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Active Projects

Current initiatives driving Kyndof's strategic goals and operational improvements

개요​

Active projects represent the current portfolio of work transforming Kyndof's vision into reality. Unlike ad-hoc tasks or ongoing operations, projects have defined scopes, timelines, and success criteria. This page provides a real-time view of all initiatives currently in flight, organized by strategic priority and execution status.

Understanding active projects is essential for coordination, resource allocation, and preventing duplicate work. Each project connects to specific strategic goals and contributes measurable value to the organization.

Project Portfolio Structure​

Kyndof organizes projects into four distinct types, each serving different strategic purposes:

Core Product Development​

Projects focused on building and enhancing the Kyndof IMS platform itself. These initiatives directly expand product capabilities, improve user experience, or strengthen technical foundations. Examples include new feature development, architectural upgrades, and performance optimization efforts.

Core product projects receive highest priority for engineering resources and typically follow agile methodologies with 2-week sprint cycles. Success is measured through feature adoption rates, technical debt reduction, and customer satisfaction metrics.

Strategic Experiments​

Exploratory initiatives testing new concepts, markets, or technologies. These projects carry higher uncertainty but offer potential breakthrough opportunities. They operate with lighter governance, shorter timeframes, and explicit learning objectives rather than pure execution goals.

Strategic experiments follow a "build-learn-pivot" approach with predefined success criteria established upfront. After completing experiments, teams decide whether to graduate to core product, pivot to a different approach, or sunset the initiative. This category enables Kyndof to explore innovation without committing to full production development prematurely.

Internal Operations​

Projects improving Kyndof's internal systems, processes, and infrastructure. These range from process automation and tool implementation to organizational redesign and knowledge management systems. While less visible externally, operations projects significantly impact team productivity and organizational effectiveness.

Internal projects often emerge from recurring friction points or scalability bottlenecks. They receive priority when they unlock significant efficiency gains or remove critical blockers to team performance.

Partner Collaborations​

Joint initiatives with external organizations, clients, or ecosystem partners. These projects involve coordinated delivery across organizational boundaries and require extra attention to communication, expectations, and contractual obligations.

Partner projects follow stricter governance than internal work, with formal kickoff processes, documented agreements, and regular stakeholder reviews. Success depends on both deliverable quality and relationship health.

Current Active Projects​

The following projects are currently in active execution as of February 2026. This represents work across both client-facing costume design and internal operational improvements.

인력 의존도 최소화 프로세스 설계​

Type: Strategic Experiment Status: Planning Strategic Goal: Build system-based operations reducing people dependency Department: Corp Operations

Designing processes and systems that reduce organizational dependence on specific individuals. This initiative identifies high-dependency areas where single-person knowledge or skills create bottlenecks or risk, then systematically builds alternatives through documentation, tooling, and process redesign.

The project addresses a critical scaling constraint: as Kyndof grows, key-person dependencies become organizational fragility points. By systematizing tribal knowledge and automating manual workflows, the organization becomes more resilient and scalable.

Key Focus Areas:

  • Document tacit knowledge currently held by individual experts
  • Identify single points of failure in critical workflows
  • Design process improvements reducing skill-level requirements
  • Build tools automating repetitive expert tasks
  • Create training materials enabling broader capability distribution

SS26 Collection​

Type: Client Project (Costume Design) Status: In Progress Strategic Goal: Deliver exceptional K-pop artist costumes for Spring/Summer 2026 Department: 2000Atelier

Active development of costume designs for Spring/Summer 2026 comeback season. This collection includes multiple artist projects with staggered delivery timelines aligned to comeback schedules. Work encompasses initial design concepts through final garment delivery and on-site support.

SS26 represents Kyndof's core business: delivering world-class custom costumes for major K-pop performances. The project requires tight coordination between design, production, and client management teams to meet immovable broadcast deadlines.

Current Phase:

  • Design iterations and client feedback cycles
  • Sample garment production and fit testing
  • Final production scheduling and material sourcing
  • Quality control and delivery coordination

재무·행정 프로세스 시스템화​

Type: Internal Operations Status: In Progress Strategic Goal: Streamline financial and administrative workflows Department: Corp Operations

Systematizing financial and administrative processes through automation, standardization, and tool implementation. This project reduces manual administrative work, improves financial visibility, and establishes scalable operational foundations.

Current financial processes involve significant manual work: data entry, reconciliation, report generation, and approval routing. Systematization eliminates repetitive work while improving accuracy and creating audit trails.

Target Areas:

  • Accounts receivable tracking and collection
  • Expense management and approval workflows
  • Financial reporting automation
  • Administrative request routing
  • Document management and archival

모델 커뮤니티 플래닝​

Type: Strategic Experiment Status: In Progress Strategic Goal: Build engaged community of fashion models Department: 2000Archives

Planning initiative exploring community product offerings for fashion models in Kyndof's network. This project investigates what products, services, or experiences would create value for the model community while strengthening Kyndof's relationships and market position.

The model community represents a strategic asset: direct relationships with talent who influence costume design decisions and provide market intelligence. Deepening these relationships through valuable offerings could create competitive advantages.

Research Questions:

  • What pain points do models experience that Kyndof could address?
  • What products would models pay for vs. expect for free?
  • How can community offerings strengthen Kyndof's brand position?
  • What operational capabilities would community products require?

