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Çѱ¹°Ç¼³°ü¸®ÇÐȸ / v.9, no.6, 2008³â, pp.194-203
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( Change Drivers and Advance of Business Process Management Model for Construction Companies )
¼Û¿µ¿õ;ÃÖÀ±±â; ¼þ½Ç´ëÇб³ °ø°ú´ëÇÐ °ÇÃàÇкÎ;¼þ½Ç´ëÇб³ °ø°ú´ëÇÐ °ÇÃàÇкÎ;
 
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°Ç¼³±â¾÷Àº ³» ¿ÜºÎÀÇ °æ¿µÈ¯°æÀÌ ±Û·Î¹úÈ­ µÇ°í ¼öÁÖ°æÀïÀÌ Ä¡¿­ÇØ Áü¿¡ µû¶ó ±â¾÷ ¿î¿µ È¿À²¼º Áõ´ë¿Í ¼öÀͼº Áõ´ë¸¦ À§ÇÑ °æ¿µÃ¼Á¦¿¡ ´ëÇÑ ³ë·ÂÀÌ ¿ä±¸µÈ´Ù. 1990³â ÀÌÈÄ °Ç¼³±â¾÷Àº ÇÁ·Î¼¼½º Áß½ÉÀÇ ³» ¿ÜºÎ ¾÷¹«±¸Á¶¸¦ °³¼±Çϱâ À§ÇÏ¿© BPR, 6½Ã±×¸¶, PI, ¿öÅ©ÇÃ·Î¿ì °ü¸®, BPM µî ´Ù¾çÇÑ ½Ãµµ°¡ ÀÖ¾úÀ¸¸ç ±â¾÷³»ºÎ¿¡¼­ °³¼±µÈ ±â´ÉÀ» ÀϺΠȹµæ ÇßÀ¸³ª ÀÏȸ¼º »ç¾÷¿¡ ¸Ó¹°·¶À¸¸ç º¯È­¿¡ ´ëÇÑ ¾÷¹« ÇÁ·Î¼¼½º ¹Îø¼ºÀÇ Á¦°øÀº ¹ÌºñÇÏ¿´´Ù. ¶ÇÇÑ ÃÖ±ÙÀÇ BPM Àû¿ë°ú ½Ç¿ëÈ­ ¹æ¾È¿¡ ´ëÇØ¼­´Â Ÿ »ê¾÷ºÐ¾ßÀÇ À̷аú ¹æ¹ý·Ð¿¡ ±¹ÇѵǾî ÀÖÀ¸¸ç, °Ç¼³±â¾÷ÀÇ BPM Àû¿ëÀ» À§ÇÑ µµÀÔ ½Ãµµ´Â ÀϺαâ¾÷¿¡¼­¸¸ °³³äÀû ÀÌ·ÐÀû Á¢±Ù ¹× °ËÅä´Ü°è¿¡ ¸Ó¹«¸£°í ÀÖ´Ù(B»ç, H»ç, 2007³â ±âÁØ). µû¶ó¼­ º» ¿¬±¸¿¡¼­´Â °Ç¼³±â¾÷ÀÇ °æ¿µ ÆÐ·¯´ÙÀÓÀÇ º¯È­¸¦ ¹Ý¿µÇÏ°í °Ç¼³±â¾÷ÀÇ ¾÷¹« ÇÁ·Î¼¼½º °æ¿µ ¸ðµ¨ÀÇ µµÀÔÇöȲ°ú °³¼±¿ä±¸»çÇ×À» ºÐ¼®ÇϰíÀÚ ÇÑ´Ù. ¶ÇÇÑ °Ç¼³±â¾÷ÀÇ BPM µµÀÔÀ» À§ÇÏ¿©, Áö¼Ó °¡´ÉÇÑ ¾÷¹« ÇÁ·Î¼¼½º °æ¿µ ¸ðµ¨ÀÇ ±¸Ãà¹æ¾ÈÀ» Á¦½ÃÇÔÀ¸·Î¼­ °Ç¼³±â¾÷ BPMÀÇ ¹ßÀü¹æÇâÀ» Á¦½ÃÇϰíÀÚ ÇÑ´Ù.
Construction companies require management system to increase efficiency and profit because of receiving competition and globalizing business environment. Since 1990s, construction companies have made various attempts to innovate business structure both internally and externally by means of BPR, 6 Sigma, PI, and Workflow. Some improvements were made, but most of them were temporary, and insufficient to provide the much-needed promptness of business process in responding to the changes. Furthermore, the recent methods of applying BPM and practical using are limited to the theory and method of other industries, and also the attempts of applying BPM in construction industry are at the stage of theoretical approaching and examining in a few construction companies. Accordingly, this study deduces the necessity of adopting BPM based on change of business paradigm for construction companies and limits of current researches, failure causes and problems of application attempts of BPM and process management. And also, we analyze Advance of BPM and suggest the application method of business process management model for construction companies.
 
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¾÷¹« ÇÁ·Î¼¼½º °æ¿µ;ÇÁ·Î¼¼½º;º¯È­µ¿ÀÎ;°Ç¼³±â¾÷;BPM(Business Process Management);Process;Change Driver;Construction Company;
 
Çѱ¹°Ç¼³°ü¸®ÇÐȸ³í¹®Áý / v.9, no.6, 2008³â, pp.194-203
Çѱ¹°Ç¼³°ü¸®ÇÐȸ
ISSN : 2005-6095
UCI : G100:I100-KOI(KISTI1.1003/JNL.JAKO200811237158684)
¾ð¾î : Çѱ¹¾î
³í¹® Á¦°ø : KISTI Çѱ¹°úÇбâ¼úÁ¤º¸¿¬±¸¿ø
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