• 국제학술발표논문집
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• The 1th International Conference on Construction Engineering and Project Management
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• pp.935-940
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• 2005

This paper presents the results of a statistical analysis using historical data of cost contingency. As a result, a model that predicts and estimates an accurate cost contingency value using the least squares estimation method was developed. Data such as original contract amounts, estimated contingency amounts set by maximum funding limits, and actual contingency amounts, were collected and used for model development. The more effective prediction model was selected from the two developed models based on its prediction capability. The model would help guide project managers making financial decisions when the determination of the cost contingency amounts for multiple projects is necessary.

• 한국건설관리학회:학술대회논문집
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• 한국건설관리학회 2004년도 제5회 정기학술발표대회 논문집
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• pp.224-227
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• 2004

건설사업관리자는 사업을 진행하기 전에 예측하지 못한 위험 발생 가능성에 대비한 예비비를 항상 고려해야 한다. 예비비를 충분히 고려하지 않고 사업을 수행하게 되면 리스크로 인한 총사업비에서의 초과 비용이 누적되어 향후 사업진행에 지장을 줄 수도 있기 때문이다. 과거의 실적자료를 바탕으로 적정한 예비비를 산정하기 위해 확률적 평가가 필요하며, 조건부 확률(conditional probability)을 사용함으로써 공정이 진행되면서 완료된 work package의 실제 공사비를 정보로 하여 잔여 공정에 대해 공사비와 예비비를 재산 정할 수 있다. 즉, 증가된 정보로 공사의 불확실성을 감소시키고 좀더 현실적인 총사업비를 예측할 수 있게 된다. 본 연구에서는 예비비 산정 및 관리 프로세스를 제시하기 위한 기초적인 연구로써 가상 프로젝트의 5개 work package를 대상으로 확률이론의 적용 가능성을 제시하였다.

• Architectural research
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• 제16권2호
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• pp.75-80
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• 2014

Risks, uncertainties, and associated cost overruns are critical problems for construction projects. Cost contingency is an important funding source for these unforeseen events and is included in the base estimate to help perform financially successful projects. In order to predict more accurate contingency, many empirical models using regression analysis and artificial neural network method have been proposed and showed its viability to minimize prediction errors. However, categorical factors on contingency cannot have been treated and thus considered in these empirical models since those models are able to treat only numerical factors. This paper identified potential factors on contingency in transportation construction projects and evaluated categorical factors using the one-way ANOVA statistical method. Among factors including project work type, delivery method type, contract agreement type, bid award type, letting type, and geographical location, two factors of project work type and contract agreement type were found to be statistically important on allocating cost contingency.

• 국제학술발표논문집
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• The 5th International Conference on Construction Engineering and Project Management
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• pp.338-343
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• 2013

Integrated Project Delivery (IPD) as a delivery method fully capitalizes on an integrated project team that takes advantage of the knowledge of all team members to maximize project outcomes. IPD is currently the highest form of collaboration available because all three core project stakeholders, owner, designer and contractor, are aligned to the same purpose. Compared with traditional project delivery approaches such as Design-Bid-Build (DBB), Design-Build (DB), and CM at-Risk, IPD is distinguished in that it eliminates the adversarial nature of the business by encouraging transparency, open communication, honesty and collaboration among all project stakeholders. The team appropriately shares the project risk and reward. Sharing reward is easy, while it is hard to fairly share a failure. So the compensation structure and the contingency in IPD are very different from those in traditional delivery methods and they are expected to encourage motivation, inspiration and creativity of all project stakeholders to achieve project success. This paper investigates the compensation structure in IPD and provides a method to determine the proper level of contingency allocation to reduce the risk of cost overrun. It also proposes a method in which contingency could be used as a functional monetary incentive when established to produce the desired level of collaboration in IPD. Based on the compensation structure scenario discovered, a probabilistic contingency calculation model was created by evaluating the random nature of changes and various risk drivers. The model can be used by the IPD team to forecast the probability of the cost overrun and equip the IPD team with confidence to really enjoy the benefits of collaborative team work.

• Journal of Information Technology Applications and Management
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• 제13권2호
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• pp.145-162
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• 2006

Despite the careful attention paid by managers and researchers to the effective administration of the S/W Development Project, there are cases where the project goes over-budget or misses deadlines. Existing research blames these problems on task complexity or mismanagement. In order to verify the results that varied according to the fitness between the Task Characteristics and the Project Management Types, a contingency model was employed. The verification of the contingency model demonstrated that the greater the task complexity, the greater the effectiveness of the project coordination, and the lesser the task complexity, the greater the effectiveness of project control. This research is theoretically important in that it develops a composite model to verify the relation between the three factors of Task Characteristics, Project Management Types, and Project Performance that compose the S/W Development Project.

