational structure, the training and
education program, the
cost related to BIM implementation, including software and
hardware investment,
the relationship with other stakeholders, and the future
recommendations to
implement BIM for their construction projects. This study
provides an overall
framework and organizational transformation strategies for
contractors trying
to adopt BIM to maximize the potential benefits achieved in
their projects and
organizations.
38. Kwak, Y.H., Sadatsafavai, H., Walewski, J.,
and Williams, N.L. (2015) “Evolution
of
Project Based Organization (PBO): A Case Study”, International
Journal
of Project Management, 33(8),
1652-1664. DOI: 10.1016/j.ijproman.2015.06.004
ABSTRACT: Little research has been conducted on
how project-based
organizations navigate internal and external pressures to
develop and improve
project competences over time.
Using a
cases study approach, this paper examines the development and
implementation of
project based organization over a period of 30 years. Overall,
the evolution of
project management competencies in the organization broadly
followed the
prevailing approaches in improving organizational management
practices
uncovered in review of literature. The organization’s
capability to adopt and
implement project management frameworks improved over time as
senior managers
became more masterful at matching improvement actions into the
organizational
context. This research also presents how a systematic approach
of project
management maturity models for identifying and implementing
project management
practices and processes can increase the effectiveness and
comprehensiveness of
overall management practices. The study concludes with a
series of
recommendations in further improving project management
practices and processes
in project-based organizations.
37.
Li,
Y., Lu, Y., Kwak, Y.H., and Dong, S.
(2015) “Developing
A
City-Level Multi-project Management Information System for
Chinese
Urbanization”, International
Journal
of Project Management,
33(3), 510-527. DOI:
10.1016/j.ijproman.2014.06.011
ABSTRACT: The unprecedented Chinese urbanization
leads to massive
government-funded construction projects. In most cities, a
special project
management mode called “Agent
Construction Model (ACM)”has
been adopted to manage and govern these projects under the
same umbrella of
administrative standards. The ACM integrates all available
government resources
to complete the urbanization projects but meanwhile it faces
great challenges
from overwhelming complex information and information
processing. This study
presents the development of a city-level multi-project
management information
system to decompose the information processing complexity in
the context of ACM
management mode. The complex adaptive system and two specific
development techniques—adaptive project framework and
modularized
functional design method—are introduced for the system development. The
system was validated
at a typical urbanization city in Changchun, China. This
research complements
the existing project information system by adopting complexity
design
principles and it also provides practical value for managing
large-scale
urbanization projects.
36. Ghosh, S., Buckler, L., Skibniewski,
M., Negahban, S., and Kwak, Y.H. (2014) “Organizational
readiness
to undertake sustainability projects: A Case Study”. Technological and Economic Development of
Economy, 20(1), 1-24.
DOI:
10.3846/20294913.2014.850755
ABSTRACT: Sustainable development represents
a major
challenge of the 21st century. Organizations use projects to
implement
strategic corporate objectives, exploring sustainable
development from a
project management perspective is imperative. While current
project management
techniques are well defined in terms of content and process to
manage the
budget-scope-time constraint, availability of organization
resources and
ability to adopt project governance strategies in a changing
business
environment, like incorporating sustainability in business
process is
ambiguous, literature has not explored how to cope with a
normative situation
like sustainability. We consider
Small-to-Mid-Size-Construction-Organizations
(SMSCOs), which makes up the largest portion of the
project-based industry and
are most impacted by new government regulations, as our
population of interest.
This paper addresses two primary objectives in relation to
organizational
resources available for SMSCOs: to identify an organization’s
shortcomings in
undertaking a sustainable project, and to identify means for
improving
organizational readiness to
cope with governance of sustainable projects.
A case study with a
SMSCO to understand activities, resource availability, and how
to improve
organization readiness to undertake projects related to
sustainability is
discussed. A conceptual framework is presented for the
adoptive project
governance process to ensure resource constrained
organizations like SMSCO’s
can align better to govern such projects.
35.
Choi,
S., Kim, D.Y., Han, S.H., and Kwak,
Y.H. (2014) “Conceptual
Cost
Prediction Model for Public Road Planning via Rough Set
Theory and
Case-Based Reasoning”, Journal of Construction
Engineering and
Management, 140(1), 04013026. DOI:10.1061/(ASCE)CO.1943-7862.0000743.
ABSTRACT: Long-term transportation policies
require government
officials to predict the cost of public road construction
during the conceptual
planning phase. However, early cost prediction is often
inaccurate because
public officials are not familiar with cost engineering
practices, and
moreover, have limited time and insufficient information for
estimating the
possible range of the cost distribution. This study develops a
conceptual cost
prediction model by combining rough set theory, case-based
reasoning, and genetic
algorithms to better predict costs in the conceptual planning
phase. Rough set
theory and qualitative in-depth interviews are integrated to
select the proper
input attributes for the cost prediction model. Case-based
reasoning is then
applied to predict road construction costs by considering
users’ difficulties
in the conceptual policy planning
phase. A genetic
algorithm is also used to assist the rough set model and
case-based reasoning
model to obtain optimal solutions. The result of the analysis
shows that the
proposed conceptual cost prediction model is reliable and
robust compared to
the existing cost prediction model.
34. Kwak, Y.H., Walewski, J., Sleeper, D., and Sadatsafavi,
H. (2014) “What
Can
We Learn from The Hoover Dam: that Influenced Modern Project Management?”
International Journal of Project
Management, 32(2),
256-264. DOI:10.1016/j.ijproman.2013.04.002.
ABSTRACT: The Hoover Dam was completed two
years ahead of
schedule and under budget despite political, economical,
technical, and
organizational obstacles. Previous literature regarding the
Hoover Dam project
focused primarily on the aspects of design, engineering, and
construction, with
minimal analysis or discussions on project and program
management techniques
unique to this undertaking. This paper examines project and
program management
practices applied to the building of the Hoover Dam, and
discusses how these
factors contributed to the establishment and evolution of
modern project
management principles, tools, and techniques. A historical
review of the Hoover
Dam project reveals that the project team implemented a number
of innovative
strategies and practices that are comparable to critical
success factors for
today’s megaprojects to overcome monumental project challenges
and obstacles.
This paper conveys the organizational and managerial best
practices and
presents lessons learned associated with the planning and
construction of the
Hoover Dam project.
33.
Choi,
K. Haque, M., Lee, H.W., Cho, Y.
and Kwak, Y.H.
(2013) “Macroeconomic
Labor
Productivity and Its Impact on Firm’s Profitability” Journal
of The
Operational Research Society, 64, 1258–1268. DOI:10.1057/jors.2012.157
ABSTRACT: The construction industry is one of the
largest sectors
in the
32.
Lee,
G. and Kwak, Y.H.
(2012) “Open
Government
Implementation Model: A Stage Model for Achieving Increased
Public
Engagement” Government
Information
Quarterly, 29(4), 492-503. DOI:10.1016/j.giq.2012.06.001
ABSTRACT:
Social media has opened up unprecedented new possibilities of
engaging the
public in government work. In response to the Open Government
Directive U.S.
31.
Kwak, Y.H., Park, J, Chung, B., Ghosh, S. (2012) “Understanding
End
Users’ Acceptance of Enterprise Resource Planning (ERP)
System in
Project-Based Sectors” IEEE
Transactions
on Engineering Management, 59(2), 266-277. DOI:10.1109/TEM.2011.2111456
ABSTRACT: This study aims at providing an
alternative view of
users’ Enterprise Resource Planning (ERP) acceptance. Despite
the large body of
literature, there are still empirical inquiries to investigate
the ERP system
implementation from end-users’ perspectives as well as from
different
organizational contexts. To address these issues, we set a
project-based sector
as our population of interest and seek to understand how
project management
practices are interrelated with end-users’ cognitive
perception, and in the
end, with their behavioral intention of using the ERP system.
In doing so, this
study incorporates the best practices of ERP system
implementation projects,
internal support, external (consultant) support, and
functionality selection,
into the extended Technology Acceptance Model (TAM) that
includes belief constructs and socio-environmental construct
(subjective norm). The
empirical analyses show that managerial
practices and socio-environmental factor are significantly
related to the
original TAM variables in the context of ERP system. One of
the interesting
findings is the negative effect of consultant support on
perceived usefulness,
but positive effect on the perceived ease of use, suggesting a
useful reference
for future research. This study extends existing literature by
investigating
potential managerial and socio-environmental factors affecting
user adoption
behavior in a different organizational context. This study
would also benefit
project-based sectors by offering valuable managerial insights
which enable
them to appreciate and improve end-users’ ERP system
acceptance and
utilization.
30. Choi, K. Kwak,
Y.H. Pyeon, J., and Son, K.
(2012) “Schedule
Effectiveness
of Alternative Contracting Strategies for Transportation
Infrastructure Improvement Projects” Journal of Construction
Engineering and
Management, 138(3), 323-330, DOI:10.1061/(ASCE)CO.1943-7862.0000431.
ABSTRACT: Incentive/Disincentive (I/D) and
Cost-plus-Time (A+B) are
the two most widely used alternative contracting strategies to
implement public
transportation infrastructure projects in the
29. Kwak, Y.H. and
Anbari, F.T. (2012) “History,
Practices,
and Future of Earned Value Management (EVM) in Government:
Perspectives from NASA” Project
Management
Journal, 43(1), 77-90. DOI:10.1002/pmj.20272.
ABSTRACT: The goal of this research is to explore
the history,
practices, and future of the Earned Value Management (EVM)
method in
government, and seek opportunities and suggestions for wider
implementation of
EVM for managing, measuring, and controlling project
performance and progress.
First, this study reviews historical background and evolution
of EVM
implementation in government. Then, current practices for
implementing EVM are
discussed through examination of EVM adoption and
implementation at NASA. The
research shows that NASA receives substantial project
management value from its
implementation of EVM, promotes consistent practices across
the agency, and
provides effective training on leadership, scheduling, EVM,
and data analysis.
This study also provides recommendations to improve and
broaden the
applications of current EVM and project management practices
to other
government programs and projects. Findings of this research
contribute to the
management of performance of future projects and programs and
encourage the
project management community to review, rethink, and advance
the application of
EVM.
28. Choi, K. and Kwak,
Y.H. (2012) “Decision
Support
Model for Incentives/Disincentives Time-Cost Tradeoff”,
Automation
in Construction,
21(1), 219-228. DOI:10.1016/j.autcon.2011.06.006.
ABSTRACT: Offering contractors a monetary
incentive for early
project completion provides agencies with an innovative means
to expedite
construction. To be effective, the incentive amount should
exceed the
Contractor’s Additional Cost (CAC) for completing the project
early. Yet,
estimating CAC poses a major challenge to agencies because of
contractors’
reluctance to disclose information about their profits. This
study introduces a
predictive, quantitative model that estimates realistic CACs
by combining an
existing schedule simulation technique with a regression
method. An innovative,
reliable tool called Construction Analysis for Pavement
Rehabilitation
Strategies (CA4PRS) was used for the simulation. Using CA4PRS,
a set of
contractors’ time-cost tradeoff data was created and a linear
regression
analysis was performed to predict CAC growth rate by analyzing
how the CAC
interacts with the agency’s specified schedule goal. The
robustness of the
proposed model was also validated through two case studies.
This model can
assist decision-makers in estimating better optimal incentive
amounts.
27. Li, Y., Lu, Y., Kwak,
Y.H., Le, Y.,
and He, Q. (2011) “Social
Network
Analysis and Organizational Control in Complex Projects: A
Construction
Case of EXPO 2010 China”, Engineering
Project Organization Journal, 1(4), 223-237. DOI:
10.1080/21573727.2011.601453.
