• International conference on construction engineering and project management
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• 2005.10a
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• pp.709-713
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• 2005

The conflict problems encountered in the construction projects led to prolonged delays in implementation, interruptions and sometimes suspension. This paper has described ten fundamental management principles to avoid conflicts in construction field and increase the productivity. They are: i) hire good (not cheap) construction professionals ii) set reasonable time and cost goals iii) recognize contractors and designers are in business to make profit iv) draft a clear contract document v) pick a suitable project delivery system vi) implement a front-end approach vii) accept construction project as a dynamic process viii) need of education and training of professionals ix) accountability and teamwork in construction site, and x) avoid negligence.

• International conference on construction engineering and project management
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• 2024.07a
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• pp.672-679
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• 2024

This study introduces a novel system for the 4D simulation of Building Information Modeling (BIM) objects in mixed reality (MR) environments, addressing challenges of file format compatibility and data management. By developing a system that effectively partitions and manages BIM data, specifically utilizing the OBJ format, the study enables precise simulation of construction project changes over time. This advancement enhances visualization and decision-making in construction project planning and execution. The study highlights the integration of BIM and MR technologies, facilitating enhanced project management and operational workflows. Future work will focus on expanding compatibility with various BIM data formats and MR devices, and integrating AI-based data analysis for more accurate and efficient construction simulations.

• International conference on construction engineering and project management
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• 2005.10a
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• pp.667-671
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• 2005

Analytical hierarchy process (AHP) is a potential decision making method in management that can be used in project management as well. Lack of productivity is perhaps the number one problem confronting in the construction industry. There are numerous factors which affect the productivity of a construction project, so it is necessary to find out the critical factors giving birth to productivity. In this paper, construction productivity is taken as example for the demonstration of the AHP application to find out the critical productivity factor in which the Level 1 is taken as selection of critical productivity factor, Level 2 as construction parties and Level 3 as productivity factors group. The outcome of this study is beneficial to the entire constructional professionals for applying the AHP.

• Korean Journal of Construction Engineering and Management
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• v.16 no.5
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• pp.54-64
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• 2015

The modular construction has several advantages such as high quality of product, safe work condition and short construction duration. The manufacturing planning of modular construction should consider time frame of manufacturing, transport and erection process with limited resources (e.g., modular units, transporter and workers). The manufacturing planning of multi modular construction project manages the modular construction's characteristics and diversity of projects, as a type of modular unit, modular unit quantities, and date for delivery. However, current modular manufacturing planning techniques are weak in dealing with resource interactions and each project requirement in multi modular construction project environments. Inefficient allocation of resources during multi modular construction project may cause delays and cost overruns to construction operation. In this circumstance, this research suggest a manufacturing planning model for schedule optimization of multi project of modular construction, using genetic algorithm as one of the powerful method for schedule optimization with multiple constrained resources. Comparing to the result of the existed schedule of case study, setting optimized scheduling for multi project decrease the total factory producing schedule. By using proposed optimization tool, efficient allocation of resource and saving project time is expected.

• Journal of Construction Engineering and Project Management
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• v.7 no.4
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• pp.1-12
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• 2017

India has accorded a high priority to road infrastructure development through Public-Private Partnership (PPP) and it has set a high target for investment inflows. Yet, it is widely held that road/highway infrastructure has not been developing at required pace and that the road infrastructure projects under PPP have been suffering from several hurdles and delays, thereby affecting project success/failure. This paper is an attempt to analyze the critical success/failure factors of road infrastructure projects under PPP in India. A questionnaire survey was conducted among a sample of the stakeholders of road infrastructure projects to identify the critical success/failure factors during all four major project stages using different approaches. Initially, the critical factors were identified through ranking based on the average/mean score. Later, the conventional RII score was used to identify the critical success/failure factors. Finally, the critical success/failure factors were also identified based on the stakeholder-wise ranking of the factors and their convergence. The assessment revealed that there was a greater convergence across the different methods and also that there was greater consensus among project stakeholder on the critical success/failure factors of road PPP projects.

• International conference on construction engineering and project management
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• 2005.10a
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• pp.941-946
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• 2005

It is essential for project managers to make schedule adjustment based on their professional experience, in terms of rescheduling action discussed in this paper. This paper discusses the topics of resource-constrained construction rescheduling by modifying the concepts of manufacturing rescheduling. Moreover, the influence factors of construction rescheduling problems are investigated and identified in this paper. According to initial schedule plan and present progress, a new rescheduling mechanism based on Constraint Programming (CP) techniques is developed to reschedule projects with the objective of minimizing total project cost or duration, under three rescheduling policies. Through case study, the behavior of three different rescheduling policies is analyzed and discussed in this paper.

