• Proceedings of the Korean Institute of Building Construction Conference
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• 2023.05a
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• pp.289-290
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• 2023

According to relevant laws, in the case of a construction project with a total construction cost of 30 billion won or more, a post-construction evaluation must be performed after completion. In addition, a post-construction evaluation report must be prepared and entered into the Continuous Acquisition & Life-cycle Support(CALS). As a result of reviewing the currently accumulated post-construction evaluation reports, since the report is not standardized, it is difficult for public project owners to write the report. It also hinders the post-construction evaluation and management center from verifying contents, analyzing data, and deriving meaningful results. In order to improve the convenience of the public owners who must conduct post-construction evaluations and the work efficiency of the center, evaluation factors were standardized and a standard post-construction evaluation report format for road construction was developed in Excel. Through this, the data in the reports will be effectively accumulated, managed, and analyzed, so that meaningful results will be produced and be helpful in future construction work.

• Korean Journal of Construction Engineering and Management
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• v.14 no.2
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• pp.87-95
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• 2013

The number of construction management firms has been increased as construction management delivery system has been active in Korean construction market. the capability of leading construction management professional, who is responsible for managing project administration, is important for commissioning construction management contracts. The quality of project proposal and the capability of leading construction management professional, which are assessed by the board of contract awarding committee, are the major contributors for commissioning the public construction management projects administered by the Korean public procurement service for contracting. Therefore, employing a very competent leading construction management professional is the critical strategy for awarding contract to the construction management firms' part. That is why the firms should secure a fixed number of leading construction management professional in a waiting list to proceed the contract commissioning process for expectant candidate projects, even if there is no project assignable to the leading construction management professionals. However, a measure that makes effectively use of the leading construction management professional in a waiting list has not been systematically implemented in the firms. In turn, the firm suffers considerable loss in a project personnel supply and demand plan. Expert opinions were obtained by the survey questionaries administered to top management of the construction management firms which are engaged in the construction management contracts for commissioning the public construction management projects administered by the Korean public procurement service either as principal or co-principal deliverer. This paper presents the findings obtained by investigating the actual employment state of the leading construction management professional in the waiting list and by analyzing the issues involved in mobilizing and demobilizing them. It contributes to implement a practical guide for searching effective solutions to the issues.

• Proceedings of the Korean Institute of Building Construction Conference
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• 2021.11a
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• pp.254-255
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• 2021

The urban renewal type redevelopment project is a project to improve the urban environment for the recovery of urban functions and revitalization of commercial districts in commercial and industrial areas. Urban regeneration projects are not progressing smoothly. The urban renewal type is not so for landowners, who require a high level of professional knowledge and experience to carry out smooth projects. In addition, the core part of business conflicts can be seen as the problem of management and disposal methods. Therefore, as landowners, etc. become the actual subjects, the public will take charge of project execution, but all development gains and losses will be attributed to the owner of the land, etc.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.6
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• pp.417-425
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• 2020

This paper investigates the potential impact of external factors on bid/no-bid decision for supervision consultant service on construction project in Hanoi, the capital of Vietnam. The data used in this study are secondary data taken from annual reports and sourced from the Department of Public Procurement, Ministry of Planning and Investment in Hanoi. Besides, to identify the impact of external factors on bid/no-bid decision for supervision consultant service on construction project in Hanoi, the study collected data from 272 qualified questionnaires from bidders doing business in Hanoi. Cronbach's Alpha, EFA and regression model are used to explore the impact of each independent variable on bid/no-bid decision for supervision consultant service on construction project. The results show that three external determinants, including Project characteristic (PC), Legal codes (LC) and Competition (C) are affecting bid/no-bid decision for supervision consultant service on construction project in Hanoi. Among them, Project characteristic (PC) and Legal codes (LC) have positive relationships with bid/no-bid decision for supervision consultant service on construction project, whereas Competition (C) negatively affects bid/no-bid decision for supervision consultant service on construction project. It means the more contractors actually participate in a bid, the less bid/ no-bid decisions are made.

• The Journal of the Korea Contents Association
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• v.20 no.2
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• pp.215-225
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• 2020

In selecting a company of A-E service provider for a public construction project, public owners make widely use the evaluation method based on the quantitative criteria to emphasize transparency and fairness instead of putting more weighting on bidders' technical capability. The selection method and process to select technically better company has been in discussion to motivate company to build up their technical capability and better quality of service. This paper examined US laws and regulations related to evaluating and selecting an A-E company for public construction project in terms of principles, process, selection committee, evaluation methods, and contract management and so on. Then deduced several implications for domestic public owner to select the most adequate company for a certain architectural service through fair and efficient way. The major findings are technical capability based selection, emphasizing owner's role and responsibility, consideration of small and mid-sized company, debriefing, and post-service evaluation.