ABSTRACT: Social network analysis (SNA) has been
widely used to
explore the existence and strength of connections among
various actors within
an organization. Recently, understanding and interpreting
social aspects in
project organization have gained great interests in project
management
research. Consequently, there is a need to analyse
complex project organization (CPO) by using SNA with
increasing numbers of
large-scale and complex projects. The goal of this research is
to better
appreciate the social network relations in a CPO environment
and to improve the
organizational efficiency and team performance through new
organizational
control mechanisms (OCMs). This study first discusses a
multi-level social
network framework with a focus on the CPO where major
analytical components of
the framework are presented including modeling elements and
structures and
preferred parameters. Next, social network-oriented OCM and
strategies are
illustrated and compared with regular organizational controls.
To examine the
mentioned SNA framework and strategy, this study employs a
construction case of
EXPO 2010
26.
Ryoo, B.Y., Skibniewski,
M.J.,
and Kwak, Y.H. (2010) “Web-based
Construction
Project Specification System”, Journal of
Computing in Civil
Engineering, 24(2), 212-221. DOI: 10.1061/(ASCE)0887-3801(2010)24:2(212)
ABSTRACT: Due to discrepancies and multiple
ownerships in
construction specifications in
25.
Kwak,
Y.H. and Smith, B. (2009) “Managing
Risks
in Mega Defense Acquisition Projects: Performance, Policy,
and
Opportunities” International
Journal
of Project Management, 27(8), 812-820. DOI:10.1016/j.ijproman.2009.02.002
ABSTRACT: This research explores key aspects
involved in the
process of managing risk associated with projects within the
US Department of
Defense (DOD). First, various US Government Accountability
Office reports are
analyzed to identify the strengths and weaknesses of the DOD’s
overall program
management practices, as well as individual projects. Then,
the evolution and
progress of United States Army’s Future Combat Systems project
is examined in
detail as a case study to substantiate the argument that
insufficient risk
management has contributed to project delays and cost overruns
significantly.
Poor risk management practices and performance are not unique
to the Army, but
arises from a system bred into the process of gaining approval
to implement
projects in the DOD. Incorporating an executable risk
management plan in the
planning phase and filling key positions with personnel
trained to recognize
sound proposals from contractors would make significant
strides toward
improving overall project management practices in the DOD.
24. Kwak, Y.H. and Ingall,
L. (2009) “Exploring
Monte
Carlo Simulations Applications for Project Management” IEEE
Engineering
Management Review, 37(2), 83-91. DOI:
10.1109/EMR.2009.5235458. Reprint
from Risk Management: An International Journal, 9(1), 44-57.
ABSTRACT:
23.
Chung, B., Syachrani, S., Jeong, H.S., and Kwak,
Y.H. (2009)
“Applying Process Simulation Technique to Value Engineering
Model: A Case Study
of Hospital Building Project” IEEE
Transactions
on Engineering Management, 56(3), 549-559. DOI:10.1109/TEM.2009.2013831
ABSTRACT: Applying Value Engineering (VE) in a
construction project
has proven to be an effective way to save the cost of a
project. Different VE
models have been developed and used in construction projects
in the past. One
common attribute of construction projects is the dependence of
a highly
qualitative decision-making process: capturing, interpreting,
and quantifying
expert’s subjective judgment. This study proposes an advanced
five-phase VE
model, each phase of which consists of series of steps to
better quantify
subjective opinions of VE team members. Construction
simulation technique
(CYCLONE) is used as a means to minimize the subjectivity in
estimating the
value of different alternatives in terms of time and cost
savings. A case study
shows that the advanced five-phase VE model improves analysis,
assessment, and
decision on value engineering. This new approach has a great
potential to
minimize subjectivity during VE process and improves VE
decision making process
by using quantitatively derived data from the simulation
analysis.
22. Kwak, Y.H. and
Anbari, F.T. (2009) “Analyzing
Project
Management Research: Perspectives from Top Management
Journals” International
Journal
of Project Management, 27(5), 435-446.DOI:10.1016/j.ijproman.2008.08.004
Selected as Science Direct Top 25 Hottest
Articles in
International Journal of Project Management.
ABSTRACT: This paper examines project management
research from the
perspective of its relationship to allied disciplines in the
management field
and provides a view of the progress of project management as a
research-based
academic discipline. This study which is partially
funded by the Project
Management Institute specifically investigates project
management research in
allied disciplines from 18 top management and business journal
publications and
categorizes it into eight allied disciplines. The
evolution and trends of
project management research are analyzed by exploring,
identifying, and
classifying management journal articles on project management
in the allied
disciplines. The analysis of project management research
in the allied
disciplines reveals an explosion of popularity and strong
interest in project
management research. The ranking of occurrences of the
eight allied
disciplines from most to the least appeared subjects over the
last 50 years are
1) Strategy/Portfolio Management; 2) Operations
Research/Decision Sciences; 3)
Organizational Behavior/Human Resources Management; 4)
Information
Technology/Information Systems; 5) Technology
Applications/Innovation; 6)
Performance Management/Earned Value Management; 7) Engineering
and
Construction; and 8) Quality Management/Six Sigma.
Result of this study
help us better understand the evolution of project management
as a field of
practice and an academic discipline, and allow us to provide
suggestions for
future project management research opportunities.
21.
Kwak, Y.H. and
Anbari, F.T. (2009) “Availability
Impact
Analysis of Project Management Trends: Perspectives from
Allied
Disciplines” Project
Management
Journal, 40(2), 94-103. DOI:10.1002/pmj.20111
ABSTRACT: The goal of this research was to analyze
current and
future trends of the allied management disciplines that
influence project
management. We have collected academicians’ and
practitioners’
perceptions on the trends, impact, and challenges relevant to
project
management. We specifically asked about the availability
of knowledge
(articles, literature, and experts) and the potential impact
of allied
disciplines related to project management. We were able
to assess where
the allied disciplines currently stand in terms of
availability and impact as
well as make predictions about the future. The thoughts
and visions
collected from this research provide valuable insights for
identifying trends
in the allied disciplines and their impact on the future of
project management,
as well as the opportunities, challenges, and obstacles.
We believe that
the project management community should be actively engaged in
acquiring
knowledge and participating in major activities of the allied
disciplines to
better understand the emerging and promising practices for the
future.
20.
Han, S.H., Yun, S.M.,
Kim, H., Kwak, Y.H., Park, H.K., and Lee, S.H. (2009)
“Analyzing
Schedule
Delay of Mega Project: Lessons Learned from Korea Train
Express (KTX)”
IEEE
Transactions
on Engineering Management, 56(2). pp. 243-256. DOI:10.1109/TEM.2009.2016042
ABSTRACT: In 2004,
19.
Kwak,
Y.H., Chih, Y., and Ibbs,
C.W. (2009) “Towards
a
Comprehensive Understanding of Public Private Partnerships
(PPP) for
Infrastructure Development” California
Management Review, 51(2), pp.51-78.
ABSTRACT:
Public Private
Partnerships (PPP) have emerged as one of the major approaches
for delivering
infrastructure projects effectively. As a result,
understanding and
enhancing knowledge of PPP continue to be a matter of
significance and
importance. During the past decades, practitioners and
researchers
studied wide range of topics of PPP. The purpose of this
paper is to
collect, codify, and consolidate previous studies and
conceptualize a PPP
framework for infrastructure development. This paper
discusses
definitions, types, examples of worldwide applications, as
well as benefits and
obstacles of PPP by conducting extensive literature review on
PPP-related
research over the last 20 years. The syntheses of the
knowledge present
rational and practical foundations from which the laws,
regulations, and
guidelines for effective and successful PPP implementation can
be
established. The analyses of literatures reveal that PPP
can create new
and long-term business opportunities with a chance to deliver
infrastructure
services of higher quality and efficiency. However,
these benefits will
only be materialized when a PPP project is properly planned
and managed and
both the public and private sectors work together
successfully.
18.
Chung, B., Skibniewski, M.J., and
Kwak,
Y.H. (2009) “Developing
Enterprise
Resource Planning (ERP) Systems Success Model for
Construction
Industry” Journal
of Construction
Engineering and Management, 135(3). pp. 207-216.
DOI:10.1061/(ASCE)0733-9364(2009)135:3(207)
ABSTRACT: Recently, a significant proportion of
major construction
companies embarked on the implementation of integrated
Information Technology (IT)
solutions such as Enterprise Resource Planning (ERP) systems
to better
integrate various business functions. However, these
integrated systems in
construction sector present a set of unique challenges,
different from those in
the manufacturing or other service sector. There have been
many cases of
failure in implementing ERP systems, so it is critical to
identify and
understand the factors that largely determine the success or
failure of ERP
implementation in construction industry. This paper presents
the process of
developing ERP systems success model to guide successful ERP
implementation and
to identify success factors for ERP systems implementation.
The paper
identifies factors affecting the success and failure of ERP
systems, and
designs a success model to analyze the relationships between
key factors and
the success of such systems. The proposed ERP systems success
model adapts
Technology Acceptance Model and DeLone
& McLean’s
IS Success Model and integrates those with key project
management principles.
The goal of ERP systems success model is to better evaluate,
plan, and
implement ERP projects and help senior managers make better
decisions when
considering ERP systems in their organization.
17.
Chung, B., Skibniewski, M.J.,
Lucas, Jr., H.C., and Kwak, Y.H.
(2008) “Analyzing
Enterprise
Resource Planning (ERP) Systems Implementation Success
Factors in
the Engineering-Construction Industry” Journal of
Computing in Civil
Engineering, 22(6). pp. 373-382. DOI:10.1061/(ASCE)0887-3801(2008)22:6(373)
ABSTRACT:
16. Kwak, Y.H. and
Dixon C.K. (2008) “Risk
Management
Framework for Pharmaceutical Research and Development
Projects” International
Journal
of Managing Projects in Business, 1(4). pp.
552-565. DOI:10.1108/17538370810906255
ABSTRACT: Purpose: The purpose of this
paper is to identify best
practices from high-technology industries that face many of
the same challenges
around uncertainty, complexity, and risk that are faced by the
pharmaceutical
industry. Design/methodology/approach: This research has conducted an extensive review of
risk management
literature and research conducted in high technology
industries to collect some
of the key best practices for high-risk research projects. Findings: A literature review of recent
risk management
publications from three high-technology industries yielded
thirteen best
practices in project risk management that could potentially be
applied to
pharmaceutical R&D projects to improve managing risks and
uncertainties of
managing projects. By reviewing these lessons learned from
industries that
share many of the challenges of the pharmaceutical R&D
projects, it is
suggested that the implementation of risk management in the
context of drug
development projects will require adaptation to the specific
needs and
challenges. Research
limitations/implications: Implementing a risk
management process is very challenging for pharmaceutical
R&D projects, as
there are high degrees of complexity, uncertainty, and large
amounts of
resources at stake. Many of the techniques could be applied to
all stages of
drug development, but some are clearly most applicable to
particular stages.
Some will work for small, medium and large pharmaceuticals,
though the way they
are implemented should be modified to meet the needs and
resources of the
particular company. Practical implications: This study will serve as a basis for exploration
and discussion that
will result in controlled application and experimentation with
these
approaches, and this in turn could lead to real improvements
in the use of risk
management in pharmaceutical companies. Originality/value:
An exploration of the
methods they have employed to address risk in R&D
projects, as well as the
outcomes of the application of those methods, should reveal
tools, techniques,
processes, training, and approaches that can be effectively
applied to
pharmaceutical development projects, and support the value of
spending
resources to employ risk management practices. Key Words:
Project Management,
Risk Management, Pharmaceutical Industry, Research and
Development. Project
Article Type: Conceptual Paper
15.
Kwak, Y.H.,
Watson, R.J., and Anbari, F.T. (2008) "Comprehensive
Framework
for Estimating the Deployment Cost of Integrated Business
Transformation Projects" International
Journal
of Managing Projects in Business, 1(1). pp.
