• Proceedings of the Korean Institute of Building Construction Conference
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• 2019.05a
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• pp.230-231
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• 2019

The nuclear power plant construction project is large-scale, has various stakeholders and computer system, and is produced and managed a large amount of information. The domestic nuclear power plant construction project has accumulated data based on many years of experience in the system. It has the competitiveness to suggeest alternatives that meet the requirement of the client in the overseas nuclear power plant project. Earned value management, which integrates schedule and cost, is possible to risk management. It was developed the earned value management system considering the the actual data properties and types of the preceding nuclear power plant construction projects. It will be able to increase the nuclaer power plant export competieiveness. Therefore, it was palned to carry out future stuies so that it be able to complement the measure to integrate cost and schedule in consideration of actual data(quantity of activity, etc.).

• Journal of Korean Society of Industrial and Systems Engineering
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• v.39 no.4
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• pp.72-80
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• 2016

The market size of plant projects in overseas is so large that domestic EPC project contractors are actively seeking the overseas projects and then trying to meet completion plans since successful fulfillment of these projects can provide great opportunities for them to expand into new foreign markets. International EPC projects involve all of the uncertainties common to domestic projects as well as uncertainties specific to foreign projects including marine transportation, customs, regulations, nationality, culture and so on. When overseas project gets off-schedule, the resulting uncertainty may trigger unexpected exceptions and then critical effects to the project performance. It usually require much more time and costs to encounter these exceptions in foreign sites compared to domestic project sites. Therefore, an exception handling approach is required to manage exceptions effectively for successful project progress in foreign project sites. In this research, we proposed a methodology for prediction and evaluation of exceptions caused by risks in international EPC projects based on sensitivity analysis and Bayesian Networks. First, we identified project schedule risks and related exceptions, which may meet during the fulfillment of foreign EPC projects that is performed in a sequence of engineering, procurement, preparatory manufacture, foreign shipping, construction, inspection and modification activities, and affect project performance, using literature review and expert interviews. The impact of exceptions to the schedule delay were also identified. Second, we proposed a methodology to predict the occurrence of exceptions caused by project risks and evaluate them. Using sensitivity analysis, we can identify activities that critically affect schedule delay and need to focus by priority. Then, we use Bayesian Networks to predict and evaluate exceptions. Third, we applied the proposed methodology to an international EPC project example to validate the proposed approach. Finally, we concluded the research with the further research topics. We expect that the proposed approach can be extended to apply in exception management in project management.

• Magazine of the Korea Concrete Institute
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• v.6 no.5
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• pp.34-39
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• 1994

• International conference on construction engineering and project management
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• 2009.05a
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• pp.995-999
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• 2009

Before a contractor embarks on exporting its services, it needs to know if it is likely to succeed. This research developed two prediction models to help contractors in Singapore predict the number of projects (Y1) and the contract values (Y2) that they are likely to secure from overseas. Detailed characteristics of 60 contractors who export their services (exporters) were obtained from the database of registered contractors in Singapore. Multiple linear regression models were developed and tests showed that Y1 is a robust model. A contractor's chance of winning more overseas projects may be predicted by the number of projects it acted as a subcontractor; the variety of projects it undertakes; the total contract value in the domestic market; and the number of countries it exported its services to. It is recommended that contractors who are planning to export their services be flexible instead of adopt a focused policy of undertaking only one or two project types in a few selected countries.

• International conference on construction engineering and project management
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• 2007.03a
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• pp.653-661
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• 2007

Overseas construction projects tend to be more complex than domestic projects, being exposed to more external risks, such as politics, economy, society, and culture, as well as more internal risks from the project itself. It is crucial to have an early understanding of the project condition, in order to be well prepared in various phases of the project. This study compares a structural equation model and multiple regression analysis, in their capacity to predict cost performance of international construction projects. The structural equation model shows a more accurate prediction of cost performance than does regression analysis, due to its intrinsic capability of considering various cost factors in a systematic way.

