• 국제학술발표논문집
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• The 1th International Conference on Construction Engineering and Project Management
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• pp.1158-1164
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• 2005

This study suggests how to classify owner's standard specifications in organizations such as local governments which place an order for constructing general and various types of facilities. And the principal conclusions of this study can be summarized as follows; first, the Standard Specifications for Seoul Metropolitan Government of for all facilities could be integrated by seven individual works. Second, it is advisable from a viewpoint of long term to draw up integrally owner's standard specifications by trade for facilities, rather than draw up by group of facilities. Third, editing integrated standard specifications for all trades to meet the unified work classification structure should be backed up by high technology, therefore owner's standard specifications by trades would be favorable to our situation.

• KDI Journal of Economic Policy
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• 제12권2호
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• pp.95-120
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• 1990

비상장기업(非上場企業)이 최초로 주식시장(株式市場)에 발행하는 신주(新株)가 실제가치에 비해 낮은 가격(價格)에 상장(上場)되는 신주(新株)의 저평가현상(低評價現象)이 번번히 일어나고 있으나 아직 그 원인(原因)이 명확히 밝혀지고 있지 않다. 또한 신주발행(新株發行)을 통한 자본조달(資本調達)의 효율성(效率性)에 관한 기존(旣存)의 연구도 전무(前無)하다. 본고(本稿)에서는 기업(企業)의 수익성(收益性)에 관하여 기업주(企業主)의 우월(優越)한 정보(情報)를 가정한 신호경기적(信號競技的) 모델의 분석(分析)을 통하여 신주(新株)의 저가상장(低價上場) 원인(原因)을 밝혀내고 아울러 신주발행(新株發行)을 통한 자본조달(資本調達)의 효율성(效率性)을 검토해 보았다. 모델의 분리균형(分離均衡)의 분석(分析)을 통해 밝혀진 주요 결과는 다음과 같다. 고수익성(高收益性)프로젝트를 가진 기업주(企業主)는 프로젝트가 저수익성(低收益性)인 경우에는 선택할 유인(誘因)이 없는 발행조건 중 자신에게 가장 유리한 조건을 선택함으로써 투자자들에게 기업이 고수익성(高收益性)임을 입증(立證)하고자 하며 이 과정에서 선택된 고수익성기업(高收益性企業)의 발행조건의 성격은 다음과 같다. 첫째, 넓은 범위와 모수(母數)값에 대해 신주가격(新株價格)은 판매대금(販賣代金)이 기업(企業)에 유입(流入)된 이후 1주(株)에 해당하는 기업(企業)의 가치에 미달한다. 둘째, 기업(企業)에 유입(流入)되는 자본(資本)은 프로젝트로부터의 잠재적(潛在的) 이윤(利潤)을 극대화(極大化)하는 액수에 미달한다. 따라서 신주(新株)의 저가상장(低價上場)은 고수익성기업주(高收益性企業主)의 신호행위(信號行爲)의 결과이며 또한 신주(新株)의 저가상장(低價上場)은 저투자(低投資)를 의미한다.

• 국제학술발표논문집
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• The 9th International Conference on Construction Engineering and Project Management
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• pp.649-657
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• 2022

The COVID-19 pandemic has unprecedented impacts on different sectors around the globe. The effects observed in developing countries are even more severe. Some projects stopped while many have cost and time overrun issues. This paper conducted a case study on the COVID-19's effects on a hotel construction project in Nepal. The study reviewed the literature on COVID-19 and its impact on construction sectors and conducted a semi-structured interview with the project's personnel. The interview response was analysed and the contributing factors that impacted the project and its performance were identified. The paper found financial, operational, contractual, safety, and risk management issues in the hotel project. Overall, the project cost increased by 32% where the material cost increased by 35% and labor cost increased by 28%. This research discusses causes, measures, and provides a broad perspective of the problems, significant challenges, and opportunities associated with the effects of COVID-19 on the construction industry. The Owner as well as the Contractors incurred added costs because of COVID-19. The paper identified contributing factors and presented the challenges which could be used as opportunities to minimize unforeseen impacts of the pandemics in near future. The lesson learned from this case study was that the labor cost and materials cost could have been minimized if the Owner and the Contractor had established alternative resources such as using locally available labor, materials, and alternative suppliers.