131-139. DOI:10.1108/17538370810846469
ABSTRACT: Purpose: This paper is a summary of a
successfully
defended doctoral dissertation (Watson, 2007). The
purpose of this paper
is to place this research in context to emerging areas of
project management
and Service Science, Management and Engineering (SSME) and to
encourage others
to embark on further research related to this important topic.
Paper Type: A
doctoral dissertation review as a research note. Approach:
Results reported in
this paper were based upon action learning from research in
which a project
management tool for estimating deployment cost was developed
by capturing the
knowledge of Subject Matter Experts (SMEs) and subsequently
tested against
projects from various geographic areas. Findings: There were
two primary
findings. A development and analysis of the conceptual
estimating
framework supports the assertion that the use of the framework
provides an
awareness of the project that may not otherwise be observed
or, at best, would
be observed later in the life of the project and potentially
addressed at a
higher cost. A strong association has been found between
the conceptual
estimate produced by the comprehensive framework and the
conceptual estimate
produced manually through the use of subject matter experts.
Implications:
Research efforts on processes and methodologies for conceptual
estimating of
human resource hours (cost) are mainly focused on software
application
development but not fully studied and applied to the
subsequent deployment and
adoption of the technology. One factor that contributes
to this situation
is the intensive use of SMEs required for estimating. By
limiting the amount of
recurring time requests of SMEs, it is proposed that more
organizations would
utilize a conceptual estimating framework and receive its
associated benefits.
Value of the paper: From academic perspective, the synthesis
of the technology
management, business processes, and the conceptual estimating
framework
enhances the body of knowledge of project management. For
practical
applications, the method and framework employed can be
utilized to build
functioning conceptual estimating tools for deployment, which
may lead to
expense savings during the estimating process and, as this
study surmises, will
lead to more effective project management, control, and
implementation.
14.
Kwak, Y.H. and Ingall, L.
(2007) “Exploring
Monte
Carlo Simulation Applications for Project Management” Risk
Management: An
International Journal, 9(1), pp. 44-57. DOI:10.1057/palgrave.rm.8250017
ABSTRACT:
13.
Kwak, Y.H. and
Anbari, F.T. (2006)
“Benefits, Obstacles, and Future of Six Sigma Approach”
Technovation: The
International Journal
of Technological
Innovation,
Entrepreneurship
and Technology Management, 26(5-6), pp. 708-715.
DOI:10.1016/j.technovation.2004.10.003
ABSTRACT: Understanding the key features,
obstacles, and
shortcomings of the six sigma method allows organizations to
better support
their strategic directions, and increasing needs for coaching,
mentoring, and
training. It also provides opportunities to better implement
six sigma
projects. This paper examines the evolution, benefits, and
challenges of six
sigma practices and identifies the key factors influencing
successful six sigma
project implementations. It integrates the lessons learned
from successful six
sigma projects and considers further improvements to the six
sigma approach.
Effective six sigma principles and practices will succeed by
refining the
organizational culture continuously. Cultural changes require
time and
commitment before they are strongly implanted into the
organization.
12.
Kwak, Y.H. and
Watson, R. (2005)
“Conceptual Estimating Tool for Technology-Driven Projects:
Exploring
Parametric Estimating Technique” Technovation: The
International Journal
of Technological
Innovation,
Entrepreneurship
and Technology Management, 25(12), pp.1430-1436.
DOI:10.1016/j.technovation.2004.10.007
ABSTRACT: This paper examines parametric
estimating technique
applied to technology-driven projects. Parametric cost
estimating is a widely
used approach for bidding on a contract, input into a cost
benefit analysis, or
as the pre-planning tool for project implementation. Extensive
literature
reviews suggest that effective parametric estimating
methodology is becoming an
essential tool for technology-driven organizations. The use of
parametric
estimating in budgeting, scheduling, and control of projects
will enhance the
ability of project management organizations to effectively and
efficiently
utilize valuable resources. The benefit of parametric
estimating is to use as
an estimating model for better determining potential resource
requirements
during the project pre-planning and conceptual phase.
11.
Watson, R. and Kwak,
Y.H. (2005) “Development
of
a Parametric Estimating Model for Technology-Driven
Deployment Project” ICFAI
Journal
of Operations Management, August, 2005. Reprint of
Watson, R.
and Kwak, Y.H. (2004) “Development of a Parametric Estimating
Model for
Technology-Driven Deployment Project” 2004 Winter Simulation
Conference,
10.
Kwak. Y.H. and LaPlace, K
(2005)
"Examining Risk Tolerance in Project-driven Organization"
Technovation: The
International Journal
of Technological
Innovation,
Entrepreneurship
and Technology Management, 25(6), pp.691-695. DOI:10.1016/j.technovation.2003.09.003
ABSTRACT: Risk tolerance is often misunderstood or
overlooked by project
managers. The levels and perspectives of risk tolerance are
dynamic throughout
the project lifecycle. Risk tolerance has three different
perspectives when you
are involved in a project. The firm’s risk tolerance varies
according to the
firm’s financial stability and project diversification. A
project manager’s
risk tolerance is affected by job security and corporate
culture. The
stakeholder’s risk tolerance is influenced by project
objective. Unfortunately,
failures in communication between the stakeholder and project
manager are quite
common because there are few applicable tools available to
support the process.
The project success will depend on agreeable level of risk
tolerance and
support of compensation policies, corporate culture,
performance reviews, and
early risk management planning.
9.
Kwak, Y.H. and
Stoddard, J. (2004) "Project
Risk
Management: Lessons Learned from Software Development
Environment"
Technovation:
TheInternational
Journal of Technological
Innovation,
Entrepreneurship
and Technology Management, 24(11), pp.915-920. DOI:10.1016/S0166-4972(03)00033-6
ABSTRACT: The challenges and realities in applying
effective
software risk management processes are difficult, especially,
integrating the
risk management processes into software development
organizations. However, the
benefits of implementing effective risk management tools and
techniques in
software development project are equally great. Current
perceptions and emerging
trends of various software risk management practices are
reviewed and risks
specific to software development projects are identified.
Implementing
effective risk management process will succeed by changing the
organizational
culture. This paper addresses lessons learned from
implementing project risk
management practices in software development environment.
8.
Ibbs,
C.W., Kwak, Y.H.,
Ng, T., and Odabasi (2003)
"Project Delivery Systems and Project Change: Quantitative
Analysis"
Journal of
Construction Engineering
and Management, 129(4), pp. 382-387. DOI:10.1061/(ASCE)0733-9364(2003)129:4(382)
ABSTRACT: Design/build has become one of the
favorable project
delivery methods in the engineering construction industry.
Numerous studies
advocated the use of design/build over traditional
design/bid/build delivery
approach. A comprehensive analysis of sixty-seven global
projects from
Construction Industry Institute's database shows that
design/build projects may
not provide all the benefits to project performance. The study
found time
saving was a definitive advantage of design/build project
delivery, however,
the positive effects of cost and productivity changes were not
convincing.
Based on the result of the study, the project management
expertise and
experience of the contractor may have a greater impact on
project performance
outcomes than focusing on project delivery strategy only.
7.
Jacob, W.F. and Kwak,
Y.H. (2003) "In
Search
of Innovative Techniques to Evaluate Pharmaceutical R&D
Projects" Technovation:
The
International Journal of Technical Innovation,
Entrepreneurship and
Technology Management, 23(4), pp. 291-296. DOI:10.1016/S0166-4972(01)00116-X
ABSTRACT: This paper is a conceptual paper that
examines a new
integrative evaluation approach for pharmaceutical R&D
projects. It
describes recent changes in the health care economy and the
underlying
scientific and technological revolution that has markedly
altered the business
environment in which the pharmaceutical industry operates.
Changes in cost and
technology resulted from managed care organizations,
marketing, generic drugs,
new drug development risk, and scientific and technological
evolution forced to
think a new way to evaluate R&D project in the early phase
of the project.
These changes have placed increased emphasis on the need for
improvements in
technology management methodologies. A real options approach,
especially when
combined with other project risk management processes, offers
a significant improvement
in project selection and review, and resource allocation
decisions.
6.
Kwak, Y.H. (곽영훈) (2002)
"Investigating
Project
Management Practices and Processes in 4 Different Sectors (프로 젝트관리기법 도입 및 적용에 대학 4개 산 업 비교 및 분석)"
Korean
Management Review
(경영학 연 구)
(Flagship journal of Korean
Academic Society of Business Administrations), 31(5),
1165-1183. (In
Korean, abstract in English)
5.
Kwak, Y.H. and Ibbs, C.W.
(2002) "Project
Management
Process Maturity Model" Journal of
Management in
Engineering, 18(3), pp. 150-155. DOI:10.1061/(ASCE)0742-597X(2002)18:3(150)
ABSTRACT: This paper presents the Project
Management Process
Maturity (PM)2 model that
determines and positions
organization's relative project management levels with other
organizations. The
comprehensive model follows a systematic approach to establish
an
organization's current project management level. Each maturity
level consists
of major project management characteristics, factors, and
processes. The model
evolves from functionally driven organizational practices to
project driven
organization that incorporates continuous project learning.
The (PM)2 model provides
an orderly, disciplined process
to achieve higher levels of project management maturity.
4.
Kwak, Y.H. (2002)
"Analyzing Asian Infrastructure Development Privatization
Market"
Journal of
Construction Engineering
and Management, 128(2), pp. 110-116. DOI:101061/(ASCE)0733-9364(2002)128:2(110)
ABSTRACT: Concession agreement is one of the
infrastructure
privatization models. In
3.
Ibbs,
C.W., Wong, C and Kwak, Y.H. (2001). "Project
Change
Management System" Journal of
Management in
Engineering, 17(3), pp. 159-165. DOI:10.1061/(ASCE)0742-597X(2001)17:3(159)
ABSTRACT: Changes in projects are common and may
be deleterious or
beneficial whether you see a change as a conflict or a
valuable lesson depends
only on your prospective. Project Changes affect the cost, the
scheduling, and
the duration of projects, both directly and indirectly.
Despite many articles
and discussion in practice and academic literature, there is a
lack of
information about systematic approaches to manage project
change. This paper
introduces a comprehensive project change management system
that is founded on
five principles: Promote a balanced change culture, Recognize
change, Evaluate
change, Implement change, and continuously improve from
lessons learned. By
applying project change management system, project
participants can implement
to minimize deleterious change and promote beneficial change.
2.
Kwak,
Y.H., and Ibbs, C.W.
(2000), "Calculating
Project
Management's Return on Investment" Project
Management
Journal, 31(2), pp. 38-47.
ABSTRACT: This paper describes a procedure that
can help managers
measure their return on investment for project management
(PM/ROI). Current PM
processes and practices of 38 different companies and
government agencies in 4
different industries or application areas were quantitatively
examined. A PM
benchmarking procedures was developed and used to assess the
PM process
maturity of these different organizations. A 5 level
1.
Ibbs,
C.W. and Kwak, Y.H.
(2000), "Assessing
Project Management
Maturity" Project
Management
Journal, 31(1), pp. 32-43.
ABSTRACT: The principal goal of this study was to
determine the
financial and organizational impacts of project management.
This study began
with the development of a project management maturity model
and an analysis
methodology to assess the maturity of project management
process. The project
management maturity analysis methodology consists of 148
multiple choice
questions that measure project management maturity and cover 8
knowledge areas
and 6 project phases. The maturity model and methodology were
then applied by
benchmarking 38 different companies and government agencies in
4 different
industries. This assessment methodology provides solid and
comparative studies
on project management practices across industries and
companies within an
industry. It also provides a set of tools for organizations to
use in
identifying key areas of opportunity for improvement in
project management.
BOOKS, BOOK CHAPTERS, or
REPORTS
11.
