• International conference on construction engineering and project management
• /
• 2005.10a
• /
• pp.796-801
• /
• 2005

Time management is one of the critical tasks in project management. Based on the theories of total quality management, this authors presented a project time management method, total time management (TTM), so as to facilitate highway project time management. This paper discussed the four fundamental characteristics of TTM: total factors management, staff management, project life cycle management, and Plan-Do-Check-Action (PDCA) cycle management. Now, most managers use computer software to manage the project. In order to make the theory of TTM more executable, the authors develop a project time management system suitable for TTM. This paper presents this time management system's analysis processes including system requirement, key functions etc..

• Korean Journal of Construction Engineering and Management
• /
• v.11 no.3
• /
• pp.105-114
• /
• 2010

As the Korean economy went into a recession because of the global financial crisis in 2008, in order to vitalize the Korean economy, the government raised SOC budget and made its execution earlier. To prevent increases in budget for the government financial investment projects, the government controlled the project cost of SOC construction projects by enacting 'Guideline for total project cost management' in 1994 and complementing the relevant system. However, different from government intention, the total project cost of SOC projects were increased drastically. Hence, the government authorities and research institutions insisted the necessity of supplementation and improvement for the total project cost management system. This research is to provide the improvement for the total project cost management system of domestic SOC projects. In this research, As-Is Model was adjusted considering status of the total project cost management in the current SOC projects. Also the cost management of construction projects between domestic and other developed countries was studied, analyzed and compared. Based on the above, problems related to total project cost management of domestic SOC projects were found out and an improved total project cost management was provided to improve these problems.

• Proceedings of the Korean Institute Of Construction Engineering and Management
• /
• 2008.11a
• /
• pp.135-139
• /
• 2008

GS E&C applies TPMS(Total Project Management System) to all construction projects. This system is applied to all overseas projects, it is successfully used not only GS E&C but also subcontractors, vendors and clients. TPMS collects data spontaneously that is used to each participant, improves effectiveness in construction projects and gives transparency to all participants while sharing same information. This paper is aimed to share successful case study focusing on document management system, and how to develop TPMS in the future.

• Proceedings of the Korean Institute Of Construction Engineering and Management
• /
• 2007.11a
• /
• pp.129-134
• /
• 2007

In 1996, GS E&C became the first in the industry to adopt a Project Management System using EVM(Earned Value Management) to link schedule with profit/loss. In 2006, the TPMS(Total Project Management System) was completed by adding the concept of Lean Construction and JIT(Just In Time) to the Project Management System. This was done with the purpose of reducing waste and creating optimal work processes. This has been implemented on all sites and has enabled drastic increase of productivity. The portal provides customized information to the client, inspector and subcontractor personnel. Since various parties are receiving information that suits their requirements and is easy to use, usage has increased and since they are on the same platform, quick decisions and information sharing is possible. The purpose of the PMIS's success model in construction projects, this paper tests and proves the TPMS's efficiency and productivity to Dongnam Distribution Complex project.

• Korean Journal of Construction Engineering and Management
• /
• v.14 no.3
• /
• pp.12-21
• /
• 2013

Total Project Cost Management System(TPCMS) was introduced with the purpose of increasing the efficiency of cost control for public construction project in 1994. In this paper, general perception of participants of the public construction project on the TPCMS was examined, and the problems in implementing the TPCMS was figured out through expert interviews and survey. Then better ways to implement the system were drawn based on the problems. To effectively manage the cost of public construction project, basically project cost should be estimated accurately in planning stage and managed based on it to have a project complete within the budget. In addition, the cost need to be managed in more systematic ways in terms of data collection and analysis, and the autonomy in managing the project cost given to the project owner needs to be expanded. Most of all, proper budget should be provided to prevent a project from delay through setting the priority of projects and proper budget allocation based on the priority.

• International conference on construction engineering and project management
• /
• 2015.10a
• /
• pp.614-615
• /
• 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.

