• Proceedings of the Korean Institute Of Construction Engineering and Management
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• 2004.11a
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• pp.89-94
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• 2004

Many innovative management processes, which are also termed as best practices or value improving practice, have been proven to successfully improve the value of capital facility projects. With a lack of any guidance on how to implement the most suitable value management process for a particular project, the objective of this paper is to facilitate the VMP implementation. A CII (Construction Industry Institute)'s recent study, titled as 'Development of the Value Management Toolkit,' encompasses a comprehensive structure of value management and provides a new methodology in optimizing the implementation of the value management processes in order to leverage the unique project circumstances, such as project objectives, resource availability, and site limitations, etc. As a pioneering study, the findings contribute to the expedition of implementing value management processes in the industry and maximize the potential benefits in applying the most benefiical value management process for a particular capital facility project.

• Korean Journal of Construction Engineering and Management
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• v.5 no.4 s.20
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• pp.147-154
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• 2004

Project value can be increased by implementing the most suitable one or more Value Management Processes (VMP). For the past decades, a variety of innovative management processes have been increasingly introduced into the construction industry. Each VMP is considered to be significantly beneficial for capital facility projects to proactively achieve one or more project value objectives. This paper covers the compilation of the 44 VMPs and provides their leveraging project characteristics that require the implementation of one or more VMPs. The results of data collection establish relative importance between the VMPs and the project characteristic factors in collaboration with 51 experts from both industry and academia. In the lack of industry awareness of both VMPs and their causal factors, the results of this study can facilitate the implementation of the VMPs and ultimately enhance the value of a particular capital project.

• International conference on construction engineering and project management
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• 2007.03a
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• pp.509-519
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• 2007

Private financing is playing an increasing role in public infrastructure construction projects worldwide. However, private investors/operators are exposed to the financial risk of low profitability due to the inaccurate estimation of facility demand, operation income, maintenance costs, etc. From the operator's perspective, a sound and thorough financial feasibility study is required to establish the appropriate capital structure of a project. Operators tend to reduce the equity amount to minimize the level of risk exposure, while creditors persist to raise it, in an attempt to secure a sufficient level of financial involvement from the operators. Therefore, it is important for creditors and operators to reach an agreement for a balanced capital structure that synthetically considers both profitability and repayment capacity. This paper presents an optimal capital structure model for successful private infrastructure investment. This model finds the optimized point where the profitability is balanced with the repayment capacity, with the use of the concept of utility function and multi-objective GA (Generic Algorithm)-based optimization. A case study is presented to show the validity of the model and its verification. The research conclusions provide a proper capital structure for privately-financed infrastructure projects through a proposed multi-objective model.

• 한국해양학회지
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• v.11 no.2
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• pp.57-63
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• 1976

It was attempted to analyze the sensitivity of the oil prospect place named MARIA which placed inside Gulf of Alaska. For the analysis, P6031090, ECOANA( computer) which installed in the head office, Shell Oil Co was used and the data needed for computer programming were 1) Unit of Production data 2) Production Schedule 3) Total Gross Yearly Expenses and 4) Total Gross Capital and so on. The important data among the computer output 1) PVPAT (Present Value After Tax): $1,167,077,500 2) Payout After Tax: 3.14 Years (256,284,810 BBL Production) 3) Earning Power: 42% (After Tax) 4) PVPAT/BBL : $1.22 5) Capital/BBL : $2.00. On the other hand, the effect acted upon PVPAT with varying the Platform cost, Facility cost, Pipeline cost and Well cost was observed in comparion with the basic for range from 50% to 200%. Resultantly, the order was 1) Pipeline cost 2) Facility cost 3) Well cost 4) Platform cost for range form 100% to 200%. This project was completed by the contract with Shell Oil Co., and the geological data needed for this analysis were given by the head office and the development project started from Jan. 1976.

• Korean Journal of Construction Engineering and Management
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• v.5 no.2 s.18
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• pp.144-152
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• 2004

Defining value as a measure of how well the project value objectives are met, Value Management Process (VMP) is considered to be any management effort or process that can proactively pursue one or more project objectives (i.e., security/safety, cost effectiveness, schedule optimization, and risk containment). The collection of 44 VMPs has been established based on a rigorous effort conducted by Construction Industry Institute (CII). Because varying circumstances on each project determine the level of suitability, it is crucial to identify which VMP should be implemented on a particular project. The current VMP selection process is primarily based on human intuition. The main objective of this paper is to provide a systematic method to facilitate the usage of VMPs on a particular project. This paper identified and quantified the selection principles (i.e., targeted value objectives, timing of initiation, project characteristics, and relative impact). The data collected from industry practitioners and VMP experts characterized each VMP in terms of the magnitude of benefit. An automated selection tool by Visual Basic Application (VBA) on MS Excel TM, was developed and proved its validity. As a pioneering study, this paper provides a comprehensive and structured knowledge on the subject of VMPs. From the industry's perspective, the automated selection tool, the premier of this study, contributes the facilitation of the VMP implementations in the construction industry thereby maximizing the potential benefits to a particular project.