Kwak,
Y.H. and Keleher, J.B.
(2015). “Risk
Management
for Grant Administration: A Case Study of the Department of
Education” IBM
Center
for the Business of Government. 45 pages.
ABSTRACT: On
behalf of the IBM Center
for The Business of Government, we are pleased to present this
report, Risk
Management for Grants Administration: A Case Study of the
Department of
Education, by Young Hoon Kwak
and Julia B.Keleher, George
Washington University. In
this report, Kwak and Keleher
examine the experience of the U.S. Department of Education in
implementing risk
management initiatives, which it initiated in 2001.During this
period, the
department created its Risk Management Service, and expanded
that office in
2007.At the same time, the department also continued to
refine and revise its
risk management tools, and now uses two new tools: the State
Score Cards and
the Entity Risk Review. This report explains how these two
tools are being used
and provides examples of how risk management tools have been
used to track the
progress of two high risk grantees: Detroit Public Schools and
Puerto Rico.
Based on their examination of the Department of Education’s
experience, Young and
Keleher present a series of
lessons learned and
recommendations for other agencies. A major lesson is that the
use of an
automated, data-driven risk assessment tool enabled the
department to apply
uniform and consistent risk assessment procedures and make
better use of audit
data. The authors also learned that effective risk management
is an iterative
process that requires thoughtful use of existing data sources
and consistent
efforts to incorporate new ones. We hope that government
leaders who are interested
in implementing risk management initiatives will find the
Department of
Education’s experience helpful and instructive as they strive
to improve the
management and oversight of federal funds.
11.
Kwak, Y.H. Liu, M.,
Patanakul, P., and
Zwikael, O. (2014). Challenges
and
Best Practices of Managing Government Projects and Programs.
PMI
Publications, ISBN: 9781628250657, 88 pages.
ABSTRACT: Many government projects and programs are
prolonged for years,
failing to meet the projects’ objectives, wasting taxpayers’
money, or they are
abruptly terminated in the midst of planning or
implementation. Government
funded projects and programs set out to achieve national
growth and enhance the
lives of citizens. They are ubiquitous—and notoriously
unwieldy. Drawing
on an impressive array of large-scale government projects
gleaned from
government audit reports across three major
sectors—infrastructure and
transportation, information systems, and defense—this study
explains why
government projects go wrong and what can be done to improve
their success
rates. Government projects undertaken in the United States,
the UK, and
Australia are examined in relation to non-financial benefits,
political
dynamics, formal project management processes, megaproject
approaches, long product
life cycles, and engagement with multiple stakeholders. With
these
characteristics as a framework, readers gain an understanding
of the unique
characteristics and recurring problems of managing government
projects and
programs. This book offers useful recommendations for
disentangling the
overlapping technological, legal, political, and social
factors affecting these
kinds of projects, including: • Addressing current and future
needs of product
durability, functionality, and flexibility • Considering
public-private
partnerships (PPP) • Splitting programs into smaller, more
manageable projects
• Consulting the business community. Challenges and Best
Practices of Managing
Government Projects and Programs provides a crucial foundation
for practitioners,
researchers, policymakers, as well as constituents to realize
the benefits
governments can bring to their people.
10. Lee, G. and Kwak, Y.H. (2011). “An
Open
Government Implementation Model: Moving to Increased Public
Engagement”
IBM
Center
for the Business of Government. 35 pages.
ABSTRACT: On behalf of the
9. Kwak, Y.H. and Anbari, F.T. (2010). “Project
Management
in Government: An Introduction to Earned Value Management”
IBM
Center
for the Business of Government. 43 pages.
ABSTRACT: On behalf of the
8. Kwak, Y.H. and Anbari, F.T. (2008) "Impact
on
Project Management of Allied Disciplines: Trends and Future
of Project
Management Practices and Research" PMI Publications,
ISBN:
9781933890456. 152 pages. Recipient
of 2008 International
Project Management Association (IPMA)
Outstanding
Research Contributions
Award.
ABSTRACT: Though project management can be traced
back thousands of
years, it is only recently that organizations have begun to
apply systematic
and scientific tools and techniques to manage complex
projects. Recently,
researchers and practitioners have adapted different academic
disciplines to
contribute to the body of knowledge in project management.
Such disciplines as
network scheduling techniques, decision-making tools, resource
allocations and
optimization approaches come from the Management Science
discipline.
Organizational dynamics theories provide insight and recognize
the benefits of
project driven organizations. Supply chain management and
business process
outsourcing have also impacted organizational effectiveness
and attitude on
managing projects. Project management is greatly affected by
allied disciplines
and in return, it influences them. Therefore, innovative
theories, trends and
challenges discovered through investigating allied disciplines
of project management
have important implications and allocations in the future of
project
management. Impact on Project Management of Allied
Disciplines is a
collection of academic studies related to trends in allied
disciplines of
project management and how they might significantly impact
project management
in the future.
7. Kwak, Y.H. (2007). “Evaluating Project Management
Effectiveness of
Boston Big Dig and Three Gorges Dam in China” Chapter 14 in
Project Manager's
Handbook: Applying Best Practices Across Global Industries,
Cleland, D.I. and Ireland,
L.R. (editors), McGraw-Hill. ISBN: 0071484426, Sep.
ABSTRACT: Implementing the processes, practices,
tools, and
techniques of project management are essential to project
success, particularly
for large projects. The requirements, resources, and
complexity of engineering
and construction projects are greatly larger than the average
projects, and
applying project management principles is a must. This chapter
discusses
project management effectiveness of two mega projects in the
engineering and
construction industry. Boston Central/Artery Tunnel project
and Three Gorges
Dam Project in
6. Kwak, Y.H. (2005). "Brief History of Project
Management"
Chapter 1 in The Story of Managing Projects: An
Interdisciplinary
Approach. Carayannis, E.G.,
Kwak,
Y.H. and Anbari, F.T. (editors). Praeger
Publishers.
ISBN: 1-5670-506-2, Feb.
5. Carayannis, E.G., Kwak,
Y.H. and Anbari, F.T. (editors) (2005). The Story of
Managing Projects: An
Interdisciplinary Approach. Praeger
Publishers. ISBN:
1-5670-506-2, Feb.
ABSTRACT: Project management has been practiced
for thousands of
years, but only recently have organizations begun to apply
systematic
management tools and techniques to manage complex projects.
Today's approaches
to project management can be traced directly to methodologies
designed by the
4.
Kwak, Y.H.,
Doherty, J., Mambelli, A., Mourad,
A., and Speranzo, J. (2004) “The
3.
Kwak,
Y.H., Chernyaeva, O.,
Spector, T., and Wu, A.
(2004) “The
2. Ibbs, C.W., Reginato, J.
and Kwak, Y.H. (2004). "Developing Project Management
Capability
– Benchmarking, Maturity, Modeling, Gap Analyses, ROI
Studies". Chapter 48 in The Wiley Guide
to Managing Projects. Peter W.
G. Morris (Editor), Jeffrey K. Pinto (Editor) John Wiley ISBN:
0-471-23302-1.
1440 pages. September 2004.
ABSTRACT: How good are your organization’s Project
Management (PM)
practices? How well do your practices compare with those of
your peers in the
business world? Are you making the appropriate investments in
new PM systems,
processes, and practices? These are the questions that few
firms can answer
directly and accurately. Yet their answers can unlock the gate
to superior
business performance. The first step in understanding an
organization’s PM
effectiveness is to determine its Project Management Maturity
(PMM). By having
a grasp of where a company lies on the PMM spectrum,
management can determine
its PM strengths and weaknesses, which is enormous value in
today’s highly
competitive, project-oriented marketplace. Stated simply, a
company’s PMM is a
measure of its current PM sophistication and capability.
Knowledge about the
most sophisticated PM tools does not necessarily mean that
those complicated
tools will be used on every project. Rather, appropriate
knowledge means that
the firm and its managers understand which PM tool is
appropriate for the
demands of the project. PMM helps gauge such management
wisdom. Once PMM is
known, it can be used to both understand the company’s current
standing and to
develop a roadmap for future improvements in PM processes and
practices. Once
on the path to such PM enlightenment, companies can craft
their PM capabilities
and strategy to enhance competitive advantage and wealth
creation. The purpose
of this chapter is to describe how PMM benchmarking can help
organizations
develop that roadmap. We will do this by first highlighting
the importance of
PMM in today’s competitive marketplace. Secondly, we will
exhibit techniques
for determining current levels of PMM and defining a course
for PMM
improvement. Lastly, we will demonstrate methods to enumerate
the value of PM
improvement to ensure that investments in PM are reaping the
desired returns.
1. Ibbs, C.W. and Kwak,
Y.H., The Benefits of Project Management- Financial and
Organizational
Rewards to Corporations, PMI Publications, Sept. 1997, ISBN:
1-880410-32-X. 90
pages.
ABSTRACT: In today's highly competitive,
resource-scarce,
Internet-time based world, project management has truly come
into its own as an
organizational discipline that must be in top form if the
organization is to
flourish. It's essential, therefore, to establish a
benchmarking process for
users of project management, to assess their levels of project
maturity, and to
formulate ways to improve their levels of project management.
The Benefits of
Project Management is your first step in establishing that
process. This
study presents the organizational and financial benefits to
organizations that
result from the implementation of project management tools,
processes, and
practices. In particular, it looks at the return on investment
that
organizations realize by investing in all aspects of project
management.
The book provides a vehicle for estimating what kind of
project management
return on investment improvement you can expect from taking
certain actions to
increase your project management maturity, enabling you to
justify the
investment of money and effort to achieve their goal. Such
information will
help you better understand the cost effectiveness of project
management. It
will also help you make more prudent project management
investment decisions.
CONFERENCE PROCEEDINGS
(PEER-REVIEWED AND
ARCHIVED ONLY)
43. Choi, S., Han, S.H., and Kwak, Y.H. (2015) “How
do Project-Based
Organizations adapt to the Changing Global Environment?” International Research Network on Organizing by
Projects (IRNOP)
conference, London, UK, June 22-24, 2015.
42. Kwak, Y.H. (2014)
“Managing Government Projects and Programs: Lessons Learned” PMI Global Congress
2014-North America,
Phoenix, AZ, Oct. 26-28, 2014.
41. Kwak, Y.H., Patanakul, P, Liu, M., and Zwikael,
O. (2014) “Lessons Learned from Investigating Large Government
Projects and
Programs” 2014 PMI
Research and Education
Conference, Portland, Oregon, July 27-29, 2014.
40. Sadatsafavai,
H.,
Walewski, J., Williams, N.L., and
Kwak, Y.H. (2014) “Evolution of Project Based
Organization: A Case
Study” 4th Conference
of the
International Network of Business and Management,
Barcelona, Spain, June
25-27, 2014.
39. Ghosh, S., Amaya, L., and
Kwak, Y.H. (2014)
“Knowledge Governance
Model for Successful Projects” 23rd
International Management of Technology Annual Conference,
Washington, DC,
May 22-26, 2014.
38. Park, C. and Kwak, Y.H. (2014) “Project Ecosystem Competency
Model” 23rd
International Management of Technology
Annual Conference, Washington, DC, May 22-26, 2014.
37. Choi, K., Ryoo,
B.Y., and Kwak, Y.H. (2013).
“Cluster-Driven
Life-Cycle Cost Analysis Model for Transportation
Infrastructure Improvement
Projects.” UKC 2013,
East Rutherford,
NJ, August 7-11.
36. Gosh S., Kwak Y.H., and Cheerla
A. (2013) “Dimensions
and Codes of Good Project Governance” 11th
International Research Network on Organizing by Projects
(IRNOP) conference,
ABSTRACT: The rise of attention to projects as
primary vehicle to
execute corporate strategic objectives has questioned if
projects can steer
itself in a difficult situation, which can be done if proper
project governance
is in place. Despite the large body of literature in project
governance and
recent up rise in interests in project governance, there is no
comprehensive
study to understand what is ‘good project governance’?
