• Korean Journal of Construction Engineering and Management
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• v.17 no.5
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• pp.97-107
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• 2016

CM services have been focused on the advancement of the CM industry and expansion to overseas market based on CM capabilities. However, there has been lack of quantitative and comprehensive research to investigate current CM trends and prospects for improving competitiveness. In this sense, the purpose of this study is to statistically analyze total of 3,453 CM service contracts over the past 18 years (between 1997 and 2014) in term of market type, contract size, owner's type, commodity type. Finding of this research reveal that 1) compared to 2005, CM market size in 2015 increased as much as 2.5 times, and that 2) domestic CM projects count for 87.5%, architectural project 88.4%, less than 1 billion won small contracts 75%, respectively. Also, recently as CM company are developing capability and competitiveness, 1) overseas CM market share has grown up to 20% among total CM contract amount, and 2) CM contracts by private owners has increased 3 times demanding the total management services based on high technical capability. Additionally, the result of this paper supports the growth path model proposed by Jung et al. (2014), where a path from Domestic Public (DP3) and Domestic Private (DC2) CM projects towards the expansion to International Private (IC5) contracts was quantitatively analyzed. Implications for other practical issues are also briefly discussed.

• Proceedings of the Korean Institute of Building Construction Conference
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• 2015.05a
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• pp.209-210
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• 2015

Since CM policies established in 1996, contracts of CM services are continuously increasing over the past years. As constant improvement of positive awareness about public/private owners and CM capabilities of domestic construction companies, a number of efforts were being made to acquire competitiveness of domestic and overseas CM market. However, there has been lack of quantitative and comprehensive research to investigate CM firms. The purpose of this research is to statistically analyze total of 2,983 CM service contracts over the past 16 years published in KISCON (Knowledge Information System of Construction Industry) in order to examine CM owner type.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• 2007.11a
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• pp.483-486
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• 2007

In 1997, after Construction Management was introduced, it has been ten years; moreover, there has been many thesis until recently. However, in the past thesis, studies of Construction Management were limited to the public and standards for an activation were not certain. So, in this study, using Public Announcement of CM Ability Valuation, we analyzed the market of the domestic CM in the aspect of the number of contracts and the sum of money. The number of domestic construction contracts has decreased since 2002. In contrast with the number, the sum of money has increased. And the market of CM has been extended. However, the occupancy rate of the contract money was low in contrast with the number of contracts. But comparing with the growth rate of economy and Construction market, that of the CM market has been extending. Through this study, we decided that the market of CM was being activated.

• International conference on construction engineering and project management
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• 2015.10a
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• pp.440-444
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• 2015

As domestic construction investment has been gradually reduced, expanding overseas construction is one of the most important issues for Korean construction companies. Among these issues, strategies for overseas CM services have widely been discussed, because the CM services have features of high growth potential and value-added area when compared with other construction sectors. Therefore, recent efforts focus on further development in advanced CM capabilities and expansion to overseas market. However, there has been lack of quantitative research to investigate current status and future direction of CM industry. In this sense, this research investigated what CM has achieved for the past 17years (between 1997 and 2013) and what CM should accomplish for future strategies. The purpose of this research is to statistically analyze total of 2,983 CM service contracts over the past 17 years published in KISCON (Knowledge Information System of Construction Industry) in order to examine current status of CM industry in terms of market type, contract size, commodity type, and owner's type. Based on this research, it is expected to suggest for future strategies and development directions from the CM industry perspective that could provide quantitative analyses, improve current CM statistics systems and strengthen the competitiveness in international CM market.

• Proceedings of the Korean Institute of Building Construction Conference
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• 2015.05a
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• pp.207-208
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• 2015

CM services have continued to grow since the establishment of CM policies in 1997. Recently, strategies for overseas CM services have widely been discussed, because the CM services have expected synergy with planning, engineering, procurement and construction. However, there has been lack of quantitative and comprehensive research to investigate CM trends and prospects. In this sense, the purpose of this research is to statistically analyze total of 2,983 CM service contracts over the past 16 years (between 1997 and 2013) published in KISCON (Knowledge Information System of Construction Industry) in order to examine current status and future direction of CM industry.

