• 국제학술발표논문집
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• The 9th International Conference on Construction Engineering and Project Management
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• pp.25-32
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• 2022

As a project delivery method, Design-Build (DB) has provided owner, architect, and contractor groups with a process of early design and rapid construction for the past three decades. Although there are many benefits to using standard DB, dissatisfaction has arisen due to limitations to innovate, limited owner involvement during design, and often lengthy procurement. Progressive Design-Build (PDB) has become an appealing alternative providing benefits not seen with standard DB. This paper investigates how PDB impacts a project and how it compares against standard DB; it also presents a proposed framework for evaluating the owner's responsibility and assessment of a project, which we named the "Four Pillars of Project Success". The four pillars are defined with respect to an owner's responsibility and assessment of a project, including project predictability, project risk, project schedule, and project cost. We conducted a literature review, examined several public project case studies, analyzed PDB project information collected by the Design-Build Institute of America (DBIA), and held stakeholder interviews with owners, contractors, and architects who have used both PDB and standard DB. This paper offers insight into PDB's structure and outcomes so an owner group can make an informed decision when considering PDB as their next construction contracting method.

• 한국실내디자인학회논문집
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• 제21권5호
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• pp.208-216
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• 2012

The importance of applying project management in interior design has been increased due to recent changes in construction business environment along with market opening which demands more systematized and organized project management system. Yet, project management has not been utilized for interior design industry in Korea. This study intends to define the concept of project management in interior design, categorize tasks of each phase in office design project, and establish a table of elements which should be considered in each task. The table can be utilized as a checklist at the designing site. An in-depth analysis was conducted on the tasks in the Designing phase. In short, this study demonstrates five management phases and nine tasks. The differentiated checklist for office design is discussed in the project management of the Design phase. The checklist established in this study can be used as a practical guideline not only for the clients who are not familiar with management of design project, but also for existing project managers and interior designers. Further studies on management of design projects and development of checklist other than office design is needed.

• 한국원자력학회:학술대회논문집
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• 한국원자력학회 2005년도 추계학술발표회
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• pp.107-108
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• 2005

• 의료ㆍ복지 건축 : 한국의료복지건축학회 논문집
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• 제14권4호
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• pp.47-54
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• 2008

Preconstruction process in a lean project delivery system was studied in one large healthcare project working for a general contractor. Researchers joined a new lean delivery project for approximately six weeks and participated in preconstruction process including design coordination, management coordination, and target costing while concurrently interviewing other project participants and employees, recording activity in meetings, and otherwise observing the process. The preconstruction process in lean project delivery system, called integrated project design, showed many benefits such as brining expertise of downstream players (i.e., mechanical and electrical contractors) into the design phase. However, lack of leadership and lack of design-integrator blocked the successful application of a new concept of design process.

• 국제학술발표논문집
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• The 5th International Conference on Construction Engineering and Project Management
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• pp.332-337
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• 2013

Various project delivery methods have been utilized by owners over the years to maximize project performance. The design-build delivery method is being increasingly used due to the advantages it can offer to an engineering construction industry. Numerous studies have advocated the use of design/build over the traditional design/bid/build delivery approach. This study represents comprehensive analysis of 40 projects from the construction industry and shows that design/build method may not provide all the benefits to project performance. This study found timesaving was a definitive advantage of design/build project delivery, but the positive effects of cost changes was not convincing. Based on the results of the study, the project management expertise and experience of the contractor may have a greater impact on project performance outcomes than focusing on project delivery strategy only.

