• International conference on construction engineering and project management
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• 2022.06a
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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.

• Korean Journal of Construction Engineering and Management
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• v.8 no.2
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• pp.155-163
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• 2007

Multiple parties-owners, engineering and construction contractors, and suppliers involve the delivery process of capital facility projects in the construction industry, and each party obtains or provides their workforce, material, equipment, or service tied into specific contracts. Considering that construction projects are based on the contracted relationship between the parties and that contract types are one of the significant factors determining project success. it is critical for project stakeholder to select appropriate contract types for successful deliveries of projects. With these considerations, this paper assesses impacts of different contract types on project cost, schedule, safety, change, or rework. Analyzing data from real construction projects, the differences in project performance between two contract types, Cost Reimbursable and Lump Sum are measured and statistically tested to investigate if the differences are significant. For this analysis, performance metrics developed by Benchmarking and Metrics program, the Construction Industry Institute are used.

• Journal of Digital Convergence
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• v.7 no.3
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• pp.35-47
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• 2009

The IS project is getting more and more complicated and large-scaled. Many researchers and practitioners are interested in the IS development methodologies, automated tools and techniques, TQM to decrease project failure, and to increase IS performance. But, in spite of such various efforts, the latest Standish Group's research indicates that the project scale is bulkier than $1{\sim}2$ year ago and IS development project's batting average falls from 34% to 28% at the same time, proceeded project is increased, and project discharged arrives to $15%{\sim}18%$. According to a research, success possibility increased by 37% after a year of PMO introduction, and increased sharply by 62% after 2 years and by 65% after S years. This research has a goal to survey how the PMO function and operation type affect the IS project performance in the financial industry. I determine nine independent variables and three dependent variables from previous researches. The results of this study are that the four core functions of PMO have relationship with project performance. But, technical support function does not relate with organization performance. Among the four core PMO operation types, three types have an effect on the IS project performance except the perfectionist type.

• Journal of Information Technology Applications and Management
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• v.12 no.1
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• pp.191-211
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• 2005

This study investigates the decision criteria used in the context of IT investment decision making and empirically analyzes the impact of IT project size and types on the importance of decision criteria. 5 criteria which have been extracted from the previous studies and industry practices are budget, financial benefits. strategic value. risk, and the degree of proposer's eagerness. Data of 120 IT project proposals have been collected from 5 companies including bank, insurance. and stock trading company. As results of ANOVA test. 7 out of 10 hypothesis have been accepted statistically. That is. the bigger the project size. the higher the evaluation weight of project budget and risk criteria and the lower the weight of proposer's eagerness. And in case of the infrastructure investment type. the emphasis is placed more on strategic value and risk criteria and less on financial benefit and proposer's eagerness. These findings provide insights for both IT practitioners and researchers.

• Asia pacific journal of information systems
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• v.15 no.1
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• pp.25-44
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• 2005

This study examines control types of IS outsourcing project management focusing on two sets of questions: What control types are implemented during IS outsourcing projects? How various control types affect the performance of IS outsourcing projects. In order to meet these objectives, four control types are developed using typology-approach: dynamic, contract-oriented, partnership-oriented, and passive. And then four control types are identified based on taxonomy-approach using cluster analysis from 66 projects: dynamic, contract-oriented, passive, and middle. The result shows that the derived taxonomy-types are similar to the typology-types except partnership-oriented type. The result also indicates that dynamic and contract-oriented types are in the highest performance, while passive type is in the least performance.

• Proceedings of the Technology Innovation Conference
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• 1997.12a
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• pp.104-130
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• 1997

This study empirically examined different patterns of collaborative R&D project with their key success factors(KSFs), using data from 80 projects in the Korean electronic parts industry The patterns in this study were categorized into 4 types by two criteria : product types(off-the-shelf/unique) and project initiator (focal/partner). The bivariate relationships revealed that project characteristics (technological complexity, demand certainty), partner characteristics(the number of partners, precious experience), process characteristics (participation in the project formulation, specificity of the collaboration process and outcomes) appear to be different among four types of collaboration. Furthermore, this study found that each type of collaborative R&D projects has different KSFs for their commercial success. The KSFs of type 1 (off-the-shelf product and focal organization initiation), for instance, include the strategic importance of the project, the problem solving performance of the focal organization while those of type 4(unique product and partner initiation) are technological complexity, demand certainty, reliability of partner relationship, specificity of the goals, specificity of the process and outcomes, information sharing. Finally, based on this empirical results, managerial, policy, and theoretical implications of the study were discussed.