• Journal of the Korea Institute of Building Construction
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• v.13 no.3
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• pp.209-217
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• 2013

The execution of a construction project involves the engagement of many participants. Generally, the Authority uses CM to certify that the Work is built according to the contract documents. The CM work scope is expressed in the Construction Technology Management Act and its Regulation. The mandated and delegated CM services are limited to the construction period. If Contractor is required to repair a construction defect, the Contractor should bear the burden of the inspection service for the defect repair, because it is associated with him. Nevertheless, CM should submit a bond to provide the inspection and supervision service for the defect repair. These may result in conflict with each liability. Therefore, CM service in the law and regulation was investigated and analyzed in this study to classify the characteristics of CM contracts, and it was suggested that the CM liability for the inspection and supervision service for the defect repair should be reconsidered.

• Korean Journal of Construction Engineering and Management
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• v.15 no.6
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• pp.92-104
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• 2014

CM services have been increasingly practiced over the two decades in the Korean construction industry, and recent efforts focus on further development in advanced CM capabilities and expansion to overseas market. However, there has been lack of holistic research to investigate current status and future direction of CM industry in Korea. In this context, the purposes of this study are 1) to analyze current status of Korean CM industry in terms of owners, market, CM firms, contracts, and work scopes, 2) to define different types of CM practices, and 3) to propose growth models for Korean CM firms based on the defined CM project types. An extensive literature review and statistical analysis of 2012 CM contracts were performed in order to analyze the CM status. Based on the analyses, ten different CM types are defined, and growth paths of CM firms are illustrated. Implications and lessons learned during the statistical analysis and workshops are briefly introduced as well.

• Korean Journal of Construction Engineering and Management
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• v.14 no.2
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• pp.87-95
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• 2013

The number of construction management firms has been increased as construction management delivery system has been active in Korean construction market. the capability of leading construction management professional, who is responsible for managing project administration, is important for commissioning construction management contracts. The quality of project proposal and the capability of leading construction management professional, which are assessed by the board of contract awarding committee, are the major contributors for commissioning the public construction management projects administered by the Korean public procurement service for contracting. Therefore, employing a very competent leading construction management professional is the critical strategy for awarding contract to the construction management firms' part. That is why the firms should secure a fixed number of leading construction management professional in a waiting list to proceed the contract commissioning process for expectant candidate projects, even if there is no project assignable to the leading construction management professionals. However, a measure that makes effectively use of the leading construction management professional in a waiting list has not been systematically implemented in the firms. In turn, the firm suffers considerable loss in a project personnel supply and demand plan. Expert opinions were obtained by the survey questionaries administered to top management of the construction management firms which are engaged in the construction management contracts for commissioning the public construction management projects administered by the Korean public procurement service either as principal or co-principal deliverer. This paper presents the findings obtained by investigating the actual employment state of the leading construction management professional in the waiting list and by analyzing the issues involved in mobilizing and demobilizing them. It contributes to implement a practical guide for searching effective solutions to the issues.

• Proceedings of the Korean Reliability Society Conference
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• 2004.04a
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• pp.29-37
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• 2004

Maintenance are actions (or activities) needed to (i) control equipment degradation and failures and (ii) to restore a failed equipment to operational state. The former is termed Preventive Maintenance (PM) and the latter as Corrective Maintenance (CM).(omitted)

• International conference on construction engineering and project management
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• 2005.10a
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• pp.1002-1006
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• 2005

When we compare CM system with Design Bid Build system, we can see two striking features in CM system. First, CMr participates in construction team along with Owner, Designer and Constructor. The newcomer can change boundaries of function and responsibility. Second, Compatibility through each phase and Objectivity of decision-making become more important, because relation among stakeholders changes from a rectilinear to a network. However, it is not clear how the risk of completion is reasonably treated. So we have to think about the relations between Owner and CMr, CMr and Specialist Contractor from a point of trade risk. This paper covers them.