• Proceedings of the Safety Management and Science Conference
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• 2005.05a
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• pp.117-121
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• 2005

This paper reviews updated criteria for a project management body of knowledge(PMBOK) : 2004. The updated PMBOK model is generally recognized as good practice. Specific criteria are suggested for a project management body of knowledge.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• 2008.11a
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• pp.572-577
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• 2008

In order to apply strategic advanced project management to the Korean construction industry, the study conducted a comparative analysis of the project management body of knowledge of the advanced countries such as the USA and Japan as well as Europe. As a result, it was found that the connection to 'execution' of 'strategy' was highlighted as a common main issue in the theoretical background of project management body of knowledge, and strategic planning, which aligns 'program management' based on the integration of multiple project management and operations in single project with 'portfolio management' for selection and concentration, has been emphasized. Accordingly, the study built up the framework for the application of strategic advanced project management for strategic action in the Korean construction industry and proposed the following applicable solutions for implementation into the current Korean construction industry: 1) Innovate global competitiveness by preparing an 'ideology and philosophy' for the strategic action of an organization, 2) Establish a strategic 'environment' in consideration of the culture and structure of an organization, 3) Propose a strategic 'vision' for attaining a realizable goal within an organization, 4) Create an 'investment' on the portfolio in line with the strategy, 5) 'Execute' the program through the portfolio and project management. Lastly, the study brought up strategies for sustainable growth by applying strategic advanced project management to the Korean construction industry with a view to acquiring 'Performance' through the implementation and operation of their integrated system.

• Construction Engineering and Management
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• v.13 no.6
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• pp.41-45
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• 2012

Nowadays the Project Management is increasingly adapted into almost all the fields in business management processes among leading companies both in Korea and overseas. However its actual practices are rare to be found. Among the Project Life Cycle, this report covers the real cases of the PMBOK knowledge areas in NPP Architect Engineering. The areas of the Construction, Start-up and Operation will be exception of the cases. By way of analyzing the KEPCO ENC's Processes/Procedures/Systems and the ones in PMBOK Guide, this report will show the contents in the PMBOK Guide is rather practical than theoretical. Meanwhile, implications whether the conclusions of this report might be applied to other industries such as general construction, non-nuclear plants, etc. should be left behind to follow-up studies.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• 2006.11a
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• pp.487-491
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• 2006

As Korea has been industrialized high recently, the constructional plant part which is the major driving force to Korean economic growth is being developed. In spite of the great importance, there are many ill-prepared parts in EPC project management procedure, and working in practice of EPC project management procedure manual is not systematic. That is why the governmental progressive policy on the relevant technology and the establishment of EPC project management procedure are needed. This study was aimed to derive reform measures by analyzing problems of EPC project management procedure manuals which are in use at 13 large-sized construction companies currently. The reform measures which are based on the theory of PMI(Project Management Institute)'s PMBOK(Porjcet Management Body Of Knowledge) are about deriving administration factors to control the project, and EPC project administration factors are derived from the definition of CMAA(Construction Mangement Association of America). The reformed electronic EPC project management procedure manual system is set up by standardizing derived administration factors.

• Korean Journal of Construction Engineering and Management
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• v.5 no.1 s.17
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• pp.140-148
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• 2004

Based on the CMBOK (Construction Project Management Body of Knowledge) Framework previously developed in early study by the authors in conjunction with use of some questionnaire surveys and personal interviews with industry professionals, the authors analyze interactions among the entities in the CMBOK framework for the extraction of pivotal entities of construction project management and identify twelve pivotal entities in construction project management, then verify the existence of twelve pivotal entities in real construction project management of construction company and checked the validity of the entities with a real case of interaction phenomenon. This research provides the construction industry with a starting point for improving construction project management efficiency by identifying the pivotal entities.

• International conference on construction engineering and project management
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• 2022.06a
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• pp.188-195
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• 2022

Although issuing change orders is a common practice in the construction phase of any project, non-structural utility subcontractors are struggling and seek to find a way to reduce change orders. Therefore, this paper presents the analysis results on change orders to cultivate possible suggestions and solutions on how to reduce or minimize change orders in mechanical, electrical, and plumbing (MEP) works. Change orders in non-structural utility works are analyzed based on six categories such as rerouting and change of location, changes in weight, rejected design by Office of Statewide Health Planning and Development, District Structural Engineer, or the Structural Engineer of Record, unforeseen conditions, changed equipment, and owner-initiated change. The analysis findings showed that rerouting and changing location is the most significant cause, followed by unforeseen conditions. The results not only contribute to the existing body of knowledge on change order research area, but also help MEP contractors reduce the time and cost of change orders.

• Architectural research
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• v.25 no.3
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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.

• Korean Journal of Community Nutrition
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• v.16 no.5
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• pp.580-591
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• 2011

This research was performed to investigate the effects of NEP (Nutritional Education Practice) program developed by KHyDDI (Korea Hypertension Diabetes Daegu Initiative) for hypertension and diabetes patients. The subjects were 116 patients (hypertension 70, diabetes 46) who had completed basic education program at the education information center and four-session program was implemented for them. Nutrient intake was analyzed and compared before and after the program by 24-hr recall method and evaluate weight, waist circumference, body fat, blood pressure and eating habits in terms of nutrition knowledge, eating behavior, salty taste assessment. The improved results after the program were observed in weight, waist circumference, body fat ratio, blood pressure, slightly salty taste in salty taste assessment, nutrition knowledge, eating behavior, sodium, energy, carbohydrate and protein intake ratio to total energy (p < 0.001). Therefore, this program is effective in the improvement of weight, waist circumference and eating behavior, and the continued management would lead to the prevention of cardio-cerebrovascular diseases in the community.

• Journal of Information Technology Applications and Management
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• v.20 no.2
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• pp.69-87
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• 2013

The expanded spiral model in this paper consists of five processes of architecture design, architectural construction, architectural maintenance, operation, and architectural management. The former four processes are executed alternatively, while the latter architectural management process is executed continuously interacting with the other processes during the whole life cycle of the system. The expanded spiral model provides a conceptual framework to sort discussions of architectural degeneration into those of product-oriented processes and those of management processes, making it possible to incorporate the models and body of knowledge about project and program management especially those of Project Management Institute, into discussions of architectural degeneration. A good architecture decomposes the software-intensive system into components mutually interacting in a well-formed structure. The architecture design process and the architectural construction process together create the object system with well-designed architecture. The architectural maintenance process prevents the implemented architecture deviate from the designed architecture. The architectural management process monitors the changes of requirements including architecturally significant requirements, supports the other processes to be executed reflecting various perspectives of stake-holders, and creates and documents the reasons of architectural decisions, which is considered as a key element of the architecture.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• autumn
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• pp.460-463
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• 2002

The construction sector is under growing pressure to increase productivity and improve quality, most notably in reports. A major problem for constriction companies is the lack of project assessing model for project management. One method of solving the problem is through the systematic management of construction processes. A development of model for assessing PMIS practice is attempting to develop a stepwise process assessment framework for the construction industry using Capability Maturity Model. This paper have provided further insights into the understanding of the framework, as well as its value for construction sector.