• Proceedings of the Korean Institute Of Construction Engineering and Management
• /
• 2008.11a
• /
• pp.441-444
• /
• 2008

메가프로젝트(Mega-Project)는 다양한 유형의 시설군을 복합 개발하는 건설사업으로서 규모가 크고 복잡한 경우가 많기 때문에 종합적인 사업관리에 어려움이 따른다. 따라서 메가프로젝트는 기존의 단위프로젝트 수준이 아닌 프로그램 수준에서의 관리체계를 필요로 하며 그에 적합한 업무분류체계(WBS)를 구축해야 한다. 업무분류체계는 사업관리를 위한 전체적인 구조를 수립하는 기반으로서, 현재 프로그램 관리 수준의 업무분류체계의 기준이 갖추어지지 않은 상황이다. 이에 본 연구에서는 메가프로젝트를 위한 업무분류체계기준(WBS Basis)를 개발하여 메가프로젝트의 업무분류체계 구축을 지원하고자 한다. 메가프로젝트 생애주기에 포함되는 전체 시설군, 업무 및 용역, 기록문서, 정보 등을 대상으로 하였으며, 기존 사례분석과 관련 분류체계들을 바탕으로 초안을 작성하였다. 이후 현장시험을 통한 검증을 거쳐 최종 업무분류체계기준을 완성하였고 분류내용과 활용방안을 소개한다.

• Korean Journal of Construction Engineering and Management
• /
• v.16 no.3
• /
• pp.165-176
• /
• 2015

Recently many Korean large-sized construction companies as well as specialty contractors have been expanding their business in the overseas market to mitigate impacts from long-term stagnation in the domestic market. Such as a result, it has been arisen as a major issue that contractors effectively manage the delays which have been commonly faced with in international mega-projects. Therefore it can be said that the ability of the delays management leads a success of project. This paper presents a review of literature for delay analysis methods such as time impact analysis(TIA) and raises practical problems to rationally substantiate the duration of extension of time(EoT) in international mega projects which have wide scope of works as well as complicated and detailed contract baseline programs by taking theoretical approaches. We suggest the two improvement concepts to substantiate the EoT claims which are effectively applicable to practical projects. The first is to sort out dominant delays among numerous delays in advance of applying a delay analysis. The second is to set up the delay sections with the advanced concept for analysing delays' effects by TIA. This study performed a case study on an actual international mega-project. to confirm the effectiveness of improvement concepts that this practical approach is applicable for the assessment of EoT. In conclusion, this paper supposes to provide practitioner in charge for an EoT claim with an advanced substantiation methodogy when they not only analyse the construction delays by using TIA, but also negotiate with stakeholders about with the assessment of EoT.

• International conference on construction engineering and project management
• /
• 2009.05a
• /
• pp.354-360
• /
• 2009

The demands for large-scale construction projects such as Mega-projects are largely increasing due to the rapid growth of increasing populations as well as the need to replace existing buildings and infrastructure. Increasing costs of materials, supplies, and labors require the first cost estimates at the preliminary planning stage to be as accurate as possible. This paper presents the results obtained from the survey on evaluating nine critical success factors that influence the accurate first cost estimates for large-scale projects from practical experiences. It then examines the current cost structures of construction companies for large-scale projects, followed by the causes for cost and schedule overrun. Twenty completed surveys were collected and the Analytic Hierarchy Process was applied to analyze the data. The results indicate that technology issues, the contract type, and social and environmental impacts are the significant leading factors for accurate first cost estimates of large-scale construction projects.

• International Journal of High-Rise Buildings
• /
• v.11 no.3
• /
• pp.181-187
• /
• 2022

POSCO E&C has completed Parc.1 project successfully. The construction period was 42months, and 1.5 million workers were participated till completion. To meet schedule management and quality control, POSCO E&C has adopted a lot of technologies such as GPS measurement, 3D scanning, vibration control, stack effect control, column shortening control, etc

• International conference on construction engineering and project management
• /
• 2009.05a
• /
• pp.717-724
• /
• 2009

Most recent programs in and out of the country are related to urban renewal projects. Contemporary project management information systems have been developed was to manage single or multiple projects focusing on their construction phase, and those have limitations to apply to large-scale complicated mega projects. So, this study explain the core concept of decision support modules for iPMIS (Intelligent Program Management Information System) and its major functions to support project owner and participants by introducing ontology in the web environment. This study confined the scope of research to the planning phase of urban environment improvement projects. Ontological logic structure and relation about planning works is essential parts and three functions to implement decision support module are developed.