Borrowing ideas from
social science, the article examine codes of good project
governance. A set of
code of good project governance was developed as a set of
based on a case study
which was conducted to examine the concept of good project
governance and
identify list of observations related to project governance.
This paper aims to
be inclusive rather than exclusive, to encourage discussions
of all the
dimensions of good project governance.
35. Ahn,
Y.H. Kwak, Y.H. and, Suk,
S.J. (2013)
“Organizational Transformation Strategies for Adopting
Building Information
Modeling in the Engineering-Construction Industry” The 5th International Conference on Construction
Engineering and
Project Management,
ABSTRACT: The architecture, engineering and
construction (AEC)
industry is beginning to utilize Building Information Modeling
(BIM),
benefiting from the resulting improved visualization and
productivity, better
coordination of construction drawings, building documents that
contain embedded
links to virtual information, faster delivery, and lower
costs. However,
construction firms often face challenges when reorganizing
their company
structure to take full advantage of these benefits. This paper
proposes an
organizational structure that will enable
engineering-construction firms to
successfully adopt and implement BIM for major construction
projects. A case
study research method is utilized based on in-depth interviews
with four BIM
directors and vice presidents charged with BIM adoption,
implementation and
education. Organizational transformation challenges and
recommendations are
discussed in detail for those considering implementing BIM in
the
engineering-construction industry. Topics such as
organizational changes in the
firm, costs and benefits of BIM implementation, strategies of
BIM
implementation (execution) plan, BIM education, risks and
opportunities
associated with BIM, BIM software, contract methods, human
resource management
and new hires, and the future implementation and direction of
BIM are discussed
in detail.
34. Suh,
M.J. Pearce,
A.R., and Kwak, Y.H.
(2013) “The
Effect of LEED Certified Building on The Surrounding
Neighborhood in
ABSTRACT: The construction industry has introduced
the Leadership
in Energy and Environmental Design (LEED) rating system to
promote objective
evaluations of the sustainability of buildings. Three
important values to
consider when implementing sustainability are the associated
environmental,
social, and economic impacts. Recently, researchers have begun
to investigate
the real estate value of LEED certified buildings in terms of
the rental cost,
occupancy rate, cost per unit area, and resale value in order
to better
understand the economic benefits of the LEED rating system.
However, the
economic benefits also encompass economic effects such as the
impact of LEED
certified buildings on neighborhood real estate values
surrounding the certified
buildings. This research examines whether the enhanced real
estate value of
LEED certified buildings in
33. Kwak,
Y.H. (2012) “Lessons Learned from the History of
ABSTRACT: The objective of this research is to
explore project and
program management techniques unique to the building of the
Hoover Dam, and how
these factors contributed to the establishment and evolution
of modern project
management practices. This research also examines the
organizational and
managerial best practices as well as the lessons learned
associated with the
planning and construction of the Hoover Dam in order to create
common ground
for both academics and practitioners, and contribute to the
project management
body of knowledge.
32. Kwak,
Y.H., Liu, M., Patanakul,
P., and Zwikael, O. (2012)
“Strategic Management of High-Risk
Government Mega Projects and Programs” PMI
Research and Education Conference,
ABSTRACT: The application and performance of
project, program, and
portfolio management in government is historically poor as
reported by United
States Government Accountability Office,
31. Lee, G. and Kwak, Y.H. (2011) “A Maturity Model for
Technology-Enabled Open
Government”, Pre-ICIS eGovernment
Workshop,
30. Ghosh, S., Boswell, J., Kwak,
Y.H., and Skibniewski, M.
(2011) “Risk Governance
Framework for
ABSTRACT:
29. Ghosh, S., Negahban,
S., Kwak, Y.H., and
Skibniewski,
M. (2011) “Impact of Sustainability on Integration and
Interoperability between
BIM and ERP- A Governance Framework”, IEEE International
Technology Management
Conference (ITMC)-2011,
ABSTRACT: The majority of construction
organizations that have
either failed in their efforts to adopt enterprise wide
applications and
related technology, or are simply not familiar with it, are
the Small to Medium
Size Construction Organizations (SMSCO). Their failure or
refusal to adopt
complex IT systems impacts their ability to integrate in the
construction
lifecycle as well ability to integrate newer technologies e.g.
building
information modeling (BIM) systems. As more and more
organizations attempt to
integrate BIM models that have sustainable design issues
imbedded with
enterprise resource planning (ERP) systems, they will discover
that whole new
set of integration issues will need to be addressed. The
intent of this
research would be to identify and address these issues. BIM
represents the
building as an integrated database of coordinated information.
Therefore one of
the main areas of the interested in sphere of interoperability
between
sustainable BIM and ERP when it comes to integration has to be
data exchange
platforms. Other areas that will need to be reviewed and
studied are; impact of
LEED (Leadership in Energy and Environmental Design) required
documentation,
Sustainable design guidelines, Building Systems, Environmental
Realities, and
cost. The ability to govern and integrate with construction
lifecycle is key to
sustainability, despite all its potential benefits, is the
problem that is
addressed in this research. In this research, we propose that
project
governance practices and the organizational capacity to manage
the multi-party
associations in complex projects can be integrated through a
sustainable
governance process.
28. Lee, G. and Kwak, Y.H.
(2011) “Open Government
Implementation Model: A Stage Model for
Achieving Increased Public Engagement” 12th
Annual International
Conference on Digital Government Research (dg.o
2011): Digital Government Innovation in Challenging Times,
ABSTRACT:
The main objective of this research is to propose and present
the Open
Government Implementation Model (OGIM), which is a stage model
that prescribes
and guides government agencies on their journey to open
government. The OGIM
defines four implementation stages and describes the focuses,
deliverables,
benefits, challenges, best practices, and metrics for each
stage. A thesis of
the OGIM states that government agencies should advance their
open government
initiatives in a progressive and orderly manner by focusing on
one
implementation stage at a time, starting from increasing data
transparency
(Stage 1), and then moving on to improving open participation
(Stage 2),
enhancing open collaboration (Stage 3), and realizing
ubiquitous engagement
(Stage 4). We argue that, by following this sequence, agencies
can minimize
risk and effectively harness the power of social media in
order to engage the
public.
27. Young, L., Valerdi,
R., Farr, J., and Kwak, Y.H. (2011) “An Approach to
Estimate the Life
Cycle Cost and Effort of Project Management for Systems
Centric Projects”, 2011
International Society of Parametric Analysts (ISPA) and the
Society of Cost
Estimating and Analysis (SCEA) Conference,
ABSTRACT:
One of the key challenges in predicting life cycle costs
(LCCs) is to develop
an accurate top down method that can be used in the early
phase of a system’s
life cycle to estimate hardware, software, integration, and
management costs.
Models have been developed for systems engineering (SE)
costing components of
management, but the literature is void of project management
(PM) costing
methodologies. The lack of costing capability can cause
project cost estimates
to be unreliable and escalate to actual cost overrun, and
ultimately lead to
unfavorable financial performance and project outcome. Thus,
the research study
proposes a framework for evaluating PM costs required for the
conceptualization, design, test, and deployment of large-scale
systems centric
projects. The ultimate goal of the research study is to
construct a cost
estimating model that can accurately and consistently predict
the appropriate
and adequate amount of PM effort for systems centric projects.
The proposed
framework consists of two PM cost models which are
investigated by this
research effort via a series of surveys and interviews with
industry PM
practitioners and subject matter experts. The first proposed
PM model is a
synthesis of the Constructive Systems Engineering Cost Model
(COSYSMO)
framework with variations on the effort multipliers that are
primarily driven
by PM functions and characteristics commonly seen throughout
aerospace and
defense systems projects. The primary goal of the first
proposed model is to
determine the cost relationship between SE project size and PM
effort, and
whether PM cost and effort is proportional to SE cost and
effort for aerospace
and defense projects. The second proposed model is developed
based on the PM
processes, activities, attributes and characteristics that are
universally
shared and practiced by PM practitioners across various
projects and
industries. The focus of the second proposed model is to
determine and
construct a cost relationship based on project factors that
dictate PM
functions and characteristics, which are multiplicatively
impacted by PM
efficiency. This PM functions-driven model estimates the PM
cost and effort
required for systems development projects, regardless of its
industry origin,
to support PM practitioners and cost estimators across
different domains. The
study is expected to provide several benefits that help
project sponsors and
cost estimators measure and quantify PM effort, ultimately
generating reliable
PM cost estimates. Project sponsors and cost estimators who
utilize the
proposed cost estimating models can expect their projects to
receive specific
benefits, which include: 1. Determine adequate amount of
resources needed for
PM effort, 2. Produce reliable and defensible cost estimates
for PM effort, 3.
Allocate appropriate amount of PM resources for specific PM
functions, and 4.
Allow more robust and accurate project planning and tracking
of cost and
resources. Moreover, once both 2 proposed models are validated
and verified by
industry experts and data, the research study can further
measure and compare
the accuracy and consistency given in each model to determine
the applicability
and appropriateness of each model for specific industry usage
and calibration.
26. Choi, K., Lee, E.B., Kwak,
Y.H., and Pyeon, J.H.
(2011). “Optimal
Incentive/Disincentive Predictive Model for Transportation
Projects” 2nd
International Conference on Transportation Construction
Management,
ABSTRACT:
Over the years, tools and methods for determining
Incentives/Disincentives
(I/D) amounts have advanced, but these tools still have
crucial limitations
insofar as they cannot concurrently account for
project-specific peculiarities,
Contractor’s Additional Cost (CAC), total savings to road
users and to the
agency, and reasonable adjustments of total savings. The
objective of this
study is to develop a predictive decision-support model that
determines the
realistic I/D amounts by combining an existing scheduling
simulation with a
statistical method. First, schedule and traffic simulations
using Construction
Analysis for Pavement Rehabilitation Strategies (CA4PRS) was
conducted to
create contractor’s time-cost tradeoff data and to build road
user cost lookup
tables. Then, a linear regression analysis was performed to
predict CAC growth
rate by analyzing how the CAC interacts with the agency’s
specific schedule
goal. The model employs an integrated analysis to capture
project schedule,
CAC, and total savings concurrently and to determine the
optimal incentive that
exceeds the CAC growth (lower bound) for cutting down
construction times and be
less than a portion of the decrease in total time value
savings to road users
and to the agency (upper bound). Two case studies were
presented to validate
the robustness of the proposed model. Applying a model that
predicts an
appropriate I/D amount will result in significant monetary
savings to the
agencies and better use of public funds for future
infrastructure projects.
25. Choi, K. Kwak, Y.H.,
and Yu, B.
(2010) “Quantitative Model for Determining
Incentive/Disincentive Amounts
through Schedule Simulations”, 2010 Winter Simulation
Conference,
Baltimore, MD, Dec. 5-8, 2010.
ABSTRACT: One groundbreaking
way of expediting
any construction is to offer contractors a monetary incentive.
To be effective,
the incentive amount should be larger than the contractor’s
additional cost
(CAC) for expediting construction time. Yet, estimating the
CAC poses a major
challenge because contractors are reluctant to disclose their
profit information.
This study introduces a quantitative model that estimates
realistic CACs
through schedule simulations on four different resource usage
levels. An
innovative and reliable tool called Construction Analysis for
Pavement
Rehabilitation Strategies (CA4PRS)
was used for the simulation. Using CA4PRS,
a set of contractors’ time-cost tradeoff data was created and
a linear
regression analysis was performed to predict the CAC growth
rate and to analyze
how this interacts with the agency’s specified schedule goal.
The robustness of
the proposed model was also validated through a case study.