• Journal of Information Technology Applications and Management
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• v.9 no.3
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• pp.79-95
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• 2002

As the budget size and complexity of 1T investment are growing, IT value measurement becomes more critical to the success of IT management In public organizations and private firms. It has been known that there are many factors such as IT costs, risks, qualify, and usage that should be taken Into consideration during the process of measuring IT value and making IT Investment decisions. However, little research has been done so far In order to analysis factors affecting the IT value and effectiveness. The purpose of this study Is to Investigate the impact of IT Project types and ownerships on IT value evaluation. The three research questions are as follows : (1) Does IT project type such as transactional, Informational, and infrastructure have any impact on 1T value measurement\ulcorner (2) Does the IT development ownership has any Impact on IT value\ulcorner (3) Does the IT operation ownership has any impact\ulcorner The empirical research was done at S-Electronics, world-wide known and the biggest manufacturing company in Korea, based on the method of structured interview. About 200 individual Information systems have been evaluated to calculate ROI measures, the dependent variable In this study. The results of statistical analysis show that two of three Independent variables, IT project types and IT development ownership, have statistically significant effects on IT value in terms of ROI measures.

• Journal of Korean Society of Rural Planning
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• v.17 no.1
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• pp.13-27
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• 2011

This study analyzed the budget investment plans for the unit-project items(UPI) of 176 project districts for the rural village comprehensive development projects (RVCDP). This study classified the master plan reports of 176 project districts into 88 unit project items in aspect of project management, in order to analyze characteristics of distribution of budget in each project item. Most of all unit project items have similar types of uniform distribution with plus skewness in frequency pattern analysis except the total budget of the project district. This study analyzed the characteristics of budget distribution per province, year, and geographical types of region. Furthermore this paper also analyzed ratio of budget in unit project items to find out distribution pattern of each budget between project items over time. The hierarchical system for UPI of RVCDP consisted of three steps, which are 4 items of the first step on Strength of Rural-urban Exchange & Regional Capability (RURC), Green-income Infrastructure & Facility (GIF), Culture- health-welfare Facility, and Eco-environment & Landscape facility (ELF), 13 items for the second one, and 52 items for the third project items. From the results of the budget investment analysis for 5 years from 2004 to 2008, the budget investment ratios of RURC and ELF have steady state for every year, while GIF in decreasing and ELF in increasing over time. The ratios of UPI on infrastructure were decreased, whereas those on culture, health, and welfare were increased. Portion of tow project items among 52 items, which are community centers for village residents and rural experimental study facility, has 30% of total budget investment. Futhermore, the budget ratios of seven project items showed 50% of total budget. Average value of project budgets for five years was optimized as a type of exponential function in the case of decent array for ranking order.

• Journal of Technology Innovation
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• v.6 no.2
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• pp.122-158
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• 1998

This study empirically examined different patterns of collaborative R&D project with their key success factors(KSFs), using data from 82 projects in the Korean electronic parts industry. The patterns of R&D collaboration were categorized into 4 types by two criteria development motive(technology Push/market pull) and Project initiator (focal firm/partner). The bivariate relationships revealed that project characteristics (technological complexity, market uncertainty), management characteristics (participation in project formulation), problem solving characteristics(problem solving performance of the focal firm, users active role in problem solving, active role of university or research institute in problem solving) and success rates appear to be different among four types of collaboration. Each type of collaborative R&D projects also had different KSFs. The KSFs of type 1 (technology Push and focal firm initiation), for instance, include the strategic importance of the project, focal firms share of cost, active role of university or research institute in problem solving, while those of type 4(market pull and customer initiation) cover reliability of partner relationship, a time at partners involvement, information sharing. The findings suggest that the different contingencies brought different patterns and KSFs of collaborative R&D project, since different information, resources, and partners roles were needed to successfully implement the projects according to development motive and project initiator Finally, managerial, policy, and theoretical implications for the collaborative R&D activities in the Korean electronics parts industry were discussed, based on empirical results of this study.

• Korean Journal of Construction Engineering and Management
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• v.5 no.5 s.21
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• pp.84-92
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• 2004

Construction work varies with the project types. However, the success of all project types depends upon three conditions i.e. schedule, quality and cost. If these three conditions are fulfilled, then project said to be successful. In this paper, scheduling of a construction Project has been dealt with the application of CCPM method. CCPM has been introduced as a new theory in construction industry in 1997 at the United States, but its application is still insufficient in domestic field due to the absence of systematic study, A simulation has been conducted in a Bridge construction project to validate the possibility of CCPM in order to complement PERT/CPM in construction field. The result of study shows that the CCPM could be effective to reduce the project time duration than existing PERT/CPM technique.