• International conference on construction engineering and project management
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• 2009.05a
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• pp.1440-1445
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• 2009

Clients demands have been changed by construction circumstances such as high-technology, megaprojects, and the complexity of construction. Advanced foreign nations have already introduced and applied new project delivery systems (i.e, CM, DB, etc.) to deal with the change of such that. Korea has also promoted variation of the delivery systems for the progressive measure to the rapid changeable situation. Even though government has made his efforts as stated above, some clients have uniformly used those to public construction projects. That is because there are not selection criteria of project delivery system for clients. Therefore, this study presented the selection criteria of project delivery system based on project types in the public large construction projects. In addition, the study has verified the viability of the presented models through consultation with professionals and experts.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• 2008.11a
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• pp.509-512
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• 2008

Clients demands have been changed by construction circumstances such as high-technology, mega-projects, and the complexity of construction. Advanced foreign countries have already introduced and applied new project delivery systems(i.e, CM, DB, etc.) to deal with the change of such that. Recently, Korea also launched two new project delivery systems, "Best Value Contracts to which the State is a Party" to provoke the project delivery system, which helps a public owner select a project delivery system appropriate to the project characteristics. Even though government has made his efforts as stated above, some clients have still used those to public construction projects uniformly. That is because there are not a selection criteria of project delivery system for clients. Therefore, this paper proposes the selection criteria of project delivery system based on project types in the public large construction projects.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• 2006.11a
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• pp.322-325
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• 2006

The research project evaluates different infrastructure project delivery methods used internationally. The goal is to define the main benefits, deficiencies, and requirements of the project delivery systems for both the short term and long term perspectives. Also, the research attempts to determine alternatives to modify and to promote change in the current infrastructure project delivery methods in order to make the processes more efficient with value added benefits to all participants.

• Journal of Korean Library and Information Science Society
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• v.16
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• pp.191-220
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• 1989

This study is an attempt to furnish some helpful data for the design and implementation of the electronic document delivery system based on the analysis of it's cases. To begin with, the concepts and basic models of electronic document delivery system(Fig. 1) were overviewed in the second chapter, on the basis of which the concrete cases were introduced in the third chapter ; ADONIS Project, ARTEMIS Project, HERMES Project, APOLLO Project, UNIVERSE Project, DOCDEL Project, and etc. In the future rapidly developed the technology of electronic communication, there are many possibilities of the evolution of electronic document delivery system.

• International conference on construction engineering and project management
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• 2007.03a
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• pp.662-671
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• 2007

Since variety of construction projects with their individual specifications could be handled through different procurement systems, selection of the most appropriate project delivery system is a vital step towards more efficient project execution. The appropriate selection of project delivery system may also ensure more competent management of the project. Its impacts are not only limited to the first stages of the project, as it could also influence pre-construction, construction and operational phases of the project. Among different approaches exerted for this purpose, none has taken uncertainty into account, despite the fact that during first stages of the project most of the selection factors are still uncertain and not clearly defined. This paper, hence, aims to provide a fuzzy insight into the project delivery system selection. Through this approach more tangible model of the evaluation process may be presented. Proposed fuzzy method is indeed a multi criteria decision making model, based on the group of criteria, assigned for the evaluation procedure. A case study is also conducted, based on the opinion of an invented group of the experts.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• 2007.11a
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• pp.41-47
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• 2007

The selection of the reasonable project delivery system (PDS) is crucial for a successful performance of a project, which means to achieve project objectives. Furthermore, the project performance has been tightly related to the selection of PDS appropriate to pertinent project characteristics. In this context, the ministry of finance and economy of Korea launched two new project delivery systems called "Best Value Contract (Design-Bid-Build)" and "Bridging Contract (Design-Build)" in October of 2007 by revising enforcement ordinances of "Act on Contracts to Which the State is a Party". For efficient operation of the new project delivery systems, this paper suggested a PDS selection model which supports decision making of the reasonable PDS for a pertinent project by assessing characteristics of the public construction projects, both quantitatively and qualitatively. In addition, a PDS performance evaluation model was proposed in order to get feedback on the result of the PDS selection and the operation for the succeeding project. The standard models suggested in this paper might be used as a tool to support the decision making of the public organizations.

• International conference on construction engineering and project management
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• 2011.02a
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• pp.142-148
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• 2011

Recently, much attention has been increasingly paid to the efficiency of the delivery system in order to manage construction project in a smooth and effective way. The integrated plan in consideration of the life cycle of building is required for the effective and integrated management of information in a huge amount. To this end, collaboration between each field is indispensable from the beginning of project. But there is a limitation that the designer and the constructor sign the contract separately in the conventional delivery system. In the US, the recent trend is that the Integrated Project Delivery (IPD) has been introduced to improve the effectiveness of project management in an increasing number of the cases where project is implemented by utilizing the IPD. In Korea, there is also an increasing need to introduce the IPD for the integrated project management. Consequently, the purpose of this study is to examine and analyze the laws and the contracts that are applied to domestic cases of placing order and signing contract based on the concept and principle of the IPD before the actual introduction of the IPD. Based on such examination and analysis, this study intends to figure out the constraints to the introduction of the IPD. It is expected that the results of this study will be used as basic data for IPD-related study in the future.

• Architectural research
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• v.8 no.1
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• pp.57-68
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• 2006

Global competition and reduced project life cycle ultimately puts greater performance requirements on the capital project delivery systems used to maintain competitiveness. Despite continuing improvements in delivery cycle time, business owners of facilities continue to demand greater improvements in project delivery cycle time. Therefore, it is very important to investigate the various techniques and methods leading to reduction in project cycle time and also identify the applicability of identified techniques and methods. This paper introduces reduction techniques identified through literature review (i.e, Schedule Reduction Techniques (SRTs), Management Techniques (MTs), and Construction Institute Industry (CII) Best Practices (BPs). In order to collect applicability of these techniques under different project phases (Pre-project planning (PPP), Design (D), Material Management (MM), Construction (C), and Start-up (SU)), the Essence Applicability Matrices (EAM) is used.

• Korean Journal of Construction Engineering and Management
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• v.1 no.2 s.2
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• pp.71-80
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• 2000

Project delivery systems determine the relationship, responsibility, authority and the scope of works of those involved in project, hence, optimum project delivery system should be selected to so that construction project would be executed successfully, Until now, the traditional design-bid-build mainly has been used for public projects, but the government is making efforts actively to introduce other methods such as design-build, alternative bidding by its policy. However, delivery systems should be determined through considering physical projects characteristics, owner's goals, external factors, etc, rather than government' policy. Therefore, the purpose of this research is to propose objective delivery system selection criteria and delivery system selection model, which help owners to select the suitable delivery system through quantitative and reasonable manner.

• International conference on construction engineering and project management
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• 2013.01a
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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.