• International conference on construction engineering and project management
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• 2007.03a
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• pp.239-248
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• 2007

In the highly competitive construction industry, a slight inaccuracy of estimation can easily cause the loss of a project. Erroneous experience-based cost estimates or allocations of on-site supervisory manpower often offset the profit gained from the project and may jeopardize the management processes. To counter these types of problems, we develop a model using mathematical analysis and case-based reasoning to automate the allocation of on-site supervisory manpower and estimate construction site costs. The method is founded upon laborious data collection processes and analysis by matching statistical assumptions, and is applicable to construction projects. In the modeling the costs and allocation of on-site supervisory manpower are quantified for both owners and contractors before initiating or bidding on the projects. The findings confirm that the degree of variation of the model predictions has an accuracy rate at 88.47%. Single-site construction projects can be accurately predicted and the assignment of supervisory manpower feasibly automated.

• Journal of the Architectural Institute of Korea Structure & Construction
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• v.34 no.3
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• pp.77-86
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• 2018

Recently, Korean construction industry is moving from quantitative growth to qualitative growth. Among the changes in the construction industry, the competency of the project manager who represents the construction project as well as the construction company has been referred to as a factor that effects qualitative growth. This research utilized previous research analysis and expert interview in order to extract essential competency factors of a construction project manager. DEMATEL method was utilized to analyze the quantitative and objective causal relationship between the competency factors. The causal relationship of the competency factors were visualized through Digraph (directed graph) and competency areas of the project manager that requires strengthening were also suggested. Analysis result showed that the important competency categories of a project manager were Internal & External Communication, Project Management Body of Knowledge, and Inspirational Leadership. The analysis results of this research can be utilized in developing competency enhancement method for future project managers and as a basic data in developing an education program.

• International Journal of Highway Engineering
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• v.16 no.1
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• pp.75-89
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• 2014

PURPOSES : This study evaluates the economic value of national highway construction projects using Real Option Pricing Models. METHODS : We identified the option premium for uncertainties associated with flexibilities according to the future's change in national highway construction projects. In order to evaluate value of future's underlying asset, we calculated the volatility of the unit price per year for benefit estimation such as VOTS, VOCS, VICS, VOPCS and VONCS that the "Transportation Facility Investment Evaluation Guidelines" presented. RESULTS : We evaluated the option premium of underlying asset through a case study of the actual national highway construction projects using ROPM. And in order to predict the changes in the option value of the future's underlying asset, we evaluated the changes of option premium for future's uncertainties by the defer of the start of construction work, the contract of project scale, and the abandon of project during pre-land compensation stages that were occurred frequently in the highway construction projects. Finally we analyzed the sensitivity of the underlying asset using volatility, risk free rate and expiration date of option. CONCLUSIONS : We concluded that a highway construction project has economic value even though static NPV had a negative(-) value because of the sum of the existing static NPV and the option premium for the future's uncertainties associated with flexibilities.

• International conference on construction engineering and project management
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• 2009.05a
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• pp.212-217
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• 2009

Strategic alliance is a proactive management process that integrates and optimizes value-added services of each party to best achieve business objectives of all parties within the relationship. Under the current competitive global environment, strategic alliance can produce a "Win-Win" situation and thus change paradigm that has resided in the construction industry. While many studies revealed the significance of alliance relationship in the industry, its impact on project performance has rarely been analyzed. Using the data obtained from 661 construction projects in the Construction Industry Institute database (359 projects from 38 owners and 302 projects from 29 contractors), this study first diagnoses the implementation status of strategic alliance at both project and company levels. Then, its impact on project performance is quantified and discussed. The descriptive analysis performed in this study revealed that an average of 79% of owner companies and 69% of contractor companies have ever implemented strategic alliance into at least one of their projects. However, both owner and contractor companies did not always use the strategy for all or their projects. Only 33% and 30% of projects reported by owners and contractors have been completed under alliance relationship, respectively. Analyzing the alliance impact on project performance, this study also establishes that strategic alliance positively affects project performance of both owners and contractors while owners should consider and control the level of its use for their projects. Recognizing and understanding the benefits from strategic alliance will be a starting point to produce mutual success among project participants, ultimately allowing the construction industry to go forward to a sustainable industry that transfers success from one project to the other.