• Proceedings of the Korean Institute of Building Construction Conference
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• 2023.11a
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• pp.171-172
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• 2023

As a result of analyzing related laws and cases regarding the problems of PF requiring construction companies to guarantee liability for the entire scope of construction, including firefighting facility construction, the law requires repayment ability, and the capital ratio of PF in Korea is 10%. , Since the equity capital ratio of PF in the United States is 30%, it is judged that it is necessary to reduce the dependence of construction companies.

• International conference on construction engineering and project management
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• 2005.10a
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• pp.754-757
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• 2005

Construction firms attempt to improve project performance by adopting technology. However, the advantages gained from technology utilization are still not clear. Lack of information regarding technology benefits has resulted in industry reluctance to implement new technology. Therefore, there are needs for studies that quantify the impacts of technology utilization on project performance. An industry-wide survey was used to collect project data from 70 capital facility projects on the issue of technology usage and project owner satisfaction parameter. This paper reports on integration/automation technology usage in the Taiwanese construction industry and associated impacts on project owner satisfaction. In addition, integration and automation technology findings are presented by project phase. The analyses indicate that projects with owner satisfaction have, on average, higher levels of technology utilization than projects with owner dissatisfaction for all technology usage metrics analyzed.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• 2004.11a
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• pp.486-489
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• 2004

To enlarge the international competition and construction productivity, the domestic construction market attracts the private capital and expands the facility of :iocial Overhead Capital(SOC). However, the application of the business system used at the public project didn't utilize the effect of social overhead capital. It caused problems that parties' business was inefficient and their allotment of the risk was inadequate. This paper presents the course to reorganize the business system which the coincides with the origin aim of the SOC. For the reformation of the supervisor's work scope and business system and the government's overall project management, in other words, this paper proposes the professional organization to replace the superintendence and the formation of optimal business system. This paper confirms the privity of contract among parties of SOC project and parties' work scope and system between relative laws and concession agreement that government made a contract with Special purpose Company (SPC).

• Proceedings of the Korean Institute of Building Construction Conference
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• 2015.11a
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• pp.81-82
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• 2015

BIM has been a reliable construction project management tool to handle various kinds of construction information generated in the facility life cycle. To take these advantages, researchers have been promoted numerous studies in a residential, a commercial, and an educational facilities with a large number of on-going projects. However, despite running as the role of essential energy supplier, power plant related BIM research is relatively insufficient than others. In particular, due to the extending of the facility service period and the requirement of the complicated construction project management for 'overhaul' and 'repowering' in the power plant maintenance phase, the needs for using BIM have been increased gradually. For using BIM based maintenance, it is needed to consider an information collecting methods and necessary to develop an appropriate breakdown structure to share information. Therefore, 'EBS' is produced by reviewing the previous research related to BIM and analyzing the repair activities in the maintenance phase. Proposed 'EBS' must be useful not only a judgment between capital expenditure versus revenue expenditure but also appropriate maintenance strategies development for property management.

• International conference on construction engineering and project management
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• 2011.02a
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• pp.324-329
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• 2011

Significant decisions are made by the project team during the early planning phase of capital facility project developments. The preproject planning phase begins after a decision is made to proceed with a project concept and continues until the detail design stage. Many of the industry practitioners and researchers have recognized the importance of preproject planning and that inadequate early planning is one of the key factors affecting project success. Nevertheless, the preproject planning practices vary significantly for the construction industry in Taiwan and the quality of preproject planning relies heavily on individual project team's experience. This research sets out to benchmark the preproject planning practice for the building construction industry in Taiwan. From late 2007 to early 2010, the researchers collected information from a total of 92 building construction projects using questionnaire survey. The analysis results show that the surveyed projects with better preproject planning have better cost and schedule performances on average. It is recommended that project team spend more efforts in the preproject planning stage to have a better chance of achieving project success.