• 산업경영시스템학회지
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• 제39권1호
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• pp.17-24
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• 2016

Many organizations have transformed their business in order to survive and compete in the future. They generate projects by creating a vision, using strategies and objectives with funds aligning strategies and make efforts to complete them successfully because project success leads to business success. All projects have triple constraints such as scope, time, and cost to be completed. Project cost performance is a key factor to achieve project goals and which is mostly related with risks among various cost drivers. Projects require a cost estimation method to complete them within their budget and on time. An accurate budget cannot be estimated due to the uncertainties and risks. Thus some additional money should be funded in addition to the base budget as a contingency reserve for identified risks and a management reserve for unidentified risks. While research on contingency reserve for identified risks included in project budget baseline have been presented, research on management reserve for unidentified risks included in total project budget is still scarce. The lack of research on estimation method and role of the management reserve have made project managers little confidence to estimate project budget accurately with reasonable basis. This study proposes a practical model to estimate budgets including contingency and management reserves for not only project cost management but also to keep the balance of organization's total funds to maximize return on investments for project portfolio management. The advantages of the proposed model are demonstrated by its application to construction projects in Korea and the processes to apply this model for verification are also provided.

• 한국건축시공학회:학술대회논문집
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• 한국건축시공학회 2018년도 춘계 학술논문 발표대회
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• pp.72-73
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• 2018

The accuracy of contingency estimation plays an important role for dealing with the uncertainty of the financial success of construction project. Its' estimation may be used for various purposes such as schedule control, emergency resolve, and quality expense, etc. This paper presents a contingency estimation method which is schedule control specific. The method 1) implements stochastic EVMS, 2) detects a specific timing for schedule compression, 3) identifies an optimal strategy for shortening planned schedule, 4) finds a probability density function (PDF) of project cost overrun, and 5) estimates the optimal contingency cost based on the level of confidence. The method facilitates expeditious decisions involved in project budgeting. The validity of the method is confirmed by performing test case.

• 한국건축시공학회:학술대회논문집
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• 한국건축시공학회 2004년도 학술.기술논문발표회
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• pp.113-117
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• 2004

We need the contingency cost in order to deal with the uncertainty to be accompanied inevitably at the construction and an every kind risk not to forecast in advance. And also the contingency colt needed for the change order and we need it for reduction of the delay and reduce the trouble between owner and constructor. This study, through checking and analyzing the risk factor, in the step of domestic construction, suggests optimal management reserve to specific business about the contract type and the scale. The main results of this research are summarized as follow. First, I investigated the recognition about the contingency cost, grasped the risk to be happened at the construction step and found out the frequency occurrence, through making up question to engineer are carrying out their job in the domestic construction. Second, I computed optimal contingency cost rate by the statistics investigation, and proposed an improvement plan and problem when compute a contingency cost.

• 한국건설관리학회:학술대회논문집
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• 한국건설관리학회 2003년도 학술대회지
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• pp.226-229
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• 2003

건설사업관리자는 사업을 진행하기 전에 사업의 실패 및 예측하지 못한 위험 발생 가능성에 대비한 공사예비비를 항상 고려해야 한다. 공사예비비를 충분히 이해하지 않고 판단을 내리게 되면 리스크로 인한 총공사비에서의 초과 비용이 누적되어 향후 사업진행에 지장을 줄 수도 있기 때문이다. 그러나 공사예비비를 사업초기부터 고려한다면, 그 사업의 실행 여부를 결정할 시점에서 여러 가지 리스크에 충분히 대비할 수 있다. 그럼에도 불구하고 국내 건설사업에서 실제로 공사예비비를 사업투자나 분석에 반영하고 있는 경우는 적으며, 공사예비비를 정당하게 평가할 수 있는 프로세스 역시 부재하다. 따라서 본 연구에서는 건설사업에서 리스크를 고려한 총공사비가 수립될 수 있도록 공사비 증감요인을 분류하고, 적정 공사예비비의 산정을 보장하기 위해 회귀분석을 통한 공사예비비 산정 프로세스를 제시한다.

• 국제학술발표논문집
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• The 2th International Conference on Construction Engineering and Project Management
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• pp.106-118
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• 2007

Little attention has been focussed on a precise definition and evaluation mechanism for project management risk specifically related to contractors. When bidding, contractors traditionally price risks using unsystematic approaches. The high business failure rate our industry records may indicate that the current unsystematic mechanisms contractors use for building up contingencies may be inadequate. The reluctance of some contractors to include a price for risk in their tenders when bidding for work competitively may also not be a useful approach. Here, instead, we first define the meaning of contractor contingency, and then we develop a facile quantitative technique that contractors can use to estimate a price for project risk. This model will help contractors analyse their exposure to project risks; and also help them express the risk in monetary terms for management action. When bidding for work, they can decide how to allocate contingencies strategically in a way that balances risk and reward.