• International conference on construction engineering and project management
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• 2022.06a
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• pp.245-252
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• 2022

Risk identification for bridge projects is a knowledge-based and labor-intensive task involving several procedures and stakeholders. Presently, risk information of bridge projects is unstructured and stored in different sources and formats, hindering knowledge sharing, reuse, and automation of the risk identification process. Consequently, there is a need to develop structured and formalized risk information for bridge projects to aid effective risk identification and automation of the risk management processes to ensure project success. This study proposes a semantic risk breakdown structure (SRBS) to support risk identification for bridge projects. SRBS is a searchable hierarchical risk breakdown structure (RBS) developed with python programming language based on a semantic modeling approach. The proposed SRBS for risk identification of bridge projects consists of a 4-level tree structure with 11 categories of risks and 116 potential risks associated with bridge projects. The contributions of this paper are threefold. Firstly, this study fills the gap in knowledge by presenting a formalized risk breakdown structure that could enhance the risk identification of bridge projects. Secondly, the proposed SRBS can assist in the creation of a risk database to support the automation of the risk identification process for bridge projects to reduce manual efforts. Lastly, the proposed SRBS can be used as a risk ontology that could aid the development of an artificial intelligence-based integrated risk management system for construction projects.

• THE INTERNATIONAL COMMERCE & LAW REVIEW
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• v.31
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• pp.27-56
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• 2006

Today's financial institutions usually take environmental issues seriously into consideration as they could not evade lender liability in an increasing number of cases. On the international scene, a brand-new concept of the "Equator Principles" in the New Millenium has driven more and more international banks to adopt these Principles in project financing. Sustainable development has been a key word in understanding new trends of the governments, financial institutions, corporations and civic groups in the 21st century. The Equator Principles are a set of voluntary environmental and social guidelines for sustainable finance. These Principles commit bank officers to avoid financial support to projects that fail to meet these guidelines. The Principles were conceived in 2002 on an initiative of the International Finance Corporation(IFC), and launched in June 2003. Since then, dozens of major banks, accounting for up to 80 percent of project loan market, have adopted the Principles. Accordingly, the Principles have become the de facto standard for all banks and investors on how to deal with potential social and environmental issues of projects to be financed. Compliance with the Equator Principles facilitates for endorsing banks to participate in the syndicated loan and help them to manage the risks associated with large-scale projects. The Equator Principles call for financial institutions to provide loans to projects under the following circumstances: - The risk of the project is categorized in accordance with internal guidelines based upon the environmental and social screening criteria of the IFC. - For Category A and B projects, borrowers or sponsors are required to conduct a Social and Environmental Assessment, the preparation of which must meet certain requirements and satisfactorily address key social and environmental issues. - The Social and Environmental Assessment report should address baseline social and environmental conditions, requirements under host country laws and regulations, sustainable development, and, as appropriate, IFC's Environmental, Health and Safety Guidelines, etc. - Based on the Social and Environmental Assessment, Equator banks then make agreements with borrowers on how they mitigate, monitor and manage the risks through a Social and Environmental Management System. Compliance with the plan is included in the covenant clause of loan agreements. If the borrower doesn't comply with the agreed terms, the bank will take corrective actions. The Equator Principles are not a mere declaration of cautious banks but a full commitment of lenders. A violation of the Principles in the process of project financing, which led to an unexpected damage to the affected community, would not give rise to any specific legal remedies other than ordinary lawsuits. So it is more effective for banks to ensure consistent implementation of the Principles and to have them take responsible measures to solve social and environmental issues. Public interests have recently mounted up with respect to environmental issues on the occasion of the Supreme Court's decision (2006Du330) on the fiercely debated reclamation project at Saemangeum. The majority Justices said that the expected environmental damages like probable pollution of water and soil were not believed so serious and that the Administration should continue to implement the project seeking ways to make it more environment friendly. In this case, though the Category A Saemangeum Project was carried out by a government agency, the Supreme Court behaved itself as a signal giver to approve or stop the environment-related project like an Equator bank in project financing. At present, there is no Equator bank in Korea in contrast to three big banks in Japan. Also Korean contractors, which are aggressively bidding for Category A-type projects in South East Asia and Mideast, might find themselves in a disadvantageous position because they are generally ignorant of the environmental assessment associated with project financing. In this regard, Korean banks and overseas project contractors should care for the revised Equator Principles and the latest developments in project financing more seriously. It's because its scope has expanded to the capital cost of US$10 million or more across all industry sectors regardless of developing countries or not. It should be noted that, for a Korean bank, being an Equator bank is more or less burdensome in a short-term period, but it must be conducive to minimizing risks and building up good reputation in the long run.