This model can
assist decision-makers to make better decisions when
estimating optimal
incentive amounts.
24. Young, L., Farr, J., Valerdi,
R., and Kwak, Y.H. (2010) “A Framework for Evaluating
Life Cycle Project
Management Costs on Systems Centric Projects”, American
Society for
Engineering Management 2010, 31st Annual Conference,
ABSTRACT: One of the
key challenges in predicting life cycle costs (LCCs) is to
develop an accurate
top down method that can be used in the early phase of
system’s life cycle to
estimate hardware, software, integration, and management
costs. Models have
been developed for systems engineering (SE) costing component
of management,
but the literature is void of project management (PM) costing
methodologies.
Thus, we propose a framework for evaluating PM costs required
for the
conceptualization, design, test, and deployment of large-scale
systems centric
projects. The elements of management in classes of PM and SE
were identified.
We determined potential PM cost-drivers by reviewing standard
work breakdown
structure (WBS) elements, hardware and software development,
and integration
tasks. We then correlated several PM cost indicators to
factors that have
effects on SE cost adjustment factors. This paper addresses a
qualitative model
and hopes to lay the foundation for a quantitative methodology
in the future.
23. Kwak, Y.H. (2010)
“Project Portfolio
Management (PPM) - Strategic and Operational Agility through
Projects” Project
Management Institute Research Conference,
22. Anbari F.T. and Kwak,
Y.H. (2009)
“Trends of Project Management Research” 2009 Annual
Meeting of the
21.
Kwak, Y.H. and
Anbari, F.T. (2008) “Project
Management
Research Trends of Allied Disciplines” 2008 PMI Research
Conference,
ABSTRACT: This study looks at project management
from the
perspective of its relationship to allied disciplines in the
management field. By
exploring, identifying, and classifying management journal
articles of PM
allied disciplines, the evolution and trends of PM research
are revealed. This
study specifically investigates the research in allied
disciplines from the
management academy’s viewpoint, instead of looking at project
management
research trends from the project management community’s
perspective. The goal
of this research is to better understand project management
from the management
world and argues that project management is a legitimate
academic discipline by
reviewing research trends of its allied disciplines. To
thoroughly investigate
project management research in allied disciplines, it is
necessary to review
major journal publications in the management and business
field. Since the
management and business field is very broad, this research
identified and
defined eight different categories of allied disciplines in
project management.
Then, we have selected 18 top business and management academic
journals that
published articles related to project management to review and
categorize
journal articles into these eight different areas. By
chronologically analyzing
and categorizing more than 500 journal articles from the 18
journals in the
business field published from 1950s to summer of 2007, this
study analyzes
publications trends of different domains (Operations Research
vs.
Organizational Behavior vs. Practice) and different journals
and predict the
future of project management as an academic discipline in the
mainstream
management research.
20.
Kwak, Y.H.,
Wetter, J., and Anbari, F.T. (2006)
“Business
Process Best Practices: Project Management or Six Sigma?”
2006 PMI Research
Conference,
ABSTRACT: This paper examines two important
business processes
currently in wide use or under consideration for adoption by
major
organizations in many industries. The processes under study
are Six Sigma and Project
Management. The paper discusses the relationship between Six
Sigma and Project
Management by comparing the tools used in each methodology.
The tools become a
filter to empirically identify and describe the relationship
between the two.
Various quality improvement tools are identified and
categorized into Six Sigma
methodology. The paper examines Six Sigma methodology and
compares and
contrasts Project Management and Six Sigma in the context of
their tools and
techniques. Understanding the interrelationship between Six
Sigma and Project
Management can help management streamline organizational
initiative, enhance
alignment of purpose, and achieve the synergistic effects
possible by
integrating the two methodologies.
19.
Ryoo,
B.Y., Skibniewski, M.J., and Kwak,
Y.H. (2006)
“E-Business Solutions in the Construction Industry in
18.
Anbari, F.T. and Kwak,
Y.H. (2005) “Six Sigma, Programs and Proactive Risk
Management” Project
Management Challenge 2005, Second Annual NASA Project
Management Conference,
College Park, MD, March 22-23, 2005.
ABSTRACT: In the design and implementation of its
strategy, an
organization needs to integrate two major goals to enhance its
effectiveness,
efficiency, and adaptability: 1) Improvement of its current
products, services,
and processes. This goal can be pursued through Six Sigma and
quality
initiatives, and 2) Planning and introduction of new products,
services,
processes, and technologies. This goal can be carried out as
coordinated
projects and programs. Successful implementation and growing
organizational
interest in the Six Sigma method have been exploding in recent
years. It is
rapidly becoming a major force driving the strategy of
numerous successful
organizations. Application of the Six Sigma method can reduce
project execution
risks and enhance the effectiveness of organizational risk
management.
Involvement in Six Sigma projects is becoming an important
career path
requirement in many organizations. Understanding the main
concepts of the Six
Sigma method provides project and program professionals
important opportunities
in Six Sigma leadership, and proactive program risk
management. It allows them
to better support their organizations’ project coaching,
mentoring, and
training needs.
17.
Watson, R. and Kwak,
Y.H. (2005) “Conceptual
Estimating
of Deployment Costs for Technology-Driven Projects”
Project
Estimation Conference (Internal), IBM Academy of Technology,
Boulder, Co, Jan
24-26, 2005.
16.
Watson, R. and Kwak,
Y.H. (2004) "Development
of
a Parametric Estimating Model for Technology-Driven
Deployment
Project." 2004 Winter Simulation Conference,
ABSTRACT: The purpose of this paper is to define
the process used
to develop a parametric estimating model and to explain the
use of the model as
it allows a non subject matter expert to predict the cost of
deployment of a
technology-driven project with improved accuracy. The overall
objective is to
define criteria for organizations to use as a rule of thumb
estimating model
for deter-mining potential resource requirements during the
pre-concept and
concept phase of a technology-driven project. The use of the
model will
determine the complexity level of a project and then using a
matrix simulating
the task complexity knowledge of a deployment subject matter
expert, the
organization deployment resource required will be estimated
based upon
responses to certain inquiries. The user of the model
will then have the
capability to modify the output to
derive their
specific deployment estimates.
15.
Chang, H. and Kwak,
Y.H. (2004) "Lessons Learned from Spatial Database
Infrastructure
Projects in Developing Countries." Sixth World Congress on
Computational
Mechanics, Information Technology for Management of
Infrastructure
Mini-Symposium,
ABSTRACT: The purpose of this paper is to
investigate and discuss
the potential barriers of SDI implementation projects of
various cities in
developing countries and identify the key lessons learned from
those
projects. Different projects are reviewed in terms of
resources,
institutional organization, and data standards and information
access. The
projects are selected from cities developing countries in
South Asia, Middle
East, Europe, Latin America, North America and
14.
Chang, H. and Kwak,
Y.H. (2004) "Urban Spatial Database Infrastructure:
Issues in
Developing Countries." ASEM 04'(Advances in Structural
Engineering and
Mechanics), Infrastructure and Information Technology Session,
ABSTRACT: The purpose of this research is to
investigate the
Spatial Database Infrastructure (SDI) implementation projects
of various cities
in developing countries and identify the key lessons learned
from those
projects. Different projects are reviewed in terms of
resources, institutional
organization, data standards, and information access. By
examining the obstacles
and opportunities of various SDI projects in developing
countries, project
managers and city officials will be able to better understand
and establish,
plan, and implement urban SDI systems in the future. External
funds or
technical assistances can help the SDI implementation, only
when they are
supported by decision makers’ strong commitment and continued
internal
supports. Some cities found that the collaboration between
academic
institutions and local governments is an effective way to
build and train human
resources where there is scarce infrastructure in training. In
general, weak
political, financial, and administrative supports were
obstacles to project
success when implementing SDI. Finally, clear and concrete
data standards are
the requirements to share spatial information between
institutions and public.
13.
Anbari, F.T. and Kwak,
Y.H. (2004) "Success
Factors
in Managing Six Sigma Projects." 2004 Project Management
Institute Research Conference,
ABSTRACT: Six Sigma is
a project-driven
business systems improvement method. Successful implementation
and growing
organizational interest in the Six Sigma method have been
exploding in recent
years. It is rapidly becoming a major force driving the
strategy of numerous
successful organizations. This paper examines the main factors
driving the
success of Six Sigma projects. It addresses the elements of
strategic selection
and effective management of Six Sigma projects. It considers
the organizational
structure used and the roles of various participants in
achieving technical,
financial and customer satisfaction objectives of each Six
Sigma project. It
presents the methodologies used in managing Six Sigma projects
for both process
improvement and new development projects. It reviews the
approach used for
evaluating the success of these projects. The paper
synthesizes the lessons
learned from successful management of Six Sigma projects and
their potential
applications in managing traditional projects, and considers
further
improvements to the methodologies used for managing Six Sigma
projects. It
addresses wider applications of these promising practices to
organizational
change management.
12.
Watson, R. and Kwak,
Y.H. (2004) "Parametric
Estimating
in the Knowledge Age: Capitalizing on Technological
Advances."
IAMOT 2004 13th International Conference on Management of
Technology,
ABSTRACT: As society moves deeper into the
knowledge age, speed of
execution has become a differentiator and a competitive
advantage. Innovation
is recognized as a desired asset in all operational areas of a
business. Due to
the effect of competition requiring internal organizations to
be self
sustaining, the concept of a business model itself is taking
on currently
unrecognizable characteristics. Technology will continue to be
leveraged to
support business processes necessary to compete in a global
economy.
Productivity increases will result as organizations improve
their abilities to
create, capture and share knowledge. These technologies will
bring new insight
and perspectives to complex issues that will allow us to gain
a better
understanding of the interactions and relationships to effect
positive change.
This paper will focus on enhancing competitiveness with
respect to parametric
project cost estimating by explaining how parametric
estimating techniques impact
a technology driven project and its organization.
11.
Kwak, Y.H. (2003) "Perceptions
and
Practices of Project Risk Management: Aggregating 300
Project Manager
Years." 2003 PMI Global Congress,
ABSTRACT: Project Risk Management practices,
tools, and techniques
have emerged as one of the hottest topics in the project
management
field. However, risk management practice has not been
fully matured or implemented
in various organizations, therefore there is a need to assess
where the current
practice stands and try to identify room for improvement in
implementing
project risk management. As a course coordinator of
project risk
management at project management program at the
10.
Kwak, Y.H. (2002) "Critical
Success
Factors in International Development Project Management."
CIB 10th
International Symposium Construction Innovation & Global
Competitiveness,
ABSTRACT: This paper elaborates a conceptual
framework for
international development project management and the
characteristics of international
development projects, which should be taken into consideration
during the
project initiation and project planning phases in order to
enhance project
success. This paper also identifies the factors that cause
completed or in
progress international development projects to be challenged.
The factors have
been classified into ten categories based on their
nature. These cover
issues of political, legal, cultural, technical, managerial,
economical,
environmental, social, corruption, and physical. This
paper describes
these factors with a view to understand their nature from the
perspective of
the project managers who are required to manage international
development
projects.
9.
Kwak, Y.H. and Dewan, S.
(2001).
"Risk Management in
International Development Projects." 2001 Project
Management Institute
Annual Seminars and Symposiums,
ABSTRACT: The objective of this paper is to
identify risks
associated with international development projects and devise
risk mitigation
strategies. The paper classifies international project risks
in terms of risk
sources and natures. A competent international development
project manager
should identify and evaluate risks, and devise strategies to
mitigate their
impact for achieving development project goals successfully.
8.
Kwak, Y.H. (2001)
"Examining the History of Project Office." Institute for
Operations
Research and the Management Sciences (INFORMS) Annual Meeting
2001,
ABSTRACT: We examine and review the history and
emerging trends of
the project office. The evolution of the project office is
aligned with the
history of project management tools and methodologies,
technological innovations
and maturity of management science. The project office evolves
along with the
technological breakthrough and progressive project management
functions and
practices.
