• Journal of Construction Engineering and Project Management
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• 제7권3호
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• pp.15-25
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• 2017

The existence of material price volatility in construction projects puts forward substantial risks for all parties involved. Depending on the parties involved in the project, type of contracts, and state of the market various risk management strategies are practiced by contracting parties to manage project risks related to price volatility. Unfortunately, in many cases companies fail to select an adequate approach to better manage volatilities of material prices due to the lack of a decision support system to aid in the selection of an appropriate strategy based on the project characteristics. The aim of this study is to identify critical project factors and align them to documented strategies to manage price volatility based on an extensive literature review and industry interviews. This study found Integrated Project Delivery (IPD) as the ideal strategy with respect to project duration; quantitative risk management methods with respect to the cost; and Price Adjustment Clauses (PAC) with respect to the risk allocation, as the top price volatility management strategies.

• Journal of Construction Engineering and Project Management
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• 제5권1호
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• pp.1-10
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• 2015

In construction, stakeholders of extended project team play a key role in the overall project performance. Successful integration of stakeholders demands for good management practices at strategic, operational and project levels. Targets and measures to improve the stakeholder performance encourage the creativity and willingness of stakeholders of extended project team to develop the better ways to achieve the project objectives. This paper presents a generic descriptive method, showing how stakeholder's ability and influence impacts on project performance in the construction sector. The findings of a series of interviews with key informants are presented and the following main conclusion is drawn: improving project performance through stakeholder's contribution and measuring their performance can strengthen the project performance. This innovative approach which redefines the process of improving the project performance in construction projects will be of interest to those who intend to manage the projects in practice as well as to those who interested in advancing theory.

• 국제학술발표논문집
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• The 3th International Conference on Construction Engineering and Project Management
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• pp.1515-1520
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• 2009

Objective of Urban regeneration project is a recovery of urban utilities through a physical, environmental, cultural, industrial and economic regeneration. The current paradigm of urban regeneration is not a simple redevelopment as physical redevelopment or improvement. Urban regeneration project is an overall development including a central commercial capacity and business capacity for administration and management, cultural facilities, sightseeing, a residential area. So Urban regeneration project include a various project. Project management of Urban Regeneration project is widely different with general project management. For that purpose, this research would offer to contribute the success factors of urban regeneration project for successful project. For offering these, this research analyzed the properties of urban regeneration project and success factors of construction project by reviewing a literature. The principal characteristics are variety objectives of each district of urban regeneration project, a diversity of stakeholder's objectives and complex structure of stakeholders, an unstructured decision-making system, a lack of plan for business cooperation. We abstracted factors for urban regeneration from brainstorming and verification by experienced experts. We suggest 2 factors related to achieving a goal effectively and 10 factors related to progress of urban regeneration project efficiently.

• Journal of Construction Engineering and Project Management
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• 제9권3호
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• pp.1-21
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• 2019

The management of mega construction projects which incorporate a large number of stakeholders, technologies, data, work culture etc., is cumbersome. The experts in the construction arena advocate that interface management serves as a precise tool in resolving these conflict points due to the intricate nature of the construction projects. Interface management is a current trending management practice in the construction industry which is also a beneficiary to mega/fast track projects in enhancing the project performance. The main objective of this study is to validate a model for assessing the relationships among interface management, IT applications, project performance & project benefits. The mediating effect of interface management in relationship between project performance & interfacial factors was also investigated. The research model was validated using PLS-SEM (Partial Least Square-Structural Equation Modelling) approach. Data were collected from clients, contractors, consultants in large scale projects through questionnaire survey and smart-PLS software was used to analyse the conceptual model. The research model comprises eleven hypothesis and the significance of these hypothesis were tested using T- statistics values. The research implies that people/participants factor is greatly influenced by interface management with the path coefficient of 0.608 and also enhancement of project's schedule performance due to the interface management is strongly appealing (Path coefficient = 0.711). The results also reveal IT application is significantly associated with interface management practice (Path coefficient =0.723) and also the effect of IT application on project performance (schedule, cost, quality & safety) is successfully mediated through interface management practice. The practical application of this validated model was done through case study. The case study aims at measuring the impact of interface management on interfacial factors and role of interface management in improving the project performance in the construction organisations.

