• International conference on construction engineering and project management
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• 2005.10a
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• pp.569-574
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• 2005

This paper presents the core technology of Construction Business Process Automation to model and automate construction business processes. Business Process Reengineering (BPR) and Automation (BPA) have been recognized as one of the important aspects in construction business management. However, BPR requires a lot of efforts to identify, document, implement, execute, maintain, and keep track thousands of business processes to deliver a project. Moreover, existing BPA technologies used in existing Enterprise Resource Planning (ERP) systems do not lend themselves to effective scalability for construction business process management. Application of Workflow and Object Technologies would be quite effective in implementing a scalable enterprise application for construction community. This paper present the technologies and methodologies for automating construction business processes by addressing how: 1) Automated construction management tasks are developed as software components, 2) The process modeling is facilitated by dragging-and dropping task components in a network, 3) Raising business requests and instantiating corresponding process instances are delivered, and 4) Business process instances are executed by using workflow technology based on real-time simulation engine. This paper presents how the construction business process automation is achieved by using equipment reservation and cancellation processes simplified intentionally.

• Korean Journal of Construction Engineering and Management
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• v.11 no.1
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• pp.16-28
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• 2010

Construction companies are fulfilled in according to project, and it is difficult to execute the standardized process in various construction projects. Thus many construction companies is adopting BPM(Business Process Management) that meet business process change and business improvement. However, it is difficult to apply BPM in a lump because of difference of BPM characteristics and company's strategies. For this reason, it is desirable to select business process based on company's priority. This study indicated need of method for selecting business process through studying current researches, and made BPA for construction company by analyzing business process in construction company. Moreover, this study indicated core business process from a point of profitability and growth view through grasping strategic goal priority. And also, it proposed criteria for process evaluation for BPM adoption, evaluated core business process, and indicated prior business process for BPM adoption.

• International conference on construction engineering and project management
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• 2009.05a
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• pp.622-627
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• 2009

Business process engineering (BPE) is a top-down management approach for increasing efficiency and productivity through radical and fundamental changes to the business processes of the organization. BPE requires firms to initially develop a model of the existing business processes of the firm to distinguish functional tasks from processes used for coordinating inputs, activities and outputs. The model is used for understanding the business processes in the organization and to simulate the effect of changes to the processes. The model can also be used to justify business processes, which involves assessing whether the business process provides value to the customer in its current configuration. Justification requires a careful examination of the key business processes used by the firm to identify systemic shortcomings in the process and to create a new business process to produce greater efficiency. BPE also considers automating as many business processes as possible to increase operational efficiency and the integration of business process tasks. The construction industry has been slow to adopt BPE because of its project approach in which a major firm contracts with various functional service providers and regards each project as unique. The industry focuses on functional task efficiency rather than business process efficiency. There is no formal methodology or criteria for determining whether a business process is effective for a construction firm in its current configuration. The use of performance measures such as costs, task duration times or other metrics can be useful in evaluating the effectiveness of an existing business process and for modeling the possible outcome of a fundamental and radical change to the process.

• Korean Journal of Construction Engineering and Management
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• v.10 no.6
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• pp.13-27
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• 2009

Construction companies are trying to apply process management to their business to improve efficiency in business circumstance of high competition and globalization. Since 1990s, construction firms adopted process management to improve internal and external business structure based on process. It however has a few improvement functions. In addition, business support systems for business process efficiency improvement were developed, but separation between business process and IT system occurred because it focused on function-based individual construction and data input/output. To solve this problem, this study proposed business process and IT integration model for supporting user to use business information and system based on visualized business process and improving use of previous business support system. Business efficiency is expected to be improved with this model which based on integration required business condition(stakeholder, business data, functions of business supporting system). This study developved process model, architecture, and BPA of whole construction management business. According to BPA, it analyzed business process stakeholder, detail activities, and input-output data. And also it examined 12 main business supporting system of Korean construction firms. Based on analyzed data, this study developed business process supporting integration model based on business process through PDCA and CRUD analysis.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• 2007.11a
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• pp.95-102
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• 2007