• International conference on construction engineering and project management
• /
• 2009.05a
• /
• pp.841-846
• /
• 2009

Recently, the construction industry is getting more complex and sophisticated having the characteristics of a mega project. Mega project pursues a value that can't be gained with an approach of seeing a project as just a simple sum of different parts but a mutual combination. However, the current manuals can't fulfill the needs for supporting, therefore, need a tool to support the decision making and an IETM is expected to take this role. Despite the a lot of expected advantages of IETM, it is still difficult to apply because of the frequent changes of information of detailed process and its complexity. In this research, as part of developing an IETM, we aim to propose a system frame which is based on the analysis of processes of a project. It is basic part of IETM to give information to users and IETM consists of normal mode that offers general information about the urban regeneration project and user-specified mode that gives classified and reorganized information to user. For supporting these functions, IETM should be stored in a form that can classify the information about urban regeneration project and be tagged with meaningful tags. Moreover IETM developers have to consider the interoperability of IETM because it ultimately should be coordinated with overall Project Management System like an iPMIS. We used XML for solution of interoperability because it stores information as just text-file that doesn't need a special form.

• Journal of Construction Engineering and Project Management
• /
• v.2 no.4
• /
• pp.11-19
• /
• 2012

Construction supply chain management (CSCM) has become one of the critical factors that determine the success of a construction project as it becomes increasingly complicated and mega-sized. Particularly for high-rise or mega-sized building construction, just-in-time supply chain management is required due to lack of storage space and effective logistics for construction components and materials at a construction site. Despite the fact that research and development of radio frequency identification (RFID) and wireless sensor network (WSN) technology have been performed, construction project managers still need to carry mobile devices and check material and component flow at each stage of the supply chain process. This research proposes that the equipment used in the construction supply chain process, such as movers, trailers, gates, and hoists, can become main actors in the supply chain process using RFID and WSN technologies. And the proposed equipment and process focused on a solution to the redundancy identification problem, which has been observed in operations that use RFID/WSN-based processes for construction logistics. This paper also presents issues identified through verification and validation of the research results and proposes further studies.

• Journal of Construction Engineering and Project Management
• /
• v.9 no.3
• /
• pp.1-21
• /
• 2019

The management of mega construction projects which incorporate a large number of stakeholders, technologies, data, work culture etc., is cumbersome. The experts in the construction arena advocate that interface management serves as a precise tool in resolving these conflict points due to the intricate nature of the construction projects. Interface management is a current trending management practice in the construction industry which is also a beneficiary to mega/fast track projects in enhancing the project performance. The main objective of this study is to validate a model for assessing the relationships among interface management, IT applications, project performance & project benefits. The mediating effect of interface management in relationship between project performance & interfacial factors was also investigated. The research model was validated using PLS-SEM (Partial Least Square-Structural Equation Modelling) approach. Data were collected from clients, contractors, consultants in large scale projects through questionnaire survey and smart-PLS software was used to analyse the conceptual model. The research model comprises eleven hypothesis and the significance of these hypothesis were tested using T- statistics values. The research implies that people/participants factor is greatly influenced by interface management with the path coefficient of 0.608 and also enhancement of project's schedule performance due to the interface management is strongly appealing (Path coefficient = 0.711). The results also reveal IT application is significantly associated with interface management practice (Path coefficient =0.723) and also the effect of IT application on project performance (schedule, cost, quality & safety) is successfully mediated through interface management practice. The practical application of this validated model was done through case study. The case study aims at measuring the impact of interface management on interfacial factors and role of interface management in improving the project performance in the construction organisations.

• International conference on construction engineering and project management
• /
• 2011.02a
• /
• pp.510-515
• /
• 2011

Urban renewal projects, in the form of mega-projects, are being actively implemented both nationally and internationally to revitalize inactive cities. These programs, however, are difficult to manage efficiently due to their need for a large budget over a long period of time and due to conflicts with stockholders. Moreover, existing cost and duration management systems are structured with emphasis on the design and construction stage of unit projects, thus limiting their application to long-term mega-projects that are integrated with various facilities. To solve these problems, this study developed a web-based system that can collectively manage the cost and duration of mega-projects at a program level. The unit modules included in the system--CBS organization, construction cost and duration prediction, and total cost and duration prediction--can support decision-making at the early stage of the program. Furthermore, the modules, which include contract management, execution management, change management, and program progress management, support the program operations for its successful accomplishment. The web-based cost and duration management system developed in this study is expected to be used as a valuable tool that supports the successful accomplishment of mega-projects through their efficient management throughout their life cycle.

• International conference on construction engineering and project management
• /
• 2013.01a
• /
• pp.145-150
• /
• 2013

As a recent global trend, the majority of mega-size plant projects are delivered through EPC (Engineering, Procurement and Construction) contracts, where a single contract is awarded for engineering, procurement, and construction. Under this contracting mechanism, it is challenging for contractors to carry out the projects under traditional project management processes used in design-bid-build projects. A new EPC Plant, the POSCO Special Steel Plant in Changwon, was built successfully at the beginning of 2012 and it is currently in full-scale production. The project has encountered a number of major difficulties however, with some technical and managerial issues through its development process. As summarized in this paper, the authors (as project participants with the contractor) investigated it as a post construction analysis and recorded the Lessons-learned for future project management improvement.