• 국제학술발표논문집
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• The 6th International Conference on Construction Engineering and Project Management
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• pp.614-615
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• 2015

In these days, global construction market is speedily increasing and domestic construction companies have a chance of new contracts. In the meantime, international projects have been increasingly forced to cope with potential risks, which seriously impacted achieving the targeted time and cost. In this study, we introduce a computerized risk management system for international EPCS projects, which is constructed on the needs of practitioners and decision makers as an aid to proactively control the potential risks and to monitor continuously their status and variation. The system is called the Project Risk Management System (PRiMS) is useful for furnishing project managers with warning signals as a project is progressing and helpful for producing the total risk score and tracking risk variation.

• 한국구조물진단유지관리공학회 논문집
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• 제22권1호
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• pp.64-71
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• 2018

미국프로젝트관리협회(Project Management Institute)에서는 리스크의 형태를 외부 리스크(External Risk)와 내부 리스크(Internal Risk)로 구분 하고 있다. 외부 리스크는 프로젝트에서 통제가 불가능한 리스크로 정책 및 관련제도 변화, 기후 및 자연재해, 환율 등이다. 내부 리스크는 사업 자체에 존재하는 리스크로, 프로젝트내부에서 통제가 가능한 항목들이다. 프로젝트 관리상의 기술적 위험은 비용, 품질, 시간, 안전, 환경이다. 따라서 건설프로젝트의성공적인 수행을 위해서는 외부 리스크와 내부 리스크를 모두 관리해야 하며, 특히 기술적 리스크 관리를 통하여 시설물의 품질과 안전을 확보할 수 있다. 특히 다수의 시설물로 구성된 복합 시설물은 다수의 단위프로젝트로 구성되어 있고, 다양한 참여주체 및 이해관계자간 갈등이 존재하기 때문에 잠재 리스크에 대한관리의 중요성이 대두되고 있으며, 리스크 관리의 부재는 사업 지연 및 공사비 증가와 더불어 시설물의안전에도 부정적 영향을 미친다. 본 연구는 복합 시설물의 안전성 확보를 위한 사업관리 측면의 리스크관리 프로세스 구축 방안의 제시를 목적으로 수행하였다. 이를 위해 리스크 관리 프로세스의 구축 절차를 제시하고, 각 단계별 활용 가능한 리스크 정보로서, 건설프로젝트에 내재된 리스크의 유형 및 요인, 그리고 대응 전략을 제시하였다.

• 국제학술발표논문집
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• The 2th International Conference on Construction Engineering and Project Management
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• pp.729-738
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• 2007

The Public Private Partnership/Private Finance Initiative (PPP/PFI) schemes have made the private sector become a major participant involved in the development of infrastructure systems along with the government. Due to more integrated efforts among project participants and longer concession period, PPP/PFI projects are inherently more complex and risky. It is therefore very important to proactively manage the risks involved throughout the project life cycle. Conventional risk management strategies sometimes ignore managerial flexibility in the planning and execution process. This paper starts with a revised risk management framework which incorporates the real option concept. Following the presentation of the framework, a new risk classification is proposed which leads to different ways of structuring options in a project according to the stage of the project life cycle. Finally, the paper closes by discussing other issues concerning option modeling and negotiation.

• 한국IT서비스학회:학술대회논문집
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• 한국IT서비스학회 2005년도 추계학술대회
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• pp.400-407
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• 2005