• International conference on construction engineering and project management
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• 2013.01a
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• pp.634-639
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• 2013

The aim of the study is to develop the 3D visualization of Building Information Model and integrated 4D model for optimization of resources in the construction project. This study discuss the process of methodology and creation of 4D model of the project and simulate it to monitor the workflow at the site. Different stages of the construction process and activities are generated by using Revit and MS Project. MS project has been used for creation of the schedules and these are linked with the Revit for 3D modeling. The time used as the fourth dimension and 4D model created by using Navisworks Time liner software. Narges shopping center is presented as a case study to realize the actual uses and benefits of Building Information Model (BIM). Narges shopping mall is located in Tehran, Iran. As a part of Hekmat master plan, Narges shopping center is an 11 stores building with a total area of 30000 Sq.m. This shopping and entertainment center is comprised of 150 retails and two multi-use public halls with a capacity of 400 persons each and underground parking with total 400 parking space. The main purpose of architecture was to create an urban public center along with its revolving, spiral like form and an ever changing continuous façade by means of different colors, materials, which is in harmony with the other building of the master plan. The approximate cost of the project is $17 million and duration of the project schedule is 30 months. The developed Building Information Model enabled us to identify the potential collisions or clashes between various structural and architectural systems. 4D model has been used for limiting the interaction between subcontractors installing the different systems so rework could be avoided and productivity maximized. It is also observed that the utility of BIM for construction stimulation and clash detection is the best suitable method. Clash detection before the implementation of work is highly recommended to avoid rework.

• Journal of the Korea Institute of Building Construction
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• v.9 no.5
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• pp.111-117
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• 2009

With the current trend in the industry toward increasingly complex, diversified and large construction projects, advanced countries in the construction field have already introduced and applied a variety of methods for placing orders in order to cope with such changes in construction circumstances. In Korea, there have been efforts to continuously improve approaches to placing an order. With the aim of diversifying the methods of Delivery Systems, the "Technical Proposal Type Bid," and the "Design Competition and Technical Proposal Type Bid" were introduced through a revision of Korea's contract law enforcement ordinance. In line with the government's efforts, criteria for a method of placing an order that is suitable for a public construction project should be presented. This study enumerates the current issues using a survey for construction projects already placed and an analysis of the current status, and presents the selection criteria for Delivery Systems by business type as an improvement for the problem.

• International conference on construction engineering and project management
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• 2011.02a
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• pp.474-479
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• 2011

With Beijing's success in bidding for the 2008 Olympic Games, the increasing demand for infrastructure development and reduced public sector funding capacity has created a significant funding gap which calls for alternative project delivery methods such as Public-Private Partnership (PPP). Although the exploration of infrastructure projects using PPP model have been practiced since the late 80s, the $560 million National Stadium which served as the main venue for the Olympic Games is the first stadium project in China to be delivered under PPP operation. The project is generally considered successful despite the concession transfer in 2009 with concern of better serving the public interest. Compared to other infrastructure projects such as transportation, waste management and water management, the development of major sports facilities for mega-sports events with PPP has its own unique features and is subject to different major risks. This research identifies and analyzes critical risks in the implementation of PPP in major sports facility development through case study of the National Stadium project. A questionnaire survey and several interviews are conducted to solicit expert opinions from experienced practitioners. The purpose is to provide additional insights in risk management strategies and opportunities in China's PPP implementations in major sports facilities for policy makers and private sectors involved with investment decisions in future similar infrastructure development.

• Journal of KIBIM
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• v.3 no.2
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• pp.19-27
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• 2013

The application of the BIM for the KEPCO' new headquarters in Naju involved alternative approaches and accompanied many trials-and-errors as the project adopted new targets and purposes that were not used in Korea before. In particular, for a large BIM-based project, clearly defining the BIM-including the objective, scope and the outcome-is critical for a project owner. For a successful implementation, project owners should improve the utilization of the BIM. Against this background, this research examines the case of the BIM application for the KEPCO' new headquarters in Naju, identifies its effects and problems, and proposes how to improve application of the BIM for public projects. The improvement in the BIM application can be divided into several stages: project order, design development, construction, and post-construction maintenance. In the initial stage, it is important to fully discuss the project planning among participants, and clarify the goal, scope, expected outcomes and role of the BIM. In the design stage, the level of detail (LOD) for the 3D model should be defined in consideration of information use in the stages of estimation and construction. In the construction stage, the scope of project that is managed based on the processing and use of the BIM data should be clearly given and understood. After construction is complete, measures should be sought to use the BIM for maintenance, and corresponding requirements and outcomes should be provided. The analysis is expected to provide basic data for successful implementation of BIM-based public projects, by assisting project owners and involved parties in enhancing work in different stages of a project.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.44 no.3
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• pp.133-145
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• 2021

Recently, the importance of project management has increased due to the scale and complexity of the construction projects. Therefore, this study conducted a survey on construction companies and related public institutions to verify the relationship between the role of the Project Management Office(PMO) and PM leadership for project performance. Based on this, the effect of the PMO role on the project performance was identified and the moderating effect of PM leadership was analyzed. As a result, first, the role of the PMO was found to have an influential on the project performance. Second, the PM leadership was verified to has a moderating effect in the relationship between the PMO role and the project performance. The purpose of this study is to analyze the influential of the role of PMO on project performance in the construction industry to suggest the necessity of PMO in the construction industry and the need to adopt PMO in large-scale construction projects and analyze the moderating effect of PM leadership on project performance.