• Korean Journal of Computational Design and Engineering
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• v.14 no.5
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• pp.338-345
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• 2009

c-PMS(collaborative project management system) is a business process(BP) based tool to manage collaborative projects which accomplish common business objectives determined by mutual agreement of companies using limited resources and time. This study analyzes collaborative BP, collaborative projects, and their relation, and proposes the architecture and operation scenario of c-PMS consisted of business process asset management(BPAM) sub-system and project manage(PM) sub-system. BPAM sub-system models private and public BP using a client/server based modeler, defines collaborative BPs process from public BPs, and manages them as companies' asset on a web portal. PM sub-system globally manages collaborative project using planning, execution, monitoring, and analyzing functions.

• International conference on construction engineering and project management
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• 2011.02a
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• pp.586-590
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• 2011

This paper presents the case study of the CE by collaborative system and proposes a model of the CM group for the cable supported bridge. The cable supported bridges have a large project scale and need a high level of construction method. Therefore an advanced construction management system is required for successful completion of project. The construction management (CM) group which control design management, construction plan, subcontract, technical support and R&D is organized for the cable supported bridge project. The CM group established a collaborative system with construction site and drew an effective management of cost, process, quality, safety for each project. Furthermore, the CM group established the procedure of construction management based on the construction engineering (CE) items and performed the project management on the construction phase. Efficiency of cost reduction and site control is maximized by using a collaborative system.

• International conference on construction engineering and project management
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• 2020.12a
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• pp.323-330
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• 2020

Project delays, cost overruns, and disputes are becoming a norm for the construction industry in Hong Kong. Researchers argue that the inability of traditional contracts to manage risk and associated changes are perhaps the main points of contention. The Institution of Civil Engineers published a new engineering contract (NEC), NEC4 Suite of Contracts in this to facilitate better risk management through collaborative culture in construction projects. NEC aims to increase the chances of project success thought its flexible nature of contracts, 'simple' and 'clearly written' documents and provision for the incentive by adopting a better management approach. This paper focuses on traditional and NEC contracts to compare risk management and change management aspects. Through literature review and preliminary interviews with three industry professionals, the paper is exploring how a change in traditional contracts can recuperate from disaster. Our interviewees in this work have extensive experience in traditional as well as in NEC contracts. The results suggest a proactive risk management provisions in NEC contracts does make a difference to avoid later escalation of issues. Whereas, management of change helps streamline all identified issues through a structured process without going in mediation or litigation. NEC, with its new approach to collaborative working, allows partners to be vigilant, yet gratifying in the project process.

• Proceedings of the Korean Society of Precision Engineering Conference
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• 2009.06a
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• pp.1063-1064
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• 2009

• Proceedings of the Korean Society of Precision Engineering Conference
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• 2011.06a
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• pp.703-704
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• 2011

• Journal of the Korea Safety Management & Science
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• v.10 no.2
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• pp.133-141
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• 2008

The need for total enterprise management that covers from accepting orders, design, cost, procurement, manufacture, and delivery has been recently raised in order for efficient project management of small and medium size plant construction enterprises. This trend is reflected in the introduction of EPM(Enterprise Project Management) solutions by some shipbuilding enterprises and large construction corporations. In step with the trend, small and medium size plant construction enterprises are enabled to provide knowledge base in terms of reducing cost and production period and managing portfolio for accepting orders and attaining contract by inducing customized EPM This study presents a design of customized EPM based on a case study of a company. It exhibits a collaborative/collaboration resource-supply model which can be universally applied to small and medium size job-order production enterprises. The research discusses that under the assumption that information is shared internally between departments on planning, supply, manufacture, and quality control in order to create collaborative environment and close participation is created externally between suppliers and orderers, productivity can be improved in cost reduction through planning efficient collaborative supply model.

• Korean Journal of Construction Engineering and Management
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• v.15 no.1
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• pp.70-77
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• 2014

Collaborative processes among team members including communication, coordination, and information-handling processes either during pre-construction or project execution are required in order to accomplish the objectives of construction projects. However, current construction management practice does not explicitly take the effect of organizational aspects on project performance into account. This paper introduces a method to understand collaborative processes in an explicit and systematic fashion. An agent-based simulation of collaborative working processes within construction project teams was designed from game theory perspective and implemented. The simulation produced both individual behavior and network dynamics. Individuals represented as agents made efforts to improve performance by communication and coordinating with other members, and overall team network was emerged as a result of interactions among members. Interestingly, it was found that the tendency of forming cohesive subgroups increased when sustaining relations with between-group partners incurs higher cost. The primary contribution of this paper is that it presented an explicit approach to examining collaborative working processes in construction project teams and it extended existing computational organization and network studies by integrating individual behavior models and network models.

• Journal of the Korean Society for information Management
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• v.26 no.3
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• pp.239-259
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• 2009

The study aims at investigating students' behaviors and perceptions regarding the collaborative learning based group project using the wiki environment. The study utilized Google Sites as a case, and analyzed file unloads, the use of web pages, navigation bars, and comments as well as surveys. The study discusses main characteristics of students' activities in the collaborative learning group project, which are drawn from the analysis of students' behaviors and perceptions. The study also provides implications for improvement of wiki environment to support collaborative learning in education.

• Journal of Technology Innovation
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• v.6 no.2
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• pp.122-158
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• 1998

This study empirically examined different patterns of collaborative R&D project with their key success factors(KSFs), using data from 82 projects in the Korean electronic parts industry. The patterns of R&D collaboration were categorized into 4 types by two criteria development motive(technology Push/market pull) and Project initiator (focal firm/partner). The bivariate relationships revealed that project characteristics (technological complexity, market uncertainty), management characteristics (participation in project formulation), problem solving characteristics(problem solving performance of the focal firm, users active role in problem solving, active role of university or research institute in problem solving) and success rates appear to be different among four types of collaboration. Each type of collaborative R&D projects also had different KSFs. The KSFs of type 1 (technology Push and focal firm initiation), for instance, include the strategic importance of the project, focal firms share of cost, active role of university or research institute in problem solving, while those of type 4(market pull and customer initiation) cover reliability of partner relationship, a time at partners involvement, information sharing. The findings suggest that the different contingencies brought different patterns and KSFs of collaborative R&D project, since different information, resources, and partners roles were needed to successfully implement the projects according to development motive and project initiator Finally, managerial, policy, and theoretical implications for the collaborative R&D activities in the Korean electronics parts industry were discussed, based on empirical results of this study.

• CDE review
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• v.8 no.1
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• pp.58-65
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• 2002

Collaborative product commerce(CPC) involves many people working together with heterogeneous and distributed software applications. For such an environment, Workflow Management System(WFMS) can be useful for coordination of people, software agents and processes. It provides diverse services including automatic work muting, project management continuous process improvement and application integration. However, there are some limitations to apply WFMS to CPC environment due to inflexibility and lack of design support facilities. This paper identifies the problems and addresses possible approaches to overcome the difficulties.