PUBLICATIONS and PRESENTATIONS
ACADEMIC JOURNALS (PEER-REVIEWED)
40. Kwak, Y.H. and Park, J.
(2012) “The Effects of Sustainability Considerations on Construction
Operations: Practices and Opportunities”. Target Journal: POM or JOM.
39. Kwak, Y.H. and Park, J.
(2012) “Impact of Project Management Performance in Capital Projects” Target
Journal: IEEE Transactions on Engineering Management.
Submitted
for Review, Re-Reviewed, or Under Revision
38. Ghosh,
Kwak, Y.H., Park, J. and Skibniewski, M. (2011) “Changing Paradigms of Project
Governance: Understanding Project Ecosystem”, Engineering Project Organization
Journal, submitted for review, July.
37. Ghosh,
S., Kwak, Y.H., Cheerla,
A., and Park, J. (2011) “Codes and Dimensions of Good Project Governance”, Engineering Project Organization
Journal, submitted for review, April.
36. Choi,
S., Kim, D.Y., Han, S.H., and Kwak, Y.H.
(2013) “Conceptual Cost Prediction Model for Public Road Planning via Rough Set
Theory and Case-Based Reasoning”, ASCE
Journal of Construction Engineering and Management, Currently under
revision for resubmission, April, 2013.
Accepted or Published
35. Kwak, Y.H., Walewski, J., Sleeper, D.,
and Sadatsafavi, H. (2014) “What Can We Learn from
The
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.
34. 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, In Press. doi:10.1057/jors.2012.157
ABSTRACT: The construction industry is one of the largest sectors in the
33. Ghosh,
S., Buckler, L., Kwak, Y.H. and Skibniewski, M. (2012) “Organizational readiness to
undertake sustainability projects: A Case Study”. Technological
and Economic Development of Economy, Accepted. Schedule to Appear in
Sept.
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.
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,
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: The
International 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
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
This
report presents an Open Government Implementation Model (OGIM) for guiding
government agencies towards open government. Our model defines four
implementation stages and describes the focuses, deliverables, benefits,
challenges, best practices, and metrics for each stage. A key tenet of the
Implementation Model is that government agencies should advance their open
government initiatives incrementally, focusing on one implementation stage at a
time. Starting from increasing data transparency (Stage One),
the process moves on to improving open participation (Stage Two), enhancing
open collaboration (Stage Three), and realizing ubiquitous engagement (Stage
Four). 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.
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)
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,
34. Suh,
M.J. Pearce, A.R., and Kwak, Y.H.
(2013) “The Effect of LEED Certified Building on The
Surrounding Neighborhood in
33. Kwak, Y.H. (2012) “Lessons Learned from the History of
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,
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
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
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
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: April 7, 2013. YHK.