• Proceedings of the Korean Institute of Building Construction Conference
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• 2014.11a
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• pp.210-211
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• 2014

This study was conducted to present the improvement in professional perception among construction workers engaged in domestic construction sites by analyzing the reality of their professional perception. The results are as follows: First, with regard to professional perception of the construction industry, managerial workers made their positive reply to items regarding construction and construction workers but had their negative attitude towards construction as a job and as a recommendable job for others; whereas production workers showed their negative reply to all the items. Second, with respect to factors for construction being firmly regarded as an 3D industry, managerial workers selected 'long working hours' and production workers replied with 'low wages and income insecurity.' Third, as for improvement activities for professional perception of construction, most of construction workers simply knew about activities being performed but expressed their intention to participate in the activities.

• 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.

• Journal of the Korean Professional Engineers Association
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• v.36 no.2
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• pp.50-55
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• 2003

• Proceedings of the Korean Professional Engineer Association Conference
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• 1995.10a
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• pp.69-89
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• 1995

• Journal of The Institute of Information and Telecommunication Facilities Engineering
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• v.8 no.4
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• pp.163-169
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• 2009

Recently, the concern of the FTA (Free Trade Agreement) have shifted to the promotion of the professional service's trade via the bilateral and reciprocal agreement of its professional laws. In the construction industry, this policy has intended to make the standardization of the construction manager's profession in the world. The purpose of this paper is 1) first to define the general model of professions in the U.S., UK and Japan, 2) then to declare the construction manager's model of the profession in them to apply the general model of professions, and 3) finally to analyze the identity of Korean construction managers and acquirement of its construction manager's law comparing with construction manager's model of the profession in the U.S., UK and Japan.

• Journal of the Korean Professional Engineers Association
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• v.34 no.3
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• pp.41-45
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• 2001

The nuclear power plant(NPP) construction is a mammoth project, which requires a huge construction budget and the long construction duration of about 7 years. Recently there is a trend to shorten the construction period, to save the construction cost and to ensure the competitiveness through adopting the open top construction method. In this method, the major equipment are moved into the building through its top, and the internal works of the reactor building are being in process without installation of a dome roof.

• International conference on construction engineering and project management
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• 2005.10a
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• pp.1256-1261
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• 2005

The Professional Engineers Act (PE Act) of Korea reduces the competitiveness of PE, because of the lack of articles regarding guarantee of business scope and regarding continuous education. In foreign countries, after one passes the PE exam, he/she should register at the concerned government agency; in this way, a practical and systematic continuous professional development (CPD), along with management of work experience of PE, is carried out. In this thesis, the Professional Engineers Acts of different countries have been compared and analyzed in order to consolidate international competitiveness of Korean professional engineers. Also, the author of this thesis presented measures to solve the problems of the Korean PE Act.

• Journal of the Korean Professional Engineers Association
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• v.39 no.6 s.189
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• pp.42-48
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• 2006

This is briefly to introduce about design and construction method newly adopted in Incheon bridge construction site. The Incheon Bridge Project are divided into 3 parts, that is Cable Stayed Bridge. Viaduct Bridge and Approach Bridge. In this paper, we will describe overview and construction sequence of each kind part.

• Journal of the Korean Professional Engineers Association
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• v.44 no.5
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• pp.48-50
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• 2011

• International conference on construction engineering and project management
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• 2020.12a
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• pp.249-256
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• 2020

Historical construction health and safety (H&S) challenges, in terms of a range of resources and issues, continue to be experienced, namely design process-related hazards are encountered on site, workers are unaware of the hazards and risks related to the construction process and its activities, activities are commenced on site without adequate hazard identification and risk assessments (HIRAs), difficulty is experienced in terms of real time monitoring of construction-related activities, workers handle heavy materials, plant, and equipment, and ultimately the experience of injuries. Given the abovementioned, and the advent of Industry 4.0, a quantitative study, which entailed the completion of a self-administered questionnaire online, was conducted among registered professional (Pr) and candidate Construction H&S Agents, to determine the potential of Industry 4.0 to contribute to resolving the challenges cited. The findings indicate that Industry 4.0 technologies such as augmented reality (AR), drone technology, virtual reality (VR), VR based H&S training, and wearable technology /sensors have the potential to resolve the cited H&S challenges as experienced in construction. Conclusions include that Industry 4.0 technologies can finally address the persistent H&S challenges experienced in construction. Recommendations include: employer associations, professional associations, and statutory councils should raise the level of awareness relative to the potential implementation of Industry 4.0 relative to H&S in construction; case studies should be documented and shared; tertiary construction management education programmes should integrate Industry 4.0 into all possible modules, especially H&S-related modules, and continuing professional development (CPD) H&S should address Industry 4.0.