• Journal of Korean Society of Industrial and Systems Engineering
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• v.41 no.3
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• pp.11-20
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• 2018

Recently companies have increased the new projects to improve and innovate the business process in order to adopt the advanced technologies such as IoT (Internet of Things), Big Data Analysis, Cloud Computing, mobile and artificial intelligence technologies for sustainable competitive advantages under rapid technological and socioeconomic external environmental changes. However, there are obstacles to achieve the project goals, corporate's strategy and objectives due to various kind of risks based on characteristics of projects and conflicts of stakeholders participated on projects. Hence, the solutions are required to resolve the various kind of risks and conflicts of stakeholders. The objectives of this study are to investigate the impact of the project governance, agency conflicts on the project success based on agency theory by using the statistical hypothesis testing the relationship among those variables. As a result of hypothesis testing, we could find that the project governance impacts positively on project success and negatively on the agency conflicts. Further, the agency conflicts impacts negatively on the project success. Finally, we could find that the agency conflicts such as goal conflict, different risk attitude and information asymmetry between project manager and team members impact negatively on the project success. Meanwhile, the project governance impact positively on the project success, negatively impact on the agency conflicts such as goal conflict, different risk attitude and information asymmetry between project manager and project team members. In order to increase the project success rate, the project governance institutions such as PGB (Project Governance Board), EPMO (Enterprise Project Management Office), PSC (Project Steering Committee) are needed to prevent or reduce the agency conflicts between project manager and team members.

• Journal of the Korea Institute of Information and Communication Engineering
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• v.15 no.3
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• pp.501-509
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• 2011

In this paper, we offer a new strategic Portfolio Model for national IT R&D project selection in Korea. A risk and return (R-R) Portfolio Model was developed using an objectively quantified index on the two axes of risk and return, in order to select a strategic project and allocate resources in compliance with a national IT R&D strategy. We strategize using the R-R Portfolio Model to solve the non-strategy and subjectivity problems of the existing national R&D project selection Model. We also use the quantified evaluation index of the IT technology road map (TRM) and the technology level Survey (TLS) for the subjectivity of project selection, and try to discover the weights using the analytic hierarchy process (AHP). In addition, we intend to maximize the chance for a successful national IT R&D project, by selecting a strategic Portfolio project and balancing the allocation of resources effectively and objectively.

• Proceedings of the Korean Institute of Building Construction Conference
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• 2022.11a
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• pp.215-216
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• 2022

Profit, the performance of an apartment development project, is directly affected by the sales ratio, unit sale price, financial costs, land costs and construction costs. However, these factors fluctuate in response to changes in the environment, including various stake holders, and the profits fluctuate as a result. In order to ensure that profits are managed within target levels, these factors must be able to be predicted, controlled and monitored and managed up to the start, sale, and end stages of the project. The purpose of this study is to develop a profit risk management model for apartment development projects. The results of this study will contribute to the establishment of academic basis for the dynamic management of project profits that fluctuate with time and environment. And in practice, it will help project developers manage their business revenue to the proper level. In addition, the risks that occur from time to time can be identified quantitatively and visually, and it is expected that it will be easier to derive consensus points for smooth business progress by reducing conflicts of interest among stakeholders.

• Journal of Convergence for Information Technology
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• v.8 no.5
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• pp.237-242
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• 2018

Researchers have suggested successful risk management as a key factor in successful IT outsourcing projects implementation. The documented investigations, however, have mainly addressed risk management only from a single perspective of either clients or IT vendors. This study explored the potential perception inconsistency regarding the risks between the client and the vendor for IT outsourcing projects by using a quasi-Delphi approach. The analysis results indicated some inconsistencies in the risks perceived by the two parties: (1) the clients regarded (a) lack of vendor commitment to the project and (b) poor vendor selection criteria and process as top critical risks but the vendors didn't; and (2) on the other hand, the vendors perceived (a) unclear requirements and (b) lack of experience and expertise with project activities as significant risks but the clients didn't. Insights into how the client and the vendor perceive risks may help both parties determine how to partner and manage project risks collaboratively to succeed in outsourcing.

