• Korean Journal of Construction Engineering and Management
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• v.14 no.3
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• pp.88-96
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• 2013

Recent proliferation of building information modeling (BIM) has actively stimulated integrated utilization of geometric (graphic) and non-geometric (non-graphic) data. Nevertheless, physically and logically, linking and maintaining these two different types of data in an integrated manner requires enormous overhead efforts for practical implementation. In order to address this problem, this paper proposes a concept and structure of the object breakdown structure (OBS) that facilitates advanced BIM implementations in an automated and effective manner. Proposed OBS numbering system has secure rules for organizing graphic objects in full considerations of effectively integrating with non-geometric data (e.g. cost and schedule). It also removes repetitive linking process caused by design changes or modifications. The result of applying this concept to a housing project revealed that only 120 definitions controled over 6,000 graphic objects for full integration with cost and schedule functions.

• Korean Journal of Construction Engineering and Management
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• v.6 no.6 s.28
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• pp.107-114
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• 2005

The time and cost is the most important information for the construction project management. Currently, a lot of studies have been done in order to clearly relate them with each other, but there have been some difficulties. Because of the characteristic of Korean government contract law, the construction project in Korea is managed by only cost and the time and cost information is distinctly separated. In order to manage all the major construction project information smoothly, the time and cost information should have relation with each other. This study suggest methods for relating the time and cost information, especially for road construction project of MOCT. Through the survey of construction field engineers and case study of the road construction project, several alternatives to improve the usability of construction information are suggested in this study. These alternatives can support relating other construction information.

• Journal of KIBIM
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• v.7 no.3
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• pp.11-20
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• 2017

BIM technology, which is widely used in the construction industry, has been introduced in various fields for the purpose of saving construction cost and reducing construction schedule. However, in the case of BIM-based cost estimate, there are various trials and errors in applying BIM technology which can be applied for calculating quantity and cost estimate. BIM-based cost estimate can improve the quantity accuracy and allow to easy modifications that were not expected in 2D-based construction process. However, for this purpose, it is necessary to take into consideration that interoperability between BIM data and cost information should be planed in advance. Besides, the definition of a BIM data specification is also required for the seamless data exchange and integrity in each phase of the construction process. Therefore, in this study, we propose a BIM - based cost estimation method and technology in each type of work applicable to the current domestic construction industry.

• Plant Journal
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• v.6 no.2
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• pp.56-61
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• 2010

In this paper, an integrated management software is developed to promote the business competitive power. The interoperability among the software accounts for an ever growing performance of petrochemical plant project. If the interoperability is built up, company has taken advantages of quality, schedule, cost, and safety by active communication. The advantage of an integrated management software is examined in three aspects. In efficiency aspect, It takes advantage of the saving about the various information and the standard of project performance procedure. In quality, the integration gave aid to a quality improvement through team collaboration and data management within project life cycle. In cost, poor communications between systems waste 30% of project costs. If information could be inputted once and used by all, reductions in delivery time up to 40% were possible. Therefore, 10% savings of engineering cost was also possible.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• autumn
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• pp.393-396
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• 2002

Purpose of this study is to suggest some modules to integrate schedule and change control. The study has been performed through the process of literature review, effect comparison of being not integrated and integrated of the schedule and change control, and finally suggest new integrated modules. The results of this study are as follows: 1) Suggestion of a Predicted Change Information Control Module: This nodule can be used to assess the impact of changes in advance and to prepare counteraction. 2) Suggestion of a Change Information Control Module: This module is used to update current schedule for the realized changes. 3) Suggestion of a Revision History Maintenance Module: This module is used to record schedule and cost revision history and to analyze the overall change trend.

• Journal of Internet Computing and Services
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• v.9 no.6
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• pp.155-163
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• 2008

Project Monitoring and Control is one of the required activities in project management. This activity provides the information about whether a project is making a progress as it is planned. It is usually performed in weekly meetings or milestone meetings where the project manager checks the project's current status based on project measures such as schedule, cost and work performance. One of the popular method for project monitoring and control is EVM(Earned Value Management). The major characteristic of EVM is that it uses only one measure 'cost' for schedule and work performance so that it enables 2 independent graphs to be illustrated in one integrated graph based on cost. For applying EVM to a project, it is essential to break whole work to work packages and to assign value of cost to each work package at the initial stage of the project. Therefore EVM is well matched with the lifecycle which requires whole plan at the beginning of project. However, in XP(eXtreme Programming), whole customer requirements are difficult to define and to make a complete plan at the beginning and are more detailed in each Iteration. Therefore EVM is not comfortable method for XP. Therefore in this research we suggest 3 layer EVM which can be applied in XP, and develop a process guidelines based on CMMI(Capability Maturity Model Integration) PMC(Project Monitoring and Control) process area.