• 한국무역상무학회:학술대회논문집
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• 2006.06a
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• pp.45-72
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• 2006

The Equator Principles are a set of voluntary environmental and social guidelines for ethical project finance. These principles commit banks and other signatories to not finance projects that fail to meet these guidelines. The principles were conceived in 2002 on an initiative of the International Finance Corporation and launched in 2003. Since then, dozens of major banks have adopted the Principles, and with these banks among them accounting for more than three quarters of all project loan market volume the Principles have become the de facto standard for all banks and investors on how to deal with potential social and environmental effects of projects to be financed. While regarding the Principles an important initiative, NGOs have criticised the Principles for not producing real changes in financing activities and for allowing projects to go through that should have been screened out by the Principles, such as the Sakhalin-II oil and gas project in Russia. In early 2006, a process of revision of the principles was begun. The Equator Principles state that endorsing banks will only provide loans directly to projects under the following circumstances: - The risk of the project is categorized in accordance with internal guidelines based upon the environmental and social screening criteria of the International Finance Corporation (IFC). - For all medium or high risk projects (Category A and B projects), sponsors complete an Environmental Assessment, the preparation of which must meet certain requirements and satisfactorily address key environmental and social issues. - The Environmental Assessment report addresses baseline environmental and social conditions, requirements under host country laws and regulations, applicable international treaties and agreements, sustainable development and use of renewable natural resources, protection of human health, cultural properties, and biodiversity, including endangered species and sensitive ecosystems, use of dangerous substances, major hazards, occupational health and safety, fire prevention and life safety, socio-economic impacts, land acquisition and land use, involuntary resettlement, impacts on indigenous peoples and communities, cumulative impacts of existing projects, the proposed project, and anticipated future projects, participation of affected parties in the design, review and implementation of the project, consideration of feasible environmentally and socially preferable alternatives, efficient production, delivery and use of energy, pollution prevention and waste minimization, pollution controls (liquid effluents and air emissions) and solid and chemical waste management. - Based on the Environmental Assessment, Equator banks then make agreements with their clients on how they mitigate, monitor and manage those risks through an 'Environmental Management Plan'. Compliance with the plan is required in the covenant. If the borrower doesn't comply with the agreed terms, the bank will take corrective action, which if unsuccessful, could ultimately result in the bank canceling the loan and demanding immediate repayment. - For risky projects, the borrower consults with stakeholders (NGO's and project affected groups) and provides them with information on the risks of the project. - If necessary, an expert is consulted. The Principles only apply to projects over 50 million US dollars, which, according to the Equator Principles website, represent 97% of the total market. In early 2006, the financial institutions behind the Principles launched stakeholder consultations and negotiations aimed at revising the principles. The draft revised principles were met with criticism from NGO stakeholders, who in a joint position paper argued that the draft fails by ignoring the most serious critiques of the principles: a lack of consistent and rigorous implementation.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.44 no.4
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• pp.76-84
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• 2021

Military aircraft R&D projects require large-scale investment in cost and time, and involve a complex coordination process in decision-making. The R&D project manager should determine the development management priorities as accurately as possible and focus on R&D capabilities, thereby reducing the risks of the aircraft R&D project. To this end, this study aims to reduce R&D risk by prioritizing cost, schedule, and performance, which are basic management factors used in R&D project management in defense project management regulations. Analytic Hierarchy Process (AHP) is applied using a questionnaire for managers in charge of aviation R&D under the Defense Acquisition Program Administration. As a primary result, the importance of the factors that the aircraft R&D project manager should consider was derived in the order of performance, cost, and schedule, and the priorities of performance and cost in the lower layer were also identified. In addition, in order to provide practical risk management measures to aircraft R&D project managers, the results of analyzing 28 cases of US National Transportation Safety Board accidents were compared and analyzed with the AHP analysis results, and management measures suitable for the situation were specified.