• International conference on construction engineering and project management
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• 2009.05a
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• pp.144-152
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• 2009

Construction contracts involve the allocation or distribution of the risks inherent to a construction project between or among contracting parties. However, it has been a common practice that only one party drafts the contract due to practical reasons and particular policies of various organizations. Interviews were conducted on some local contractors to gain their meaningful insights and standpoints on the allocation of each risk. These results were compared with the actual risk allocation using the Philippine government standard contract and risk principles from the literature to determine if their considered opinions provide a plausible alternative. A sample application of this evaluation is presented for construction-related risks and risk allocation recommendations are provided in the end.

• Proceedings of the Korea Society of Information Technology Applications Conference
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• 2007.11a
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• pp.137-137
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• 2007

• THE INTERNATIONAL COMMERCE & LAW REVIEW
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• v.61
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• pp.273-302
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• 2014

Project finance ("PF") is a method of raising long-term debt financing based on lending against the cash flow generated by the project alone. Project finance is a nonrecourse or limited recourse financing structure against the sponsors(or the investors). The debt terms in a project finance are not based on the creditor's credit support or on the value of the assets of the project. Lenders rely on the future cash flow to be generated by the project for debt repayment and interest, rather than the value of the project or the credit ratings of the sponsors. The non-recourse or limited recourse financing usually prompt potential project finance lenders to assess carefully all possible risks that might arise in a project to ensure that those risks are mitigated and controlled. In this respect, project finance is a opposite financing method of corporate finance. Project finance has rapidly grown over the last 20 years due to the worldwide process of privatization of public sector and development of natural resources. Global project finance volume reached the record USD 406.5 billion in 2011. In 2012, however, Global project finance volume dropped 6% to USD 382.3 billion. Infrastructure overtook Energy to lead all sectors with USD 113.6 billion. It is generally recognized that there are more and higher risks in project finance compared with corporate finance. Project finance is exposed to commercial risks as well as political risks. The main commercial risks are completion risks, environmental risks, operating risks, input supply risks, revenue risks, etc, and the main political risks are currency convertibility and transfer risks, expropriation risks, war and civil disturbance risks, risks of breach of government concession agreement, etc. Completion risks include permits risks, risks relating to the EPC Contractor, construction cost overrun, delay in completion, inadequate performance on completion, etc.

• Korean Journal of Construction Engineering and Management
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• v.3 no.2 s.10
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• pp.75-86
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• 2002

The construction market is diversely changing because social environmental factors are rapidly transforming. Therefore, Construction projects are becoming complex and diverse. Furthermore, the risk being inherent in construction projects are increasing, and now people are considering about the risk management of construction projects in successfully handling the risk factor. The purpose of this study is first to comprehend the preparation of basic references for objective and systematic identification, categorization, and analysis of risk. Secondly it is to find the principle elements within the risk factors identified and categorized around planning process. Finally it is to manage objectively on the planning process, which forms a lot of uncertainty, in order to accentuate the importance about the risk of pre-planning process stage

• The Transactions of The Korean Institute of Electrical Engineers
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• v.60 no.1
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• pp.32-35
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• 2011

The economic value of a wind farm project is influenced by various risk factors such as wind power output and electricity market price. In particular, there is uncertainty in the economic evaluation of a wind farm project due to uncertain wind power outputs, which are fluctuated by weather factors such as wind speed, and volatile electricity market prices. This paper presents a systematic method to assess the economic value and payback period of a wind farm project using Least Square Monte-Carlo (LSMC) simulation. Numerical example is presented to validate the effectiveness of the proposed economic assessment method for a wind farm project.

• International conference on construction engineering and project management
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• 2015.10a
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• pp.718-719
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• 2015

As a recent global trend, the majority of plant projects are delivered through EPC or EPC-turnkey contracts, where a contractor's liability is more complicated because of the mega size scale and financing method. Previous researches have been lacking a practical usability for project members for liabilities of contracts. Those were focused on solving the claims or schedule calculation issues only. The objective of the present study was to develop a validation process for LDs (liquidated damages) in contractor's liabilities with various case studies and expert judgments. As summarized in this paper, the processes and tools were developed with project life cycle process. The project preparation phase includes 3 step check lists to determine the Go or No-go for projects. In progress phase, contractors should focus on the response strategies for claims with liabilities. The study concludes that those developed processes and tools will help to manage risk of LDs for the contractors in the overseas projects.