• Proceedings of the Korean Institute Of Construction Engineering and Management
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• 2004.11a
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• pp.13-19
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• 2004

In most PFI(Private Finance Initiative) projects in Korea, the project management are in charge of the Special Purpose Company(SPC) established for carrying out the project. This paper is a case study about an owner CM executed by the organizations and staffs of SPC itself. : Seoulbeltway (Ilsan $\~$ Toegaewon) Private Investment Project. In time management area, the SfC was the leader of project management throughout the life circle - plan, design, permit, construction, operation and maintenance - beyond the schedule manager's role. In cost management area, the methods of reducing the total costs by VE, new technologies, etc. has been needed assuming the construction risks were subject to SPC.

• Plant Journal
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• v.7 no.2
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• pp.39-43
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• 2011

Due to the recent uncertainty of market situations such as the escalation of petroleum prices, increased production capacities of plants, limitations of the available EPC (Engineering, Procurement, Construction) contractors, and the increase of raw material prices, EPC contractors have had a tendency to include a higher reserve contingency in the lump-sum turnkey contract price. In order to overcome the changes in the market, the plant project construction industry has started to apply the converted lump-sum turnkey contract in plant construction market. This study was focused to find the associated risks and to analyse the identified risks on recent trend of application of the new contract type, which is the converted lump-sum turnkey contract. It was recognized from the analysis that quality and cost have more high priority risks than other project objectives. This paper also suggests the mitigation plan for identified risks to achieve project objectives appropriate to the converted lump-sum turnkey project from the viewpoint of an EPC contractor keeping transparency with owner.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.37 no.4
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• pp.42-53
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• 2014

This study identifies influential factors for invigorating the public management office (PMO) system for system integration (SI) projects in public sectors and analyzes the priority of each factor from the point of different stakeholders, i.e., owners, SI company, and PMO. Based on the literature review, four first-level influential factors are identified: legal system maintenance, owner's capability, SI company's capability, and PMO's capability. Among them, the PMO's capability is determined as the most critical factor by all the stakeholders. Among the second-level influential factors, the capabilities of professional engineers and project managers are considered as important among the PMO's capability, whereas the reasonable consulting fee is considered as the most critical factor among the legal system maintenance. With respect to each stakeholder, project management capability is considered as the most important factor for owners, while the reasonable consulting fee is considered as the most important factor for PMO.

• Proceedings of the KSR Conference
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• 2008.11b
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• pp.17-22
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• 2008

Construction project have extremely high risk in the process of construction owing to unexpected event, like as design amendment. As a result, owner have to endure enormous extra-cost to control the risk and continue to the project having more higher uncertainty. Also, if the structure is completed, it is needed that the structure is protected and maintained continuously during life cycle time to satisfying original aim of structure itself. LCC analysis to calculate cost of structure alternatives divides into two stage, one is design_LCC and the other is maintenace_LCC. But two stages all is needed in the transition deterioration model to calculate more reasonable LCC analysis. This paper developed the model using analysis of FMS contents and survey from professional about Prestressed concrete beam girder bridge(PC Beam bridge)in railway. The model is focused in project level of PC beam because any condition state information for element level analysis can not get up. This paper is intended to use the developed model in LCC analysis of PC Beam bridge in railway and constitute the foundation to perform more deep study in the near future.

• Journal of Cadastre & Land InformatiX
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• v.44 no.2
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• pp.25-44
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• 2014

South Korea did not take action when South Korea was in a situation of lost the diplomatic rights in 1909, despite Gando is incorporated into Chinese territory illegally by the Gando Convention between Japan and China. But it is obvious that Gando is called South Korea's territory in various cultural aspects and historical facts scattered in Gando. But China employs every means possible to make it their own territory taking up the territory projects including the China's Northeast Asian Project distorting the facts that Gando is South Korea's territory. This is the ulterior motive to make it their territory by distorting the history and culture rather than arguing right or wrong on the meaninglessly convention. We need to take action about it because we know the ulterior motive of China. To do this, it is really important to reveal the fact who is the original owner of culture scattered in Gando. As cultural sovereignty is also one of the factors that determine the territorial sovereignty, real owner of the land is a people who enjoy the culture inhabited in its territory. This paper says that master of Gando culture is ours who are the owner of a northern culture leading from old Chosen dynasty. Because our nation settles the culture in Gando since the release of modern Bonggeum area as well as ancient. In addition to knowing that we are the owner of Gando culture, the researcher proposes a methodology to respond to the China that often distorts the cultural truth. Past history can be manipulated, but culture which is embedded with human's interior mature and formed with exposures out cannot be distorted. In addition, the researcher proposes the political agenda to review whether the Chung history is really a Chinese history or not.

• 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.

• Korean Journal of Construction Engineering and Management
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• v.14 no.3
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• pp.12-21
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• 2013

Total Project Cost Management System(TPCMS) was introduced with the purpose of increasing the efficiency of cost control for public construction project in 1994. In this paper, general perception of participants of the public construction project on the TPCMS was examined, and the problems in implementing the TPCMS was figured out through expert interviews and survey. Then better ways to implement the system were drawn based on the problems. To effectively manage the cost of public construction project, basically project cost should be estimated accurately in planning stage and managed based on it to have a project complete within the budget. In addition, the cost need to be managed in more systematic ways in terms of data collection and analysis, and the autonomy in managing the project cost given to the project owner needs to be expanded. Most of all, proper budget should be provided to prevent a project from delay through setting the priority of projects and proper budget allocation based on the priority.

• 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.

• Journal of KIBIM
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• v.1 no.2
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• pp.19-23
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• 2011

The planning stage of an architectural project has much more significant effects on the cost or outcome of the project than other stages of the project. In addition, the importance of architectural planning has been further increasing according to the recent trend of construction projects becoming larger in scale and more complex. In spite of this, the current situation is that the planning stage work is not being systematically managed. Accordingly, the purpose of this study was to develop a BIM-based simulation system for providing support during architectural planning stage such as spatial planning & review, cost review, project owner requirements management, etc. It is easy to review various alternatives using this system that allows not only the modeling of space object modeling but also the instantaneous review of spatial area & layout, cost, etc. based on object information. In addition, it can be used as a communication tool with the project owner as it provides the visualized information and quantitative data of the building model, and the information created through this system can be delivered to the following stage for usage. It is thought that using this system, the entire project work including the architectural planning stage can be supported and even contributing to the advancement of architectural process.

• Proceedings of the CALSEC Conference
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• 1999.07b
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• pp.663-676
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• 1999

Construction CALS is actively being pursued in Korea and Japan. This paper overviews the similarities and differences between both CALS. And this paper reveals both countries have a common ultimate goal of construction CALS, but a slight differences in their implementing processes. Lately Korean construction CALS places much emphasis upon supporting construction management for contractors and project owner, while Japanese construction CALS has made an great efforts in the electronic bidding system and implementing intelligent CAD system and its application. With a firm support and active involvement of enterprises, both countries will flexibly adapt their construction CALS to the changes in future technological trends and build-up of information infrastructure.