This paper presents the core technology of Construction Business Process Automation to model and automate construction business processes. Business Process Reengineering (BPR) and Automation (BPA) have been recognized as one of the important aspects in construction business management. However, BPR requires a lot of efforts to identify, document, implement, execute, maintain, and keep track thousands of business processes to deliver a project. Moreover, existing BPA technologies used in existing Enterprise Resource Planning (ERP) systems do not lend themselves to effective scalability for construction business process management. Application of Workflow and Object Technologies would be quite effective in implementing a scalable enterprise application for construction business processes by addressing how: 1) Automated construction management tasks are developed as software components, 2) The process modeling is facilitated by dragging-and dropping task components in a network, 3) Raising business requests and instantiating corresponding process instances are delivered, and 4) Business process instances are executed by using workflow technology based on real-time simulation engine. This paper presents how the construction business process automation is achieved by using equipment reservation and cancellation processes simplified intentionally.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• autumn
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• pp.151-158
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• 2003

Recently, the off-line processes in the construction industry are being changed to the electronic processes by several information technology (IT) tools including CALS. To improve the business processes to on-line processes, the business process reengineering (BPR) is a representative methodology for reviewing unnecessary and additional processes from the established business procedure. This study suggests a new process modeling method for construction BPR (CBPR) that consists of object-related process model (ORPM). In suggested modeling method, the connection with IT tools such as Workflow, enterprise resource planning (ERP), construction CALS, and business breakdown structure (BBS) was considered. The ORPM in the study is the main model for representing the detailed construction processes. It consists of nine relationship and six diagrams to represent the relationship between construction activities and the direction within the process model. Those models suggested from this study can be a useful tool for the CBPR because the researches and the practical applications related to the BPR of construction project are insufficient in our construction industry.

• 시스템엔지니어링워크숍
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• s.1
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• pp.15-20
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• 2003

Construction industry recognizes the necessity to manage is business from viewpoint of processes, and consider developing, evaluating and improving standard processes as important managerial target. SW-CMM provides basic framework for this process management. However, appropriate tailoring and adjustment are essential for SW-CMM concept to be applied to construction business. SW-CMM makes construction manager understand the capability of business process, based on which the priority of process improvement is judged. The capability is prescribed by common features. This paper introduces the basic frame for diagnosing construction business processes with SW-CMM, and presents the case study of analysing processes focusing on communication management.

• Korean Journal of Construction Engineering and Management
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• v.9 no.6
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• pp.194-203
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• 2008

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.

• Journal of Construction Engineering and Project Management
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• v.2 no.2
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• pp.36-44
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• 2012

Adoption and practical application of BPM yet remains at a theoretic and methodological level for many industrial sectors. As for construction industry, adapting BPM into enterprise resource across all business processes could cause problems due to rapid change in corporate operation systems. Furthermore, it is unable to predict potential risks of business process while BPM are being applied. Therefore, applying BPM model to core strategy and individual task seems more effective than applying BPM model to the entire enterprise resource planning. In this paper, we define BPM and suggest a BPM model by analyzing each business unit in order to evaluate each business unit which is included in the business process architecture based on quantitative standards. This paper also presents a sequential application plan for business process model. Finally, a case study is demonstrated for the application of BPM system, focusing on cost management business, which turned out to be a top priority in the aspect of efficiency and ease based on priority analysis.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• autumn
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• pp.245-250
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• 2001

Nowadays, there has been extreme competition due to market reduction in the domestic construction industry. In this situation, Korean construction companies are focused in the area of planning development housing project, which should maximize profit for a project. The most important step in this project is the business planning stage which judge whether it could come true or not. Each company has its own planning process model, but there hasn't been any standard model for the business planning process. To solve this problem in Korean construction companies, this study identifies the existing business planning process in the domestic construction companies finds out its problems, and suggests solutions for thorn. And Finally a business planning process model is proposed for success in development housing projects.