• International conference on construction engineering and project management
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• 2022.06a
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• pp.686-693
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• 2022

Construction is a collaborative endeavor. The complexity in delivering construction projects successfully is impacted by the effective collaboration needs of a multitude of stakeholders throughout the project life-cycle. Technologies such as Building Information Modelling and relational project delivery approaches such as Alliancing and Integrated Project Delivery have developed to address this conundrum. However, with the onset of the pandemic, the digital economy has surged world-wide and advances in technology such as in the areas of machine learning (ML) and Artificial Intelligence (AI) have grown deep roots across specializations and domains to the point of matching its capabilities to the human mind. Several recent studies have both explored the role of AI in the construction process and highlighted its benefits. In contrast, literature in the organization studies field has highlighted the fear that tasks currently done by humans will be done by AI in future. Motivated by these insights and with the understanding that construction is a labour intensive sector where knowledge is both fragmented and predominantly tacit in nature, this paper explores the integration of AI in construction processes across project phases from planning, scheduling, execution and maintenance operations using literary evidence and experiential insights. The findings show that AI can complement human skills rather than provide a substitute for them. This preliminary study is expected to be a stepping stone for further research and implementation in practice.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.19 no.6
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• pp.567-574
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• 2018

Risk management is a method to 1) identify risks that can adversely affect the cost, schedule, and target achievement performance of a system development project, and 2) manage the identified risks based on the severity and likelihood assigned to each risk item. Risk management is applicable to various fields, since it can manage the cost/schedule and effectively guides accomplishing the target performance by identifying and managing the risks in advance, which necessitates many concurrent studies. This paper proposes a procedure to estimate the severity value for a risk item using a Kalman filter. It is assumed that the severity can be expressed as an equation consisting of cost/schedule loss during the risk event. A linear Kalman filter is used to reduce the error between the true and estimated values, which can eventually save resources spent on the risk management procedure. A simulation test case was conducted to demonstrate the validity of the proposed method.

• Journal of Convergence Society for SMB
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• v.1 no.1
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• pp.45-53
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• 2011

There are always many kinds of risks in software development such as frequent changes of requirements. Especially those risks related to the software characteristic of non-visibility can be threat to the project success. That lead us to the need of process implementation to reduce and minimize those risks. Although, most of the organization recognizes the importance of risk management, actual implementation requires professional knowledge in this area. CMMI, the de facto standard in process reference model, also emphasizes on risk management process area but only provides goals and practices to be implemented, not detail procedure and methods. In this paper, we developed Risk management implementation model based on IDEAL, the process improvement model based on CMMI. The proposed model will help the organizations to implement risk management process which is proper to their situation in the factor of organization size and project characteristics.

• KIPS Transactions on Software and Data Engineering
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• v.3 no.9
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• pp.335-340
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• 2014

Crowd Sourcing-based Social App Manufacturing environment, a small app development project by a team of anonymous virtual performed without the constraints of time and space, and manage it for the app development process need to be automated method. Virtual teams with anonymity is a feature of the Social App Manufacturing, is an important factor that increases the uncertainty of whether the completion of the project or reduction in visibility of the progress of the project. In this study, as one of how to manage the project of Social App Manufacturing environment, the impact of risk that can be used to quantitatively measure the impact of the risk of delay in development has on the project also proposes a measurement model. Effects of risk and type of the impact of risks associated with delays in the work schedule also define the characteristic function, measurement model that has been proposed, suggest the degree of influence measurement equation of risk of the project in accordance with the progressive. The advantage of this model, the project manager is able to ensure the visibility of the progress of the project. In addition, identify the project risk of work delays, and to take precautions.

• Architectural research
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• v.16 no.2
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• pp.75-80
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• 2014

Risks, uncertainties, and associated cost overruns are critical problems for construction projects. Cost contingency is an important funding source for these unforeseen events and is included in the base estimate to help perform financially successful projects. In order to predict more accurate contingency, many empirical models using regression analysis and artificial neural network method have been proposed and showed its viability to minimize prediction errors. However, categorical factors on contingency cannot have been treated and thus considered in these empirical models since those models are able to treat only numerical factors. This paper identified potential factors on contingency in transportation construction projects and evaluated categorical factors using the one-way ANOVA statistical method. Among factors including project work type, delivery method type, contract agreement type, bid award type, letting type, and geographical location, two factors of project work type and contract agreement type were found to be statistically important on allocating cost contingency.

• International conference on construction engineering and project management
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• 2009.05a
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• pp.774-780
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• 2009

Simulation is becoming increasingly popular in construction for training, planning and for assessment of projects. There are, however, significant problems inherent in simulating construction which are not common to other simulations. This paper describes the development and use of computer-based game for teaching and learning of some aspects of construction project management. It is concerned with the development of a model used to simulate the construction of a rock- and clay-fill dam. It includes detailed physical modelling of the performance of individual pieces of equipment and their interaction with the ground, the geography of the project and the weather in which the equipment operates. The behaviour of all of the individual pieces of equipment when acting as fleets is also discussed. The paper also describes the modelling issues of non-technical aspects of earthmoving operations. These include environmental impact, safety, quality and risks. The problems of integrating these with the physics-based models of the equipment performance are discussed. The paper also draws on real experience of using the game in classes in three universities in different countries.