• 국제학술발표논문집
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• The 5th International Conference on Construction Engineering and Project Management
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• pp.141-144
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• 2013

This paper presents a system called a Cash-flow based Construction Schedule Optimization system(CfSO). The existing CPM effectively handles schedule and cost management. However, funding strategy should be considered to obtain maximum profit and to progress a project favorably. One of measures is to coordinate the contract terms between owner and subcontractors (or suppliers). Contractor may decrease the interest cost attributed to project financing by adjusting the timing of cash-inflows and cash-outflows. It is an excellent method maximizing profits. This paper presents a method to estimate the amount of a cash-flow occurred periodically by integrating the terms of contract into scheduling. The proposed method is implemented as a system prototype in Microsoft Excel. This system provides a user an automated tool that identifies an optimal schedule that secures maximum profit by adjusting start and finish times of non-critical activities' free-floats without affecting on the project completion time. This system supports a project manager to establish an optimum project schedule and identifies profitable contractual conditions against to a construction owner.

• 한국건설관리학회논문집
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• 제17권5호
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• pp.130-137
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• 2016

건설프로젝트의 성공은 프로젝트 관리자로서의 발주자의 참여가 중요하다. 그 이유는 일반적으로 프로젝트의 성공을 공기단축, 비용절감 등으로 측정하지만, 기존 성공을 측정하는 방법으로는 발주자의 역할을 고려하지 않고 있기 때문이다. 따라서 본 연구는 프로젝트 관리자로서 발주자를 위한 사업수행평가서를 개발하기 위해 통해 총 9개의 프로젝트 CSF와 27개의 sub-CSF를 도출하였다. 도출된 CSFs의 중요도를 평가하기 위해 AHP 기법을 활용하였으며, 기존 존재하던 PDRI 방법을 활용한 사업수행평가서를 개발하였다. 사업수행평가서를 활용하면 각 CSFs에 대한 초기 목표값을 설정하고 프로젝트 완료 후 평가 결과의 비교를 통해 프로젝트를 효과적으로 관리하고 평가할 수 있다. 평가결과를 실무적으로 활용하기 위한 솔루션 맵을 제시하고 활용 가능한 솔루션 툴을 제안한다. 추후 연구에는 실질적인 검증을 위해 다양한 프로젝트 사례를 추가할 뿐만 아니라 평가를 통해 현장에 적용 가능한 솔루션 툴을 지속적으로 개발해야한다.

• 한국건설관리학회논문집
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• 제23권1호
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• pp.28-36
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• 2022

국내에 대규모 거점 공공 체험시설이 건립된 이래로 최근 공공 체험시설 건설사업은 지방자치단체 또는 지방교육청이 단독 발주하거나, 협약하여 공동 발주하는 형태로 변화하고 있다. 특히, 발주 빈도가 적고, 건설사업관리 전문조직을 보유하지 못한 발주기관의 특성상 특화된 발주 프레임워크 개발과 함께 강화된 공공 발주자의 역할이 필요하다. 이에 본 연구에서는 국내의 공공 체험시설 건설사업 발주현황 및 운영실태를 조사하여 현행 공공 발주자 역할의 문제점과 개선방향을 도출하였다. 또한, 사업특성의 영향요인 및 속성정보를 반영한 추진단계와 기능별로 구성된 공공 체험시설 공공 발주자 역할 개선안을 제안하였다.

• 국제학술발표논문집
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• The 3th International Conference on Construction Engineering and Project Management
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• pp.212-217
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• 2009

Strategic alliance is a proactive management process that integrates and optimizes value-added services of each party to best achieve business objectives of all parties within the relationship. Under the current competitive global environment, strategic alliance can produce a "Win-Win" situation and thus change paradigm that has resided in the construction industry. While many studies revealed the significance of alliance relationship in the industry, its impact on project performance has rarely been analyzed. Using the data obtained from 661 construction projects in the Construction Industry Institute database (359 projects from 38 owners and 302 projects from 29 contractors), this study first diagnoses the implementation status of strategic alliance at both project and company levels. Then, its impact on project performance is quantified and discussed. The descriptive analysis performed in this study revealed that an average of 79% of owner companies and 69% of contractor companies have ever implemented strategic alliance into at least one of their projects. However, both owner and contractor companies did not always use the strategy for all or their projects. Only 33% and 30% of projects reported by owners and contractors have been completed under alliance relationship, respectively. Analyzing the alliance impact on project performance, this study also establishes that strategic alliance positively affects project performance of both owners and contractors while owners should consider and control the level of its use for their projects. Recognizing and understanding the benefits from strategic alliance will be a starting point to produce mutual success among project participants, ultimately allowing the construction industry to go forward to a sustainable industry that transfers success from one project to the other.

