• Journal of Nuclear Fuel Cycle and Waste Technology(JNFCWT)
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• v.20 no.4
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• pp.541-550
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• 2022

When decommissioning nuclear power plant (NPP), the first task performed is cost estimation. This is an important task in terms of securing adequate decommissioning funds and managing the schedule. Therefore, many countries and institutions are conducting continuous research and also developing and using many programs for cost estimation. However, the cost estimated for decommissioning an NPP typically differs from the actual cost incurred in its decommissioning. This is caused by insufficient experience in decommissioning NPPs or lack of decommissioning cost data. This uncertainty in cost estimation can be in general compensated for by applying a contingency. However, reflecting an appropriate standard for the contingency is also difficult. Therefore, in this study, data analysis was conducted based on the contingency guideline suggested by each institution and the actual cost of decommissioning the NPP. Subsequently, TLG Service, Inc.'s process, which recently suggested specific decommissioning costs, was matched with ISDC (International Structure for Decommissioning Costing)'s work breakdown structure (WBS). Based on the matching result, the guideline for applying the contingency for ISDC's WBS Level 1 were presented. This study will be helpful in cost estimation by applying appropriate contingency guidelines in countries or institutions that have no experience in decommissioning NPPs.

• Proceedings of the Korean Institute of Building Construction Conference
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• 2004.05a
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• pp.113-117
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• 2004

We need the contingency cost in order to deal with the uncertainty to be accompanied inevitably at the construction and an every kind risk not to forecast in advance. And also the contingency colt needed for the change order and we need it for reduction of the delay and reduce the trouble between owner and constructor. This study, through checking and analyzing the risk factor, in the step of domestic construction, suggests optimal management reserve to specific business about the contract type and the scale. The main results of this research are summarized as follow. First, I investigated the recognition about the contingency cost, grasped the risk to be happened at the construction step and found out the frequency occurrence, through making up question to engineer are carrying out their job in the domestic construction. Second, I computed optimal contingency cost rate by the statistics investigation, and proposed an improvement plan and problem when compute a contingency cost.

• Architectural research
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• v.16 no.2
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• pp.75-80
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• 2014

Risks, uncertainties, and associated cost overruns are critical problems for construction projects. Cost contingency is an important funding source for these unforeseen events and is included in the base estimate to help perform financially successful projects. In order to predict more accurate contingency, many empirical models using regression analysis and artificial neural network method have been proposed and showed its viability to minimize prediction errors. However, categorical factors on contingency cannot have been treated and thus considered in these empirical models since those models are able to treat only numerical factors. This paper identified potential factors on contingency in transportation construction projects and evaluated categorical factors using the one-way ANOVA statistical method. Among factors including project work type, delivery method type, contract agreement type, bid award type, letting type, and geographical location, two factors of project work type and contract agreement type were found to be statistically important on allocating cost contingency.

• International conference on construction engineering and project management
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• 2005.10a
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• pp.935-940
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• 2005

This paper presents the results of a statistical analysis using historical data of cost contingency. As a result, a model that predicts and estimates an accurate cost contingency value using the least squares estimation method was developed. Data such as original contract amounts, estimated contingency amounts set by maximum funding limits, and actual contingency amounts, were collected and used for model development. The more effective prediction model was selected from the two developed models based on its prediction capability. The model would help guide project managers making financial decisions when the determination of the cost contingency amounts for multiple projects is necessary.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• 2004.11a
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• pp.224-227
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• 2004

As a project progresses, it is well known that construction manager has to define the contingency for the expected project cost, which is used as a buffer for uncertainty. In this study, we mention uncertainty as the amount of likelihood that is difficult or impossible to predict project cost. From the completed work package, we obtain the true cost value, and this information is technically good data for estimating the realistic contingency of work packages to be accomplished. Based upon this historical information, construction manager recomputes the contingency for the remaining works. Conditional probability theory is often useful for re-estimating one of the remaining project progress as the true cost of the completed works can be different from the planned cost. As a project is progressing, true value is really important to predict the realistic project budget and to decrease the uncertainty. In this study, we gave applied conditional probability theory to estimating project contingency supposing a project that consists of fire work packages, provide the fundamental framework for setting and controlling project contingency.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• autumn
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• pp.226-229
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• 2003