• The Journal of Information Systems
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• v.26 no.2
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• pp.143-164
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• 2017

Purpose The purpose of this study is to investigate to investigate the effects of cloud system on the efficiency improvement and cost-saving of production processes. It also tries to provide small- and medium-sized companies and IT practitioners with a practical guideline for a successful implementation of could systems. Design/methodology/approach This study was conducted by observing and analyzing a case of implementing a cloud system at a small-sized company having multiple job sites in terms of the improvement in data-sharing efficiency and cost-saving of production processes. Findings This study found that cloud system was an effective way of sharing data between and among production processes of geographically scattered job sites and thus, helped the company to remedy problems of work schedule and load-balance along sequential production processes. Cloud system also allowed the company to reduce the number of visits made by 3-inspectors to four job sites by 75% and the personnel cost related to inspectors' site visit.

• Journal of Information Technology Services
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• v.20 no.1
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• pp.41-54
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• 2021

The SW-centered battlefield management information system R&D project takes a long period of 5-10 years or more by applying a complex and rigid batch acquisition strategy. In order to solve this problem, it is necessary to institutionalize a rapid and flexible battlefield management information system R&D project management procedure applying agile development methodology, and a government project management organization and contract management method to support it In this study, we analyzed the case of applying the Agile development method centered on Scrum to the US SW-centered weapon system R&D project and the characteristics and problems of the battlefield management information system R&D project in Korea, and suggested improvement measures as follows. First, the battlefield management information system R&D model applies the hybrid development method, and the system requirements analysis and system structure design use the existing waterfall development procedure, and the agile method is applied from the SW requirements analysis to the system integration stage. Second, flexible adjustment of performance, schedule, and cost by organizing an Agile IPT in which military (requirements) - DAPA (project management) - developer - functional specialized organizations (test and evaluation, quality, government research institutes, etc.) participate. Third, improving the Basic Order Agreement so that it can be applied to agile R&D.

• Journal of Information Technology Applications and Management
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• v.12 no.1
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• pp.213-229
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• 2005

Cost overrun or schedule delay of the software development project happens frequently despite that software developers continue to make every effort for the effective management of the projects. Previous researches have ascertained that these problems are ascribed to the uncertainty of projects and the improper management of the projects. The purposes of this research are to investigate the impacts of user participation and task interdependence on the performance of the projects and also to find out the appropriate project management method to improve the project performance. Even though the model fitness of the path model is proved to be very high, the verification of the hypotheses showed a variety of results including the four verifications and the one refutation of the hypotheses as well as the suggestion of one alternative hypothesis. The contribution of this research is that the integration model is proposed and verified, comprising the relationship among the user participation, the task interdependence, and the performance of software development projects. A project manager can utilize the implication of this research for an effective management of software development project.

• International conference on construction engineering and project management
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• 2020.12a
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• pp.201-206
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• 2020

Diversification of project delivery methods (PDM) under ever-changing construction business environment has significantly changed the role of project participants. Active efforts to effectively sharing the roles and responsibilities have been observed in the project management offices (PMOs) among owner/operator organizations as well as engineering, procurement, construction and maintenance (EPCM) firms. In order for being effective in a holistic way throughout the project life-cycle, a PMO needs to have 'adequate management skills' as well as 'essential technical capabilities' in cooperating with many different participants. One of the well-known examples of the PMO's tool to support these skills and capabilities is the effective 'work packaging (WP)' that serves as a common basis integrating all relevant information in a structured manner. In an attempt to enhance the construction productivity, the concept of 'advanced work packing (AWP)' has been introduced by Construction Industry Institute (CII). The AWP enables productivity to be improved by early planning of construction packages in the design phase "with the end in mind". The purpose of this study is to identify and evaluate the 'variables' of advanced work packing (AWP) for life-cycle information integration. Firstly, an extended concept of advanced WP based on the CII AWP was defined in order to comprehend many different issues of business functions (e.g. cost, schedule, quality, etc.). A structured list of major components and variables of AWP were then identified and examined for practical viability with real-world examples. Strategic fits and managerial effectiveness were stressed throughout the analyses. Findings, implications and lessons learned are briefly discussed as well.