• Journal of Construction Engineering and Project Management
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• v.10 no.1
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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.

• Proceedings of the KSRS Conference
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• 2005.10a
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• pp.656-658
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• 2005

KAERI (Korea Atomic Energy Research Institute) has been performing the project named PEFP (proton engineering frontier project). PEFP has been performing the project of a high power proton accelerator. Control system for 20 MeV proton accelerating structure has developed. We use the EPICS(Experimental Physics and Industrial Control System) tool kit as a foundation of the control system. EPICS is adopted for control systems which have OPI(OPerator Interface) and IOqlnput Output Controller). We have performed the PEPF control system on SUN workstation host computer. In this paper, we present the vacuum monitor, RFQ, and DTL Turbo pump control system.

• Journal of the Korea Society of Computer and Information
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• v.26 no.7
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• pp.103-108
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• 2021

In this paper, we an empirical study of the effects of control types on Tie strength and filed project performance of project participants in field project organization for Korean domestic construction industry. In the study, we try to tell what significant impact output control, process control and tie strength among field project participants have on field project performance and features unique to field project organization for Korean construction industry through empirical analysis. And the findings of the empirical analysis are that output control appeared to have significant impacts on tie strength among the participants and process control, and process control also appear to have significant impact on field project performance.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• autumn
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• pp.123-130
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• 2002

Project plan and control is a highly skilled task which is vital for business success, and Project control systems are important for successful project execution. To support construction process management effectively, an integrated cost and schedule control function is required to collect quality data in a timely manner and to provide quality historical data for future planning of new projects. In Korea construction industry, the development and implementation cases of a project control system which to efficiently support construction project planning and controlling processes, have been increased to ensure a project success and the profitability of a construction company. To contribute to improving practical effectiveness of a project control system, the paper reviewed and analyzed the current trends and functional features of current project control systems. And it also described the pending issues and their solutions faced on previous project control systems.

• Korean Journal of Construction Engineering and Management
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• v.5 no.1 s.17
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• pp.168-174
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• 2004

Project plan and control is a highly skilled task which is vital for business success, and Project control systems are important for successful project execution. To support construction process management effectively, an integrated cost and schedule control function is required to collect quality data in a timely manner and to provide quality historical data for future planning of new projects. In Korea construction industry, the development and implementation cases of a project control system which to efficiently support construction project planning and controlling processes, have been increased to ensure a project success and the profitability of a construction company. To contribute to improving practical effectiveness of a project control system, the paper reviewed and analyzed the current trends and functional features of current project control systems. And it also described the pending issues and their solutions faced on previous project control systems.

• International conference on construction engineering and project management
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• 2005.10a
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• pp.377-382
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• 2005

The tools, methods and measures used for project control reflect underlying theories of management. Management theory has been neglected in the construction industry, which has rather focused on tools and neglected theory. This paper contributes to the theory of project management by introducing and developing two fundamental and competing conceptualizations of management: MBM (Managing-by-Means) and MBR (Managing-by-results). Current project control and performance measurement practice is based on MBR. However, project control based on MBR may not be appropriate for managing dynamic projects. The paper present the Last Planner^TM System (LPS) and Process Variance Control (PVC) as examples of methods reflecting the MBM view. It is argued first that the MBM view is appropriate for managing uncertain, complex and quick projects. The paper also explores how MBR tools and techniques may be appropriately used within an MBM framework.

• Journal of Engineering Education Research
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• v.17 no.1
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• pp.3-11
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• 2014

The purpose of this study was to verity the effect of project method on the task performance ability in development of a solar-tracking-control-system of specialized high school. In order to carry out this study, 2 classes of technical high school in Jeonbuk are chosen as experimental and control groups. The experimental group was taught by project method and the control group was taught by traditional instruction. Project method was designed by 4 stages-selection of goal, planning, implementation and evaluation. According to these stages, experimental group's students carried out the project that developing solar tracking control system in solar generation. The results of this study are as follows; the project method was more effective than the traditional instruction in planning ability for task performance and implementation ability, subordinates of task performance ability. However, information gathering ability and evaluation ability on task performance, others in subordinates, it is not clear that the project method is more effective.

• Journal of Korean Society for Quality Management
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• v.33 no.3
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• pp.135-148
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• 2005

This paper considers a six sigma project for reducing the project costs through project risk management. The project follows a disciplined process of five phases: define, measure, analyze, improve, and control. A risk management process map is used to identify process input and output variables. Seven key process input variables are selected by using C&E diagram and X-Y matrix and finally four vital few input variables are selected by the related statistical analysis. The optimum alternatives of the vital few input variables are obtained by the method of PUGH matrix. The process is running on control plan and we obtained substantial project cost reductions in early stage of the control phase.

• Korean Journal of Agricultural Science
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• v.47 no.4
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• pp.885-901
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• 2020

A forest watershed management project was introduced in 2004 to develop ecologically sound forest watersheds. It includes landslide prevention and erosion control, water resource management, landscape development, and forest resource management. However, it has been managed fragmentarily and inefficiently, far from the original intents. This study investigated current status, problems, and improvement measures of the project. Literature reviews were conducted on forest watershed management in Korea and other countries, and surveys were conducted on 201 erosion control experts. When introduced, the forest watershed management project was well planned and implemented as intended. It later turned to focus only on disaster prevention such as erosion control dams and stream conservation measures. The survey results showed that a majority (89% and 86%) of surveyees wanted increases in the project period and budget. They also responded that conflicts with local residents (51%) and determining project locations (32%) were the most difficult tasks when implementing the projects, and only 36% kept project records. To plan and implement the projects as intended, the following suggestions should be considered: (1) establishment of a solid legal foundation and improvement of the erosion control practices law; (2) increase in the project period (from 1 to 2 - 3 years) and budget; (3) development of a manual for project site selection and guidelines; (4) monitoring and systematic information management; and (5) development of spatial analysis tools for watershed analysis and management.

• Land and Housing Review
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• v.5 no.3
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• pp.203-214
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• 2014

The purpose of this paper is to introduce two integrated urban development projects in Japan that take full advantage of flood-control reservoirs: the Tetsugakudo Park Collective Housing Development Project and the Koshigaya Lake Town Project. The former project - implemented cooperatively by the Tokyo metropolitan government in charge of river management, Shinjuku and Nakano wards (in Tokyo) responsible for park management, and the Urban Renaissance Agency, a housing project developer - set a significant precedent for three-dimensional river use by realizing the three-dimensional integrated development of a flood control reservoir, a park, and collective housing. The Koshigaya Lake Town Project, launched as a drastic storm water management measure for a low-lying area often plagued by flooding, has achieved a sustainable coexistence between the waterfront environment and the urban living environment, with an artificial flood-control reservoir as the core for urban development. This project is fully committed to environmental coexistence through the optimal use of local environmental resources, with the cooperation of the central government, Saitama Prefecture and Koshigaya City.