• Korean Journal of Construction Engineering and Management
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• v.20 no.1
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• pp.86-95
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• 2019

As the urban development economy is stagnating due to the reduction of the budget for Social Overhead Capital (SOC) and the stabilization policy of the real estate market, there is a steady increase in the interest of domestic construction companies to enter the overseas market. However, domestic construction companies are showing a decline in overseas urban development market as compared with advanced foreign companies having excellent financial management and overseas project management ability. Therefore, it is necessary for domestic companies to select an urban development model that meets the environment and the level of the country of entry, and to establish an advance strategy to manage the risks of overseas business. For this purpose, the factors of entry into the overseas urban development market through the existing research, literature analysis, and FGI were derived, and survey strategy and IPA analysis were conducted to develop strategies for entering the overseas urban development market. As a result, we have established a strategy for private companies to enter the overseas urban development market.

• Korean Journal of Construction Engineering and Management
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• v.14 no.4
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• pp.140-151
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• 2013

In 2011 and 2012, Korean construction firms awarded around $ 64.5. Billion each year from the overseas market in 2011. This contract value accounted for overwhelming portion of total overseas construction contract values, and this growth is expected to continue for the next decade. However, contract scopes awarded to the Korean construction firms mainly involve detailed design and construction phases due to their competitiveness for the construction techniques. In other words, front-end-engineering-design and construction project management are not considered part of core business due to the lack of project management skills and experience. The researchers focused on development of construction sequence model required to improve construction planning and scheduling skills for the Korean construction firms. The model identifies critical work items and the sequence throughout project execution process. In addition, the researchers developed a risk evaluation method by applying fuzzy theory to the critical construction activities for the industrial plant construction projects. Developed methodology will help project practitioners to develop project schedule in a timely and effe ctive manner and evaluate project risks associated with scheduling process for the industrial plant construction projects.

• Proceedings of the KIEE Conference
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• 2003.11a
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• pp.14-16
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• 2003

For four decades now KEPCO has experienced an incredible growth rate of over 10% per year in each year. This growth led to the fast development of new facilities, especially in the transmission systems field, and we also managed to gain an enormous amount of experience and technology in the construction and design. With this experience and technology we curbed the electricity demand. Experts now predict that we will enter a new phase in which our growth rate will stagnate and eventually level off. This isn't what KEPCO or any company wants. We are looking for continued growth. In the last decade KEPCO began selling its technology in the generation sector of the electricity business to overseas markets. Sales in the generation sector have been a great success. This decade marks another milestone for KEPCO as overseas sales in the transmission sector began. Our first project, "Myanmar Power System Development Study" and its subsequent successful completion gave us the ammunition necessary to expand in this line of business. This success has also given birth to this paper. KEPCO is still the People's company, but with a new vision. It now hopes to not only sustain a high growth level but to also increase the growth of domestic companies by sharing with them a piece of the proverbial pie, as it ventures forth to be a Global player on the international stage.

• Korean Journal of Construction Engineering and Management
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• v.17 no.1
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• pp.48-55
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• 2016

Risk management is an important element for successful management of overseas construction projects. This study reports a case study in which we proposed a risk management planning and procedure for plant construction which can be applied throughout the project life cycle. We analyzed the risk management practices of Korean construction companies by applying the concept of the PRINCE2 method developed in the UK, and proposed a risk management planning and procedure with organizational structure and working process. The suggested risk management planning and procedure was applied to an overseas plant construction project, and produced good results. It is believed that the procedure suggested here can also be aplied to other companies to enhance the competency in the global construction market.

• Proceedings of the Korean Institute of Building Construction Conference
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• 2009.05b
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• pp.167-170
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• 2009

Currently, unlike domestic market It is trend that world construction market scale is increasing continuously but Experts who need in International Construction Market are insufficient absolutely. Despite the amount of orders received continuously increased, Experts who needed for overseas construction market are lacking. And we need to examine that Experts who needed for overseas construction market an supplied to the country. It is time to make decision how can we supply them to the country. Consequently, this project will study Educational programs of the past for Training International Construction Experts, provide the solutions breeding International Construction Experts.