Construction manager must consider the possibility on the failure of the project in advance and the contingency to provide against the situation, those of which is a dangerous condition not to predict. If they have a quick decision without understanding the contingency, the over-cost in the total cost would be continuously accumulated, and be a barrier at a project going in progress. A various risk could not be coped with at a time to decide either going or sloping the project until the contingency is applied from the first step to progress the project. But a case to apply the contingency to the construction for the investment or the analysis of the project is a little. The process to evaluate it is also absent. The propose of this paper is the followed ; To establish the total cost including the risk first of all, devide into plus or minus factor of the cost, and then the process to calculate the contingency must be suggested by the regression analysis.

• The Transactions of the Korean Institute of Electrical Engineers
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• v.43 no.2
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• pp.197-205
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• 1994

Security of a power system refers to its robustness relative to a set of imminent disturbances (contingencies) during operation. The socially optimal solution for the actuall level of generation/consumption has been well-known spot pricing at shot-run marginal cost. The main disadvantage of this approach arises because serious contingencies occur quite infrequently. Thus by establishing contractual obligations for contingency offering before an actual operation time through decision feedback we can obtain socially optimal level of system security. Under probabilistic precontract pricing the operating point is established at equal incremental cost of the expected short-run and collapse cost of each participant. Rates for power generation/consumption and for an offer to use during a contingency, as well as information on the probability distribution of contingency need for each participant, are derived so that individual optimization will lead to the socially optimal solution in which system security is optimized and the aggregate benefit is maxmized.

• Proceedings of the Korean Institute of Building Construction Conference
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• 2018.05a
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• pp.72-73
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• 2018

The accuracy of contingency estimation plays an important role for dealing with the uncertainty of the financial success of construction project. Its' estimation may be used for various purposes such as schedule control, emergency resolve, and quality expense, etc. This paper presents a contingency estimation method which is schedule control specific. The method 1) implements stochastic EVMS, 2) detects a specific timing for schedule compression, 3) identifies an optimal strategy for shortening planned schedule, 4) finds a probability density function (PDF) of project cost overrun, and 5) estimates the optimal contingency cost based on the level of confidence. The method facilitates expeditious decisions involved in project budgeting. The validity of the method is confirmed by performing test case.

• Korean Journal of Construction Engineering and Management
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• v.8 no.2
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• pp.84-92
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• 2007

To reduce uncertainties and make rational plans, the presumption of contingency against a failure of projects and an occurrence of unpredictable risks is important with accurate estimations as the work progressing. Therefore, if the presumption of contingency reflecting uncertainties carries out at a decision making point of time, be able to prepare for risks. The purpose of this paper is to present a management process of contingency through the performance analysis of project. In the cost planning phase, this study offers a process which is predictable contingency and predicts the range of fluctuation of the cost, laking an advantage of EVM in construction phase. With reflecting the results from this procedure, this study presents a process, rationally manageable contingency.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.39 no.1
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• pp.17-24
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• 2016

Many organizations have transformed their business in order to survive and compete in the future. They generate projects by creating a vision, using strategies and objectives with funds aligning strategies and make efforts to complete them successfully because project success leads to business success. All projects have triple constraints such as scope, time, and cost to be completed. Project cost performance is a key factor to achieve project goals and which is mostly related with risks among various cost drivers. Projects require a cost estimation method to complete them within their budget and on time. An accurate budget cannot be estimated due to the uncertainties and risks. Thus some additional money should be funded in addition to the base budget as a contingency reserve for identified risks and a management reserve for unidentified risks. While research on contingency reserve for identified risks included in project budget baseline have been presented, research on management reserve for unidentified risks included in total project budget is still scarce. The lack of research on estimation method and role of the management reserve have made project managers little confidence to estimate project budget accurately with reasonable basis. This study proposes a practical model to estimate budgets including contingency and management reserves for not only project cost management but also to keep the balance of organization's total funds to maximize return on investments for project portfolio management. The advantages of the proposed model are demonstrated by its application to construction projects in Korea and the processes to apply this model for verification are also provided.