2025년 미수금 회수 및 정산 완료​

Type: Internal Operations Status: In Progress Strategic Goal: Close 2025 fiscal year with clean accounts receivable Department: Corp Operations

Project focused on collecting outstanding 2025 receivables and completing year-end financial reconciliation. This work ensures clean financial statements, provides accurate performance data, and prevents aging receivables from becoming uncollectible.

Year-end financial closure requires systematic follow-up on outstanding invoices, client communication about payment status, and accounting reconciliation confirming all 2025 transactions properly recorded.

Key Activities:

  • Outstanding invoice identification and prioritization
  • Client outreach and payment coordination
  • Dispute resolution for contested charges
  • Payment recording and reconciliation
  • Final 2025 books closure

커머스 마케팅 시스템 구축​

Type: Strategic Experiment Status: In Progress Strategic Goal: Establish digital commerce channels for costume products Department: Brand Operations

Building marketing systems and infrastructure to support direct costume commerce. This initiative explores digital sales channels, marketing automation, and customer acquisition approaches for selling costume designs beyond traditional B2B client relationships.

Direct commerce represents a potential business model expansion: selling costume pieces, custom design services, or related products to broader markets. The project tests market appetite and operational feasibility.

Current Work:

  • Market research on target customer segments
  • Platform selection for commerce infrastructure
  • Marketing channel testing and optimization
  • Content creation supporting digital presence
  • Initial product offering definition

디자인 워크플로우 혁신​

Type: Strategic Experiment Status: In Progress Strategic Goal: Revolutionize internal design collaboration and iteration Department: 2000Atelier

Innovating design workflows to accelerate iteration cycles, improve collaboration between designers, and better capture design rationale. Current workflows involve manual file management, limited version control, and fragmented communication—this project systematically addresses these friction points.

Faster, smoother design workflows directly impact project timelines and design quality. By reducing administrative overhead and communication latency, designers spend more time creating and less time coordinating.

Innovation Areas:

  • Design file management and versioning
  • Feedback collection and iteration tracking
  • Designer collaboration tools
  • Design rationale documentation
  • Client presentation and approval processes

Project Health Indicators​

Kyndof tracks several key indicators to assess project health and identify early warning signs:

Velocity and Timeline Health​

Projects maintain expected velocity when they complete planned milestones on schedule. Timeline slippage beyond 10% triggers review and potential scope adjustment. Persistent velocity issues often indicate resource constraints, technical blockers, or scope creep requiring intervention.

Risk Exposure​

Each project maintains a documented risk register with identified risks, mitigation strategies, and ownership. High-risk projects receive weekly risk reviews, while standard projects review monthly. Unmitigated high-impact risks escalate to executive attention.

Resource Allocation​

Projects should have dedicated owners with sufficient time allocation to drive progress. Projects where owners spend less than 20% of their time typically stall or fail. Resource conflicts between projects trigger prioritization conversations at the strategic level.

Stakeholder Engagement​

Active stakeholder participation—measured through meeting attendance, feedback responsiveness, and decision velocity—indicates healthy projects. Stakeholder disengagement often signals misalignment on scope, value, or priorities requiring reset conversations.

Project Lifecycle Phases​

All Kyndof projects follow a consistent lifecycle with defined phase gates:

  1. Ideation - Concept development and initial validation
  2. Planning - Scope definition, resource allocation, timeline creation
  3. Execution - Active development and delivery
  4. Closure - Completion verification, handoff, retrospective
  5. Operations - Ongoing maintenance (for operational projects)

Phase transitions require explicit approval from the project's accountable party based on completion criteria. This prevents premature advancement while maintaining momentum for healthy projects.

Cross-Project Coordination​

With multiple simultaneous projects, coordination prevents conflicts and maximizes synergies:

Dependency Management​

Projects explicitly document dependencies on other initiatives, shared resources, or external deliverables. Dependency changes trigger notifications to affected projects. The Orchestrator agent maintains a dependency graph and flags circular dependencies or critical path issues.

Shared Resources​

When multiple projects need the same specialized resources (technical expertise, infrastructure, budget), allocation follows strategic priority with explicit scheduling. Resource contention triggers prioritization discussions rather than silent competition.

Integration Points​

Projects producing capabilities consumed by other projects establish integration contracts early. Consumer projects participate in producer project reviews to ensure delivered capabilities meet their needs. Integration testing happens before project closure.

How to Engage with Active Projects​

Different stakeholders interact with projects in distinct ways:

As a Project Owner​

You drive execution, make tactical decisions, coordinate team members, manage risks, and report status. You own the project plan and ensure milestone delivery. When blocked, you escalate to your accountable party for decision support or resource help.

As a Team Member​

You execute assigned tasks, surface blockers early, communicate status, and collaborate with other team members. You attend project meetings, contribute to planning, and maintain quality standards. Your expertise shapes how work gets done.

As a Stakeholder​

You provide input during planning, review deliverables, participate in key decisions, and receive status updates. You represent your function's needs and constraints, ensuring the project serves its intended purpose.

As Leadership​

You set strategic direction, allocate resources across projects, resolve prioritization conflicts, and remove organizational blockers. You approve phase transitions and project scope changes. You ensure project portfolio alignment with organizational goals.

관련 문서​