7.
Kwak, Y.H. and Ibbs, C.W
(2000). "The
Berkeley
Project Management Process Maturity Model: Measuring the
Value of Project
Management." 2000 IEEE EMS International Engineering
Management
Conference,
ABSTRACT: The purpose of the Berkeley Project
Management Process
Maturity Model and an associated Assessment Methodology is to
help
organizations and people accomplish higher and more
sophisticated PM maturity
by a systematic and incremental approach. It measures,
locates, and compares an
organization's current PM maturity level. The primary
advantage of using this
model and methodology is that it is generalized across
industries, whereas
other maturity models have specific audiences like software
development or new
product development. The Maturity Model and Assessment
technique has already
been used to benchmark PM practices and processes in 43
companies. With it, we
have also identified relationships between levels of
organizational
effectiveness and actual project performance data. The model
is continuously
being refined to reflect advances in our PM knowledge.
Some of the most
recent improvements include evaluating Replicabiltiy
of Project Success, which will be the focus of this paper and
presentation.
6.
Kwak, Y.H. and Dai,
C (2000). "Assessing
the
Value of Project Management Offices (PMO)." Project
Management
Institute Research Conference 2000, PMI,
ABSTRACT: The purpose of this study is to assess
the value of
Project Management Offices (PMO) in the organizations. First,
the study
conducts an in-depth literature review on Project Management
Office. Then the
research suggests a systematic approach that quantitatively
measures the value
of PMO. This model will enable to assess the current PMO level
and addresses
the strengths and weaknesses of PMO characteristics. The
approach also conducts
an analysis to correlate effectiveness of PMO with the actual
project
performance to determine meaningful relationships. The
study will provide
potentially useful insights and guidelines for adoption or
improvement in the
use of PMO to enhance the successful project outcomes.
5.
Kwak, Y.H. and Bushey, R.
(2000), "Construction
Management
at Risk: An Innovative Project Delivery Method at Stormwater Treatment Area in the
Everglades, Florida"
Proceedings of ASCE Construction Congress VI,
ABSTRACT: The traditional method of contracting
for the
construction of a residential or commercial development,
infrastructure,
schools, and government facilities has been the “low bid”
approach. There are
other project delivery methods which have been successfully
utilized in the
State of
4.
Kwak, Y.H. and Ibbs, C.W.
(1997),"Quantitative
Benchmarking
of Project Management (PM) Processes." Proceedings of
ASCE
Construction Congress V,
ABSTRACT: This study, sponsored by the Project
Management Institute
(PMI), examines current PM levels and practices in various
companies and
industries. First, this research develops a five level
PM Process
Maturity Model to better understand levels of PM
sophistication. Second,
a PM process maturity benchmarking methodology is developed
and presented to
measure an organization’s current PM level
quantitatively. This paper
summarizes the initial results of PM process maturity
benchmarking. It
also analyzes the quantitative relations between an
organization's PM maturity
and its PM effectiveness by applying this research
methodology.
3.
Ibbs,
C.W. and Kwak, Y.H.
(1997), "Financial
and
Organizational Impacts of Project Management."
Proceedings of the 28th
Annual PMI Seminars & Symposium, Chicago, Illinois, Sept.
29- Oct. 1, 1997.
pp. 496-500.
ABSTRACT: This paper summarizes research sponsored
by the Project
Management Institute (PMI) Educational Foundation and PMI's
Northern California
Chapter, and conducted by a team from the
2.
Kwak, Y.H. and Ibbs, C.W.
(1996), "Financial
and
Organizational impacts of project management."
Organization and
Management of construction: shaping theory and practice vol.
2; Managing the
construction project and managing risk, 8th International
Symposium W65
Commission, London; E&FN Spon
1996. pp. 252-263.
ABSTRACT: This paper summarizes proposed PM
process maturity
analysis methodology which can be used to evaluate financial
and organizational
impacts of PM to organizations. Also, a benchmarking
system is developed
and presented to quantitatively measure an organization's
level of PM sophistication.
This research is currently in progress. This
benchmarking methodology and
the resulting quantitative data will aid managers in making
wiser PM investment
decisions. Future research will continue to report
quantitative results
and findings by applying this research methodology.
1.
Kwak, Y.H.,
ABSTRACT: Strategic planning (SP) has received
significant
attention by construction executives in recent times, perhaps
due to an
increasingly competitive marketplace and perhaps because
university-trained
managers have assumed positions of authority in construction
companies.
For whatever reasons, there is a large and, sometimes baffling
array of SP
tools and applications. The size of this array makes
selection and application
difficult. Business Process Reengineering (BPR), Total
Quality Management
(TQM) and Continuous Process Improvement (CPI), are three of
the more
prominent. This paper outlines those different tools and
presents the authors'
views on which tools are appropriate for specific
circumstances particular to
the construction industry. One of the main contributions is
the set of
guidelines which may be employed for choosing these different
SP tools and
applications. The paper concludes with a discussion of the
subject of
"Reengineering Therapy", which appears to be a critical and
under
appreciated criterion for reengineering success.
PROFESSIONAL MAGAZINES
9. Kwak, Y.H. (2010) “Meeting
with
Global Project Management Expert: PM is Blue Ocean (글로벌 프로 젝트경영 전문 가와 의 만남:
‘PM은 블루 오션이다!’”,
Korean
Project Management Association, Summer 2010, 78-82. (in
Korean).
8.
Kwak, Y.H.
(2010) “Comparando
Gerenciamento
de Projectos e Seis Sigma (in Portuguese)” Revisita Mundo Project
Management,
Dec/Jan 2010, 8-13.
7.
Ibbs, C. W. and Kwak,
Y.H., (2005) “Calculating Project Management’s Return on
Investment,” Projects
and
Profits, ICFAI University Press, March, pp.
19-33. Reprint of Kwak, Y.H. and Ibbs, C.W.
(2000). “Calculating Project Management's Return on
Investment",
Project Management Journal, 31(2), pp. 38-47.
6.
Kwak, Y.H. (1999) “University Tour: The
5.
Kwak, Y.H. and Ibbs, C.W.
(1999) “Analyzing PM
Maturity vs. Project Performance: Deriving PM/Return on
Investment (ROI)”,
PROMAT (Project Management & Technology), Winter,
12-15. (in Korean).
4.
Kwak, Y.H. and Ibbs, C.W.
(1999) “PM Maturity
Benchmarking Model and its Results” PROMAT (Project Management
&
Technology), Fall, 12-16. (in
Korean).
3.
Kwak,
Y.H., Ibbs, C.W. and Kim,
Y.W. (1999) “A System
Approach to Evaluate Quantitative Impacts of Project
Management I” PROMAT
(Project Management & Technology), Summer,
12-18.
(in Korean).
2.
Ibbs,
C.W. and Kwak, Y.H.
(1998), "Benchmarking
Project Management Organizations." PMNetwork,
Feb. 1998, 49-53.
SUMMARY: This paper summarizes research sponsored
by the Project Management
Institute (PMI) Educational Foundation and PMI's Northern
California Chapter,
and conducted by a team from the
1. Ibbs, C.W. and Kwak, Y.H. (1998), "Measuring Project Management's Return on Investment." PMNetwork, Nov. 1997, 36-38.
SUMMARY: This paper summarizes research sponsored
by the Project
Management Institute (PMI) Educational Foundation and PMI's
Northern California
Chapter, and conducted by a team from the
CONFERENCE PRESENTATIONS
48. Choi, S., Han, S.H., and Kwak, Y.H. (2015) “How
do Project-Based
Organizations adapt to the Changing Global Environment?” International Research Network on Organizing by
Projects (IRNOP)
conference, London, UK, June 22-24, 2015.
47. Kwak, Y.H. (2014)
“Managing Government Projects and Programs: Lessons Learned” PMI Global Congress
2014-North America,
Phoenix, AZ, Oct. 26-28, 2014.
46. Kwak, Y.H., Patanakul, P, Liu, M., and Zwikael,
O. (2014) “Lessons Learned from Investigating Large Government
Projects and
Programs” 2014 PMI
Research and Education
Conference, Portland, Oregon, July 27-29, 2014.
45. Sadatsafavai,
H.,
Walewski, J., Williams, N.L., and
Kwak, Y.H. (2014) “Evolution of Project Based
Organization: A Case
Study” 4th Conference
of the
International Network of Business and Management,
Barcelona, Spain, June
25-27, 2014.
44. Ghosh, S., Amaya, L., and
Kwak, Y.H. (2014)
“Knowledge Governance
Model for Successful Projects” 23rd
International Management of Technology Annual Conference,
Washington, DC,
May 22-26, 2014.
43. Park, C. and Kwak, Y.H. (2014) “Project Ecosystem Competency
Model” 23rd
International Management of Technology
Annual Conference, Washington, DC, May 22-26, 2014.
42. Choi, K., Ryoo,
B.Y., and Kwak, Y.H. (2013).
“Cluster-Driven
Life-Cycle Cost Analysis Model for Transportation
Infrastructure Improvement
Projects.” UKC 2013,
East Rutherford,
NJ, August 7-11.
41. Gosh S., Kwak Y.H., and Cheerla
A. (2013) “Dimensions
and Codes of Good Project Governance” 11th
International Research Network on Organizing by Projects
(IRNOP) conference,
Oslo, Norway, June 17-19, 2013.
40. Ahn,
Y.H. Kwak, Y.H. and, Suk,
S.J. (2013)
“Organizational Transformation Strategies for Adopting
Building Information
Modeling in the Engineering-Construction Industry” The 5th International Conference on Construction
Engineering and
Project Management,
39. Suh,
M.J. Pearce,
A.R., and Kwak, Y.H.
(2013) “The
Effect of LEED Certified Building on The Surrounding
Neighborhood in
38. Kwak,
Y.H. (2012) “Lessons Learned from the History of
37. Kwak,
Y.H., Liu, M., Patanakul,
P., and Zwikael, O. (2012)
“Strategic Management of High-Risk
Government Mega Projects and Programs” PMI
Research and Education Conference,
35. Kwak,
Y.H. and Lee. G. (2012) “Harnessing Social Media for
Increased Public
Engagement” NASA
Project Management
Challenge 2012,
34. Lee, G. and Kwak, Y.H. (2011) “A Maturity Model for
Technology-Enabled Open
Government”, Pre-ICIS eGovernment
Workshop,
33. Ghosh, S., Boswell, J., Kwak,
Y.H., and Skibniewski, M.
(2011) “Risk Governance
Framework for
32. Ghosh, S., Negahban,
S., Kwak, Y.H., and Skibniewski,
M. (2011) “Impact of Sustainability on Integration and
Interoperability between
BIM and ERP- A Governance Framework”, IEEE
International Technology Management Conference (ITMC)-2011,
31. Lee, G. and Kwak, Y.H. (2011) “Open Government
Implementation Model: A Stage
Model for Achieving Increased Public Engagement” 12th Annual International Conference on Digital
Government Research (dg.o 2011):
Digital Government Innovation in Challenging
Times,
30. Young, L., Valerdi,
R., Farr, J., and Kwak, Y.H. (2011) “An Approach to
Estimate the Life
Cycle Cost and Effort of Project Management for Systems
Centric Projects”, 2011
International Society of Parametric Analysts (ISPA) and the
Society of Cost
Estimating and Analysis (SCEA) Conference,
29. Choi, K., Lee, E.B., Kwak, Y.H., and Pyeon,
J.H. (2011). “Optimal
Incentive/Disincentive Predictive Model for Transportation
Projects” 2nd
International Conference on
Transportation Construction Management,
28. Choi, K. Kwak, Y.H., and Yu, B. (2010) “Quantitative
Model for Determining
Incentive/Disincentive Amounts through Schedule Simulations”,
2010 Winter Simulation
Conference,
Baltimore, MD, Dec. 5-8, 2010.