Project의 Quality, Cost, Delivery의 세 가지 목표를 달성하기 위해서는 프로젝트 Risk의 조기 인식 및 대처는 프로젝트 성공의 가장 중요한 요소가 되고 있다 Project Risk는 1)프로젝트의 이해관계자(고객, 협력회사)간의 재무적, 법률적 Risk [수주 Risk]와 2)프로젝트 수행상의 제품공학, 개발환경, 외부제약조건 등의 Risk [수행 Risk]로 나눌 수 있으며, 수주 Risk는 분석 결과가 수행 Risk의 식별, Monitoring에 직접적으로 반영되어야 한다. 프로젝트 수행 Risk는 조기에 식별하고 정량적/정성적 영향을 분석하여 대응계획을 수립하여 지속적으로 Monitoring함으로서 영향을 최소화할 수 있으므로 Risk를 조기 식별하고 경보할 수 있는 시스템(EWS: Early Warning System)의 구축 운영이 반드시 필요하다. 본문에서는 프로젝트 Risk에 대한 분석 및 대웅방안, 프로젝트관리시스템 및 조기경보체계의 표준, 상호간의 관계에 대하여 SK C&C에서 수립하여 적용중인 실증적인 해법을 제시 하고자 한다.

• 한국경영과학회지
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• 제30권3호
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• pp.137-149
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• 2005

This study proposes a framework enhancing the accuracy of estimation for project duration by combining linear Bayesian updating scheme with the learning curve effect. Activities in a particular project might share resources in various forms and might be affected by risk factors such as weather Statistical dependence stemming from such resource or risk sharing might help us learn about the duration of upcoming activities in the Bayesian model. We illustrate, using a Monte Carlo simulation, that for partially repetitive projects a higher degree of statistical dependence among activity duration results in more variation in estimating the project duration in total, although more accurate forecasting Is achievable for the duration of an individual activity.

• Journal of Information Technology Applications and Management
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• 제12권1호
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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.

• 한국건축시공학회:학술대회논문집
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• 한국건축시공학회 2016년도 춘계 학술논문 발표대회
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• pp.168-169
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• 2016

Risk management at an early stage of projects is known as an effective method expected various benefits. The PDRI(Project Definition Rating Index) by the CII(Construction Industry Institute) is defined project scope for reducing risks. In addition, the PDRI is one of the verified methods for achieving benefits by a risk management. The literature review in Korea about risk management is all about focusing on construction works and the construction phase. Thus, we need to extend the perspective of a project management such as the PDRI. To develop the Korean PDRI, However, we have to consider Korean situations. Therefore, in this study, we analyze some previous studies of PDRI' indexes and its using methods, and suggest the new direction for using PDRI in Korea. This method will enable to improve the scoring method of a project management with PDRI in Korea.

• 산업기술연구
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• 제27권B호
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• pp.177-184
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• 2007

Project Financing(PF) was introduced from the way of banks' conditional financing that take buried oil as security and offer required money to oil explores which have weak loaning ability in the U.S. 1930s. After that PF has developed with financial market and it has been activated in the market of Korea since 'An Institution about Private Financing Invitation Promotion' was established. Started with I-Hwa Ryoung tunnel project, PF has been used in the Metropolitan Area Airport Highway and etc. But because of the risk that occurred by PF's complexity and uncertainty, PF has not been used fully and there are only few practical examples. The purpose of the present study is to investigate how to decrease, identify and extract the risky factors of project that being planned by PF.

• 한국건축시공학회지
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• 제6권4호
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• pp.53-60
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• 2006

Quality control and safety represent increasingly important concerns for project managers. In the worst case, failures may cause personal injuries or fatalities. Accidents during the construction process can similarly result in personal injuries and large costs. We present the results of a study designed to identify the tools that are most widely used and those that are associated with successful project management in general, and with effective project risk management in particular. The study is based on a questionnaire administered to a sample of project managers from construction enterprises. The response data was analyzed in order to find which tools are more likely to be used in the those organizations that report better project management performance and in those that value the contribution of risk management processes.

• 대한안전경영과학회:학술대회논문집
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• 대한안전경영과학회 2006년도 춘계공동학술대회
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• pp.525-544
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• 2006

This paper is to introduce guidelines for project quality management system. International standards such as ISO 10006, IEC 62198, ISO/IEC TR 16326 and ISO 15188 are considered. This study is to discuss guidelines for quality management in projects, and application guidelines for project risk management, and guide for the application of ISO/IEC 12207 to software project management, and project management guidelines for terminology standardization.