• 대한안전경영과학회지
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• 제13권3호
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• pp.55-61
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• 2011

Unit cost for asbestos removal work which have been made out at government contract award for recent three years has been reviewed and shown with table. And the cost have been compared with ones made out by two agencies, American asbestos removal specialists, government ministry for making out comparison tables. First, legal and practical work status survey have been made to determine reasonability of introducing separate contract-awarding system, as a part of ensuring reasonable unit work cost. And then, two different status have been compared and there in introduction possibility of separate contract-awarding system, it is found out. In interior removal work case, it is thought that 50% by owner, 60% unit work cost by the expert of which removal specialist think as reasonable unit cost. the results for exterior and spray work method are shown with almost same context. Impact factors for determining unit work cost such as project mount, project kind, contract-awarding method, subcontract method have been compared with parties. Removal specialist and expert group have almost same ideas for project amount which has been hightestly weighed but owner's recognition has partially lower than specialists idea. There are almost no difference of recognition between three(3) parties for project kind. Idea comparison of reasonable unit work cost for asbestos removal work between three concerned parties has been analyzed and found out that expert group do unit work cost, 65% of which removal specialists estimate, in interior tex removal. And there is almost no difference between them in exterior roof slate removal. But there is considerable difference between them that owner estimates 50% unit cost of specialist one while expert group estimate 50% of specialist idea of unit removal cost.

• 국제학술발표논문집
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• The 6th International Conference on Construction Engineering and Project Management
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• pp.704-705
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• 2015

Recent research has been ongoing for modular buildings in the country, and interest increases. However, in accordance with legal restrictions in the country with regard to Project Delivery system of Modular Building, the activation of modular buildings industry is obstructed. In Korea, in accordance with national contract law, the construction contract is apply to the project delivery system of modular buildings, and in accordance with Framework Act on the Construction Industry, The project delivery system of modular buildings has to be a separate order. The definition of separate order in contract as defined in the law is that the electric work and Communication work and digestion facility work has to be separate each contract in order to be ensured professionalism. In accordance with law, the project delivery system of modular buildings is that the contract for construction is concluded with the Owner and the Construction Contractor and the contract for goods is concluded with the construction Contractor and modular manufacturer. Due to these project delivery system, the domestic factory production rate when making a modular unit is significantly reduced compared to the rate of factory production abroad and the domestic factory production rate is estimated to 10-20%. Due to the factory production rate is also low, despite what can be done at the factory the workload in construction field increases. According to the workload in field increases, the effect of the schedule reduction can be reduced. It resolved to form a consortium with a modular manufacturer and construction companies or the contract is concluded with Owner, modular manufacturer and construction companies in each. In this paper, we propose a specific project delivery system for modular building to solve the problem of the low factory production rate and the problem of schedule reduction. Through this paper, due to the variety of project delivery system on modular buildings is expected to contribute to the activation of modular buildings.

• Current Photovoltaic Research
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• 제10권4호
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• pp.121-132
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• 2022

The need for floating photovoltaic is being emphasized to expand renewable energy but low residents' acceptance is a major obstacle to the deployment of floating photovoltaic. Using the discrete choice experiment, this study analyzed the preferences for community-based floating photovoltaic projects and proposed a method to increase the residents' acceptance of floating photovoltaic projects. The estimates of the marginal willingness to accept (MWTA) of the distance, the coverage ratio, the landscape, the project owner (public institution), and the project owner (large company) are -0.69%p/km, 0.13%p/%p, -0.57%p, -2.95%p, -1.73%p, respectively. According to the result of simulation analysis, the residents' acceptance is significantly higher when the project is operated by a public institution, with a choice probability of 58%, than when the project is operated by a private company, with a choice probability of 29%, 12% for a large and small company, respectively. In addition, as a result of the analysis of the expected returns, the results show that the closer the distance from the residence to the power plant, the higher the expected return.