• Journal of Information Technology Services
• /
• v.22 no.3
• /
• pp.65-83
• /
• 2023

Due to the development of modern technology and the enlargement of industrial scale, the scale of many projects is expanding and the complexity is also increasing. Individual management of existing projects cannot effectively manage projects in this trend, and it is necessary to systematically manage the entire process from initiation to completion. Accordingly, the need for integrated management and life cycle management that can efficiently manage the entire project is emerging, and for this, a systematic project management system is also required. PMS enables efficient project management by linking business processes such as resource, schedule, scope, and output management of a project with separately separated infrastructure accordingly. In this paper, a research model was proposed to manage the project from the perspective of implementing integrated management and life cycle management, especially during R&D project execution, and to prove the mediating role between PMS and R&D project performance for this purpose. The proposed research model will be able to help companies and organizations that feel the need to implement integrated management and life cycle management and are preparing to build a PMS-type system or that have already been established to efficiently perform project management.

• International conference on construction engineering and project management
• /
• 2007.03a
• /
• pp.41-49
• /
• 2007

GS E&C had developed construction management system, PMS which is based on EVMS in 1997. Recently, TPMS has developed for effective construction management through applying daily schedule management and JIT on materials, labors, equipments focusing field work. TPMS realizes "Shielding" and "Make-Ready Process" which are the main concept of Lean construction. Through this system, it can manage and plan daily field work, support the field work related material, labor, and equipment planning, and minimizes the non-valuable process. This paper introduces the concept of TPMS, and through established system, it can lead the construction culture and raise the competitive power of construction industry

• Archives of design research
• /
• v.12 no.3
• /
• pp.227-234
• /
• 1999

We paid attention to the fact that a project will always tend to increase in size even if its scope is narrowing. The complexities and multidisciplinary aspects of projects require that the many parts should be put together so that the prime objectives- performance, time, and cost- are met. These aspects lead to the use of teams to solve problems that used to be solved by individuals. Firstly, We surveyed the design companies and their clients on the design projects, and categorized the design task into 5 phases, that are marketing, planning, idea development, presentation, and follow-up. Among the phases, the presentation has the most difficult task, longest processing time, and highest cost, whereas idea development phase has relatively low cost, longer processing time, and more difficult task. Most of the companies used to be faced several bottlenecks on their design projects - time control, budget control, and resource control. Secondly, for improving the project managing process, we adopted that dividing and analyzing the sub critical paths may help in the effective managing.(Badiru, Adedeji B., 1995) Some critical paths require almost as much attention as the critical path since they have a high potential of becoming critical when changes occur in the network. Therefrom we suggest the Total task weight(Gt) as a management formula for the design project management.${Gt=\mathrm{T}\ast\leftthreetimes\ast1/100}$<\TEX> ( Gt = Total task weight, mathrm{T} = Task Weight, \leftthreetimes= Criticality ) Thirdly, In order to support to managing for the design projects, we set up an application system, which is graphically planning and implementing a complex undertaking. It is helpful to make the control of a project easy. The DPMS(Design Project Management System), which has two sub system. One is Project Screening System(PSS), and another Project Managing System(PMS). In PMS, we divided the design project into three modules; Project Planning, Project Implementation, and Project Evaluation. As a result, the DPMS will contribute to supply the control of a project easily and effectively. Also teams are used for making decisions and taking action with the DPMS. But we need to get further studies on the relationships between the whole project and its tasks.

• Korean Journal of Construction Engineering and Management
• /
• v.21 no.1
• /
• pp.3-11
• /
• 2020

In large public construction projects with a certain size or larger that need to be carried out over a number of years, the Authority must secure a budget for construction project management activities by the construction manager. There is no problem if the project management budget secured by the issuing Authority and the project management budget executed by the issuing Authority are the same, but if not, various problems will arise. Therefore, in this study, the following measures were proposed to improve the system for efficient operation of construction project management: First, the construction project management terms and tasks specified in the statutes and the guidelines of government agencies should be unified and the standard for calculating consideration should be unified. Second, the total project cost management guideline should be specified so that the missing construction project manager can receive compensation for the technical proposal. Third, if the project cost is changed in the long-term continuous construction project, the construction project management expense should be adjusted accordingly. Fourth, if construction project management service is required from the Authority, the basis for consignment to a specialized institution should be specified in the total project cost management guideline.