• 시스템엔지니어링학술지
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• 제8권2호
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• pp.11-17
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• 2012

Suppliers in light rail transit project makes a systems engineering management plan(SEMP) as a top level plan which has a SEMS and SEDS as an control and monitoring means. In this paper, we analyze the international standards and some related documents, and present the directions to make the SEMS and SEDS which have WBS, accomplishments, schedule, events, person in charge. And then customize the project management tool and make SEMS and SEDS of LRT project as an example. The research results can be applied in LRT project after tailoring based on the project.

• 국제학술발표논문집
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• The 9th International Conference on Construction Engineering and Project Management
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• pp.669-677
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• 2022

In this paper, different types of traditional project delivery methods in the construction industry were explored and a comparative analysis against Integrated Project Delivery (IPD) were performed. The advantages of IPD method for all parties, owner/engineer/architect/general contractor, were explored by reviewing the most recent literature. The literature suggests that IPD method should be the dominating project delivery method and diluting the conventional methods such as Design-Bid-Build due to more collaborative and mutually beneficial ways of doing construction; IPD is newer and a more comprehensive method to capture the intrinsic values of project collaboration. This paper presents a comparison of the commonly used methods of project delivery, Design-bid-build, CMAR, & Design-Build and addresses their advantages and disadvantages in differing project scopes and sizes. Several industry leaders with experience in the four types of project delivery addressed were surveyed. The survey results show an overwhelming desire for future projects to go toward IPD from the contractor/owner/RDP. The biggest obstacle facing a project from using IPD appears to be trust.

• 산업경영시스템학회지
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• 제34권4호
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• pp.89-97
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• 2011

Traditional quality control for manufacturing or service sector is not suitable for the quality control of a project as the project is one-time task constrained by time, cost, and quality. To meet the internal and external customers' requirements, quality costs approach to the project will be effective. Hence, we propose PONC (price of nonconformance) estimation procedure and a mathematical model, which are focused on activity-based prevention in the execution step and warranty step of EPLC (extended project life cycle). This procedure and model will help project manager develop preventive action plan for project quality costs minimization from nonconformance risk activities and PONC estimates information.

• 국제학술발표논문집
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• The 3th International Conference on Construction Engineering and Project Management
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• pp.1463-1467
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• 2009

Construction projects are vulnerable to diverse internal and external factors, requiring systematic and consistent performance management along the entire life cycle of a project. In particular, urban renewal projects have a range of performance measures, including policy reconciliation and permits, project development, project financing, design, construction, and occupancy and maintenance. This requires a program-level megaproject approach, which integrates each stage of a project as well as variety of stakeholders' interests in pursuing a project from different perspectives. However, previous research on performance management has focused especially on the limited scopes of factors, including cost, quality, and schedule at the project level or on financial factors at the firm level. Given the lack of current approaches, this study suggests an integrated and systematic performance management scheme to control urban renewal megaprojects at the broadened perspectives of the program level. To this end, this study adopts the balanced scorecard approach and elicits key performance indices associated with various project configurations. Finally, an algorithm is presented for quantitatively assessing the level of performances along whole life cycle of urban renewal megaprojects.

• 국제학술발표논문집
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• The 1th International Conference on Construction Engineering and Project Management
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• pp.917-923
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• 2005

Scheduling is one of the main functions in construction project to determine the sequence of activities necessary to complete a project. The scheduling techniques provide important information crucial to a project's success. Highway construction project the paving activity can be considered a linear activity. Linear scheduling technique may be better suited for linear projects than other scheduling techniques. A new type of scheduling in linear project is calling Linear Scheduling Model (LSM). The Project monitoring and controlling is very ease to identify that all the stage of linear project and have more advantages.

• 한국철도학회논문집
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• 제9권4호
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• pp.487-492
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• 2006

This paper presents the Case of Systems Engineering Application for the Railway Total-Safety Project. Key points to consider for project are: 1) Establish the SE Based-Project organization system, 2) Define the SE Activities, 3) Manage technically the SE Based-Project, etc. They were of much help that the Railway Total-Safety Project which were efficiently implemented and managed. As I take it, the Systems Engineering is very reasonable approach for the systematical and technical conduct of a project.

• 국제학술발표논문집
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• The 1th International Conference on Construction Engineering and Project Management
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• pp.796-801
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• 2005

Time management is one of the critical tasks in project management. Based on the theories of total quality management, this authors presented a project time management method, total time management (TTM), so as to facilitate highway project time management. This paper discussed the four fundamental characteristics of TTM: total factors management, staff management, project life cycle management, and Plan-Do-Check-Action (PDCA) cycle management. Now, most managers use computer software to manage the project. In order to make the theory of TTM more executable, the authors develop a project time management system suitable for TTM. This paper presents this time management system's analysis processes including system requirement, key functions etc..

• 국제학술발표논문집
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• The 5th International Conference on Construction Engineering and Project Management
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• pp.328-331
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• 2013

Incentive/Disincentive (I/D) contracting experiences in many states have been evaluated in terms of time and cost performance and substantial project time savings were found in many project cases. However, there is little understanding on individual project success factors for I/D projects during construction. This paper explores the significance of I/D clause in the success of the MacArthur Maze reconstruction project and summarizes a list of group causes that explains and elaborates on the detailed factors. The methods used for carrying out this study started with a search of online media and news reports and contract documents were also obtained from Caltrans. After review of the preliminary information, Interviews were performed with the Caltrans Resident Engineer and the contractor's project manager who were in charge of the MacArthur Maze reconstruction. In conclusion, the evaluation of their responses hinted at six significant cause groups responsible for the project's success. These groups can be listed as: 1) Motivation, 2) Policy, 3) Teamwork, 4) Communication, 5) Expectation, and 6) Resource Management.

• Architectural research
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• 제25권3호
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• pp.41-51
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• 2023

Building restoration is a complex process with a high level of uncertainty. Restoration professionals can significantly benefit from the well-established discipline of project management to achieve their targets; however, available evidence shows that the use of the project management body of knowledge in restoration projects is far from the desired level. Several historical organisations have since been established with the goal of preserving and governing cultural identity, and numerous studies have supported the need of preserving architectural heritage. Many owners, investors, academics, and developers believe that it would be considerably more expensive to renovate and restore an old building than to create a new one. Although the project management process is generally recognised, the concept of project management for architectural heritage projects differs due to the uniqueness of each project. It differs from many construction projects in terms of the need for research-based practices to define scope, planning, scheduling, supervision,decision-making,and also performance. The Greco-Roman Museum in Alexandria's planning, design, and building phases are being studied with the aim of identifying and analysing the variables that contribute to project delays. Three project management pillars were established as a result of gathering this data from the project's stakeholders: the first pillar addresses time management for the existing phase and how it will be incorporated into the new extension phase; the second pillar addresses performance in relation to project management issues in the delivery of the best quality of a construction project; and the third pillar addresses the scope of the new extension because it will significantly impact the other two pillars. This paper argues that a contemporary perspective which utilizes project management tools and techniques can contribute to the conservation of architectural heritage in line with the conservation principles.

• 한국원자력학회:학술대회논문집
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• 한국원자력학회 2004년도 추계학술발표회 발표논문집
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• pp.689-690
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• 2004