• 한국디자인학회:학술대회논문집
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• 한국디자인학회 1998년도 가을 학술발표대회 논문집 디자인 학 연구
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• pp.48-49
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• 1998

• 휴양 및 경관연구
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• 제12권4호
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• pp.79-90
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• 2018

Yesan-gun was selected to receive a "Village Community Garden Project" in 2018 to foster a sense of community and improve the urban landscape by working with neighbors to create a happy living space for residents. Yesan-gun selected Sapti Park, located in Yesan-eup, as the project site. The project was carried out through the design charrette method (an intense period of collaborative creativity) to allow residents to propose and design park concepts themselves for the community garden construction project to ensure that that the park facilities would provide something for everyone to enjoy. This study followed the actual design project that actively introduced the design charrette in planning the community garden, describing the entire design process from planning to construction and revealing how the opinions of residents were projected onto the design drawings. The purpose of the project was to advance user-participation design methods by reviewing the progress of the design charrette process and to examine how storytelling, the act of conveying ideas through a fun and persuasive story, transformed the plans for the community garden.

• 디자인학연구
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• 제12권3호
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• pp.227-234
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• 1999

본 논문은 디자인 프로젝트 관리의 리엔지니어링으로서 프로젝트의 기획, 조직, 일정, 그리고 제어하는 통합적인 어플리케이션 소프트웨어 개발의 기초모델을 설정하고, 이를 토대로 프로젝트 관리 시스템의 연구/개발을 목표로 삼고 있다. 프로젝트의 성과, 소요기간, 소요예산, 그리고 소요자원 등을 관리하는 과정이 프로젝트 매니지먼트 기술의 근간을 이루는 것으로, 디자인 프로젝트 상의 수많은 정보를 적시에 효율적으로 처리함으로써 프로젝트를 성공으로 이끌 수 있게 된다. 한편, 디자인프로젝트의 관리를 집단의사결정에 의해 처리함으로써 신뢰도와 합리성의 제고는 물론, 이를 통한 사기앙양이 기대된다. 따라서, 여기에서 야기되는 의사집합의 곤란, 시간손실, 구성원의 갈등 등의 프로젝트 관리에서 비롯되는 부수적인 문제도 전자의 기본적인 관리요소와 함께 통합하여 디자인 프로젝트 관리 시스템(DPMS)을 연구/개발하였다. DPMS 시스템은 디자인 프로젝트의 선정과 디자인 프로젝트의 기획/실행관리/ 평가로 주요 모듈을 설정함으로써 프로젝트 매니저는 해당 프로젝트 과업(Task)과 활동(Activity)에 대한 팀의 운용을 융통성 있게 관리할 수 있게 된다. 이와 더불어 프로젝트 관리를 On-Line DBMS 시스템 환경 상에 운용되도록 하여 정보의 재생산성, 운용의 동시성, 그리고 보안성 등을 도모하였다.

• 국제초고층학회논문집
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• 제2권2호
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• pp.93-96
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• 2013

Greenhouse gas emissions and excessive energy consumption have been an on-going world issue nowadays. We can find that the majority portion is caused by high-rise office buildings. In order to resolve these problems, it is extremely important to implement various active or passive strategies in a building design. To successfully meet these design goals and energy reduction approaches, a project building must utilize an efficient design process from the early start. One of the most effective project delivery process called Integrated Project Delivery (IPD) will be implemented in a case study project building (KEPCO) during design phase and show how important it is to plan a project's green environmental performance goal together through an early collaboration from all key project participants, which helps to construct an successful green building design without any critical construction pitfalls.

• 한국실내디자인학회논문집
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• 제16호
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• pp.91-97
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• 1998

We have been taught designing process throughout the long period of education. Nevertheless it is hard to make a quick response to actual project However if we are faced with the actual project as a design professionals it is hard to cope with the project at once nothing but ambiguous idea. Also most of designers concemed with the project do not recognize who are responsible for what. Consequently this attitude delays the entire operation causing waste of time and resources and leads to the unacceptable result. This research is designed therefore to come up with the projects control process that is practical enough to encourage interior designers as well as design firms to face actual projects with shrewd response. There is of course no single right answer to certain design projects. But at least there should be a guideline which shows designers more reasonale systematic ways to control design project lest they should waste time and cost : a guideline as an assistance for successful design result.