27.
Kwak, Y.H., Cioffi,
D.F., and Khamooshi, H. (2010)
“Revamping a Curriculum:
GWU's Modern Comprehensive M.S. in Project Management (in Two
Delivery
Systems), 2010 Annual Institute for Operations Research
and the Management
Sciences (INFORMS) meeting, Austin, TX, Nov. 7-10, 2010.
26. Kwak, Y.H., Choi,
K., and Park, J.
(2010) “Impacts of Change Orders on Project Performance”, 2010
Annual
Institute for Operations Research and the Management
Sciences (INFORMS) meeting,
Austin, TX, Nov. 7-10, 2010.
25. Young, L., Farr, J., Valerdi,
R., and Kwak, Y.H. (2010)
“A
Framework for Evaluating Life Cycle Project Management Costs
on Systems Centric
Projects”, American
Society for
Engineering Management 2010, 31st Annual Conference,
24.
Kwak, Y.H. (2010)
“Project Portfolio
Management (PPM) - Strategic and Operational Agility through
Projects” Project
Management Institute Research
Conference,
23. Kwak, Y.H. (2009)
“Public-Private-Partnership in Infrastructure Development” Professional
Development
Workshop, 2009 Annual Meeting of the
22. Anbari F.T. and Kwak,
Y.H. (2009)
“Trends of Project Management Research” 2009 Annual
Meeting of the
21. Anbari, F.T. and Kwak,
Y.H. (2008)
“Is there a Future for Project Management in the Allied
Management
Disciplines?” 22nd International Project
Management Association
World Congress,
20.
Kwak, Y.H. and
Anbari, F.T. (2008) “Project Management Research Trends of
Allied Disciplines”
2008 PMI Research Conference,
19.
Kwak, Y.H.,
Wetter, J., and Anbari, F.T. (2006) “Business
Process
Best Practices: Project Management or Six Sigma?” 2006 PMI
Research
Conference,
18.
Anbari, F.T. and Kwak,
Y.H. (2005) “Six Sigma Programs and Proactive Risk
Management” Project
Management Challenge 2005, Second Annual NASA Project
Management Conference,
College Park, MD, March 22-23, 2005.
17.
Watson, R. and Kwak,
Y.H. (2005) “Conceptual Estimating of Deployment Costs
for
Technology-Driven Projects” Project Estimation Conference
(Internal), IBM
Academy of Technology, Boulder, Co, Jan 24-26, 2005.
16.
Watson, R. and Kwak,
Y.H. (2004) "Development of a Parametric Estimating
Model for
Technology-Driven Deployment Project." 2004 Winter Simulation
Conference,
15.
Chang, H. and Kwak,
Y.H. (2004) "Lessons Learned from Spatial Database
Infrastructure
Projects in Developing Countries." Sixth World Congress on
Computational
Mechanics, Information Technology for Management of
Infrastructure
Mini-Symposium,
14.
Chang, H. and Kwak,
Y.H. (2004) "Urban Spatial Database Infrastructure:
Issues in
Developing Countries." ASEM 04'(Advances in Structural
Engineering and
Mechanics), Infrastructure and Information Technology Session,
13.
Anbari, F.T. and Kwak,
Y.H. (2004) "Success Factors in Managing Six Sigma
Projects."
2004 Project Management Institute Research Conference,
12.
Watson, R. and Kwak,
Y.H. (2004) "Parametric Estimating in the Knowledge Age:
Capitalizing
on Technological Advances." IAMOT 2004 13th International
Conference on
Management of Technology,
11.
Kwak, Y.H. (2003)
"Perceptions and Practices of Project Risk Management:
Aggregating 300
Project Manager Years." 2003 PMI Global Congress,
10.
Kwak, Y.H. (2002)
"Critical Success Factors in International Development Project
Management."
CIB 10th International Symposium Construction Innovation &
Global
Competitiveness,
9.
Kwak, Y.H. and Dewan, S.
(2001). "Risk Management in International
Development Projects." 2001 Project Management Institute
Annual Seminars
and Symposiums,
8.
Kwak, Y.H. (2001)
"Examining the History of Project Office." Institute for
Operations
Research and the Management Sciences (INFORMS) Annual Meeting
2001,
7.
Kwak, Y.H. and Ibbs, C.W
(2000). "The
6.
Kwak, Y.H. and Dai,
C (2000). "Assessing the Value of Project Management Offices
(PMO)."
Project Management Institute Research Conference 2000, PMI,
5.
Kwak, Y.H. and Bushey, R.
(2000), "Construction Management at Risk:
An Innovative Project Delivery Method at Stormwater
Treatment Area in the Everglades,
4.
Kwak, Y.H. and Ibbs, C.W.
(1997),"Quantitative Benchmarking of
Project Management (PM) Processes." Proceedings of ASCE
Construction
Congress V,
3.
Ibbs,
C.W. and Kwak, Y.H.
(1997),
"Financial and Organizational Impacts of Project Management."
Proceedings of the 28th Annual PMI Seminars & Symposium,
Chicago, Illinois,
Sept. 29- Oct. 1, 1997. pp. 496-500.
2.
Kwak, Y.H. and Ibbs, C.W.
(1996), "Financial and Organizational impacts
of project management." Organization and Management of
construction:
shaping theory and practice vol. 2; Managing the construction
project and
managing risk, 8th International Symposium W65 Commission,
London; E&FN Spon 1996. pp.
252-263.
1.
Kwak, Y.H.,
KEYNOTE SPEAKER and OTHER
PRESENTATIONS
21.
Kwak, Y.H. (2014) “Best Practices for Mega Project
Management” Seoul
National University Engineering Project Management Program,
Seoul, Korea, July
18, 2014.
20.
Kwak, Y.H. (2014) “Lessons Learned from
Investigating Large Government
Projects and Programs” Yonsei
University, Seoul,
Korea, July 15, 2014.
19.
Kwak, Y.H. (2014) “Lessons Learned from
Investigating Large Government
Projects and Programs” University of Seoul, Seoul, Korea, July
14, 2014.
18.
Kwak, Y.H. (2013) “Strategies for Sustainable
Infrastructure
Development, Management, and Evaluation” First International
Workshop of Green
Infrastructure Technology for Climate Change, Yonsei
University, Seoul, Korea, May 30, 2013.
17.
Kwak, Y.H. (2013) “Strategies for Sustainable
Infrastructure
Development” Construction Economics Research Institute of
Korea (CERIK), May
28, 2013.
16.
Kwak, Y.H. (2013) “Project Financing and Sustainable
Construction
Project Management” Seoul National University Engineering
Project Management
Program, May 23, 2013.
15.
Kwak, Y.H. (2012) “Engineering-Infrastructure
Project Management
Strategy” POSTECH,
14.
Kwak, Y.H. (2012) “Engineering-Infrastructure
Project Management
Strategy” KAIST, Daejon, May 29,
2012.
13.
Kwak, Y.H. (2011)
“Global Project Financing Trends and Strategies” Construction
Economics
Research Institute of
12.
Kwak, Y.H. (2011)
“Applications and Trends of Earned Value Management Practice
in US Government”
Korean Project Management Association (KPMA), May 30, 2011.
11.
Kwak, Y.H. (2011)
“New Trends and Strategies of Project Management Practice:
Project Financing,
Earned Value Management, and Business Analytics”
10.
Kwak, Y.H. (2011)
“Trends and Future of Project Management Research, Education,
and Practice”
Korean Project Management Forum, May 26, 2011.
9.
Kwak, Y.H. (2011)
“Strategies and Momentum of Global Project Management Market”
HanmiGlobal, May 24, 2011.
8.
Kwak, Y.H. (2011)
“Project Financing and US PPP Transportation Projects”
7.
Kwak, Y.H. (2011)
“New Trends and Future of Project Management: Maturity Model,
Mega-Projects,
and Future of PM”
6.
Kwak, Y.H. (2010)
“Project Management and its Allied Disciplines: Past, Present,
and Future”,
5.
Kwak, Y.H. (2010)
“The Future of Construction Management and Project
Management”,
4.
Kwak, Y.H. (2009)
“Project Management Maturity Model: Measuring PM Maturity”
Department of Civil
Engineering,
3.
Kwak, Y.H. (2009)
“Project Management and its Allied Disciplines”, Master of
Project Management
Program, Project Management Community of Practice Conference,
2.
Kwak, Y.H. and
Anbari, F.T. (2008) "Is there a Future for Project Management
in the
Allied Management Disciplines?”
1. Kwak, Y.H. (2002)
Strategy to
Implement Project Management Office: Challenges, Benefits, and
Practices.
Mastering the Project Management Office: An Asian Perspective,
Mastering
the
Project Management Office: An Asian Perspective, ESI
International,
MAGAZINE/NEWSPAPER ARTICLES
and MEDIA APPERANCE
10.
Interview (one hour)
regarding Risk Management for Grant Administration: A Case
Study of the
Department of Education, Conversation with Authors Series,
Federal News Radio
(1500 AM) and CBS Radio, March 30, 2015.
9.
Featured in the article
“Earned Value Management: Insights from NASA”, PMI Community
Post, Mar 12,
2012.
8.
Featured in the article
“An Overlooked Value Driver”, CFA Magazine, Nov/Dec 2011,
p.31-33.
7.
Featured in the article
“Government 2.0: An Implementation Model,” Kogod Now,
Fall 2011, pp. 29-31.
6.
IBM-sponsored research on
Social Media and Open Government has been featured in
-
“Big Blue Guide to
Implementing Open Government,” GovFresh,
March 17,
2001.
-
“IT Problems are Hindering
Agency Transparency Initiatives,” Fierce Government IT, Feb.
3, 2011.
-
“Agencies Face Challenges
in Delivering Open Government,” NextGov.com, Feb. 1, 2011.
-
“Agencies face problems
opening up government,” Federal Computer Week, Jan. 31, 2011.
-
Australian Policy Online,
Policypointers.org, Openforumeurope.org, Washingtoncog.org,
GovLoop.com
5.
Interview (one hour)
regarding Open Government Implementation, Conversation with
Authors Series,
Federal News Radio (1500 AM) and CBS Radio, Feb. 15, 2011.
4.
Interview regarding
Project Management in Government: An Introduction to Earned
Value Management,
Federal News Radio (1500 AM) and CBS Radio, Nov. 1, 2010.
3.
Featured in the article
“School of business will record classes”, GW Hatchet, Sep. 18,
2008.
2.
Featured in the article “
1.
Featured in the article "Project
Management Maturity and ROI" Project Management
Institute New
York City Chapter Newsletter, April 2002, Vol.4 (4).
INTERNAL TECHNICAL REPORTS
3.
Kwak, Y.H. and Ibbs, C.W.
(1998). "Understanding The
2.Ibbs,
C.W. and Kwak,
Y.H. (1998) "
1.
Kwak, Y.H. and Ibbs, C.W.
(1997). "A Systematic Approach to Evaluate
Quantitative Impacts of Project Management (PM)." Technical
Report No.
97-04, Construction Engineering and Management Program,
Department of Civil
Engineering,
DISSERTATION
Kwak,
Young Hoon, A Systematic Approach to Evaluate Quantitative
Impacts of Project
Management, Ph.D. Dissertation, Department of Civil
Engineering, University of
California, Berkeley, May 1997, 149 pages. Dissertation
Abstracts available.
Grant and Proposal Writing Guide from National
Science Foundation.
ADVICE
ON
RESEARCH AND WRITING
Collection of advice about
how to do research
and how to communicate effectively.
Last
Updated: January 20, 2016. YHK.