• 한국디지털정책학회:학술대회논문집
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• 한국디지털정책학회 2004년도 춘계학술대회
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• pp.343-354
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• 2004

A Project planning is one of the most important processes that determines success and failure of the project. Scope management for project planning is also essential job in system integration project. However project planning is very difficult because lots of factor and their relationships should be considered. Therefore project planning of SI project has been done by project manager s own knowledge and experiences. It is necessary to develop an algorithm of WBS(Work Breakdown Structure) identification & document selection along to project's specificity in project management system using AI technique. This study also present method (ODW model) to cope with the limitations of the existing study that has uniformly customizing the methodology by only project complexity. We propose PPSM(Project planning support module) that apply Rule for determination of route map and document level, and CBR for WBS identification.

• 한국건설관리학회:학술대회논문집
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• 한국건설관리학회 2004년도 제5회 정기학술발표대회 논문집
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• pp.89-94
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• 2004

Many innovative management processes, which are also termed as best practices or value improving practice, have been proven to successfully improve the value of capital facility projects. With a lack of any guidance on how to implement the most suitable value management process for a particular project, the objective of this paper is to facilitate the VMP implementation. A CII (Construction Industry Institute)'s recent study, titled as 'Development of the Value Management Toolkit,' encompasses a comprehensive structure of value management and provides a new methodology in optimizing the implementation of the value management processes in order to leverage the unique project circumstances, such as project objectives, resource availability, and site limitations, etc. As a pioneering study, the findings contribute to the expedition of implementing value management processes in the industry and maximize the potential benefits in applying the most benefiical value management process for a particular capital facility project.

• 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.

• 국제학술발표논문집
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• The 5th International Conference on Construction Engineering and Project Management
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• pp.352-358
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• 2013

As amount of information in construction industry is growing, the role of information system in project management is becoming increasingly important. With the emerging IT application to the advancing construction industry, construction project management system with advanced technology has been progressed vigorously to improve construction productivity and management efficiency. Recently, a web-based Project Management Information System (PMIS) is developed to support decision-making process by efficiently managing project related information generated from various discipline. Many firms are in the process of developing the PMIS system or already have been applied the system to various projects. However, PMIS is still in its early stage of development to be applied at industrial plant construction projects that process management is significantly emphasized for the successful execution of the project. With the complexity of the industrial plant projects, the industry practitioners need to be able to visualize the construction schedule information to manage the project efficiently. This study suggests methodologies for improving PMIS specialized for industrial plant piping construction projects to estimate the baseline schedule and performance measurement more accurately by developing a framework for the piping construction projects. By using this developed system, the researchers expect that piping construction projects will be more efficiently managed on a real-time basis through measuring progress of piping at each and every state of progress milestone and provide management with opportunities to forecast the level of efforts required to execute the remaining work scope in a timely manner

• Journal of Construction Engineering and Project Management
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• 제10권1호
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• pp.16-32
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• 2020

Cost and time control of projects is important in preventing project failure. However, achieving effective cost and time control in practice is often challenging. The challenges of project cost and time control in practice are investigated by carrying out a questionnaire survey on the top 150 construction contractors in the UK followed by in-depth semi-structured interviews of practitioners from 15 construction companies in the country. Quantitative analysis reveals that design change is the most important factor inhibiting the ability of UK contractors from effectively controlling both the cost and time of construction projects. Four of the top five factors inhibiting effective cost control are also the top factors inhibiting effective time control albeit in a different order. These top factors-design changes, inaccurate evaluation of project time/duration, risk and uncertainty, non-performance of subcontractors and nominated suppliers were also found to be endogenous factors to the project. Additionally, qualitative analysis of the interviews reveals 16 key challenges to prevent for effective project cost and time control in practice. These are classified into four categorised based on where they stem from as follows; from the organisation (1. Lack of integration of cost and time during project control, 2. lack of management buy-in, 3. complicated project control systems and processes, 4. lack of a project control training regime); from the construction management/project management approach (5. Lapses in integration of interfaces, 6. project control not being implemented from the early stages of a project, 7. inefficient utilisation and control of labour, 8. limited time devoted to planning how a project will be controlled at the outset); from the client; (9. Excessive authorisation gates, 10. use of adversarial and non-collaborative forms of contracts, 11. communication problems within client set-up, 12. obstructive client representatives) and; from the project team (13. Lack of detailed/complete design, 14. lack of trust among the project partners, 15. limited time devoted to project control on site, 16. non-factual reporting). The study posits that knowledge of these project control inhibiting factors and challenges is the first step at ensuring they are avoided and enable the implementation of a more effective project cost and time control process in practice.

• 국제학술발표논문집
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• The 9th International Conference on Construction Engineering and Project Management
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• pp.277-283
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• 2022