• 한국건설관리학회논문집
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• 제11권3호
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• pp.105-114
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• 2010

2008년 Global 금융위기로 국내경기가 침체국면에 진입함에 따라 정부는 국내경기 활성화를 유도하기 위해 SOC예산을 증액하고 조기집행하고 있다. 정부에서는 재정투자사업에 대한 예산증액을 예방하기 위한 목적으로 총사업비관리지침을 1994년 제정하였고 후속적으로 관련제도를 보완 정비하면서 SOC건설사업의 사업비를 관리하고 있다. 이러한 정부의 사업비 증가방지에 대한 의도와는 달리 실제 시행되고 있는 SOC사업에서 총사업비가 대폭 증가하는 사례가 나타나고 있으며, 사업추진과 연관된 정부기관 및 연구기관에서는 총사업비 관리방안에 대한 보완 및 개선의 필요성을 주장하고 있다. 본 연구에서는 국내 SOC사업의 총사업비 관리체계에 대한 개선방안을 제시하고자 한다. 이를 위해 본 연구에서는 현행 SOC사업의 총사업비 관리현황을 고찰하여 As-Is Model을 정리하고, 해외 건설선진국에서 시행하고 있는 건설사업 사업비 관리현황을 통해 국내와의 차이점 파악하였으며, 국내 기존 총사업비 현황고찰자료 분석 및 해외 총사업비 관리현황과의 비교를 통해 국내 SOC건설사업의 총사업비 관리와 관련된 문제점을 도출하고, 제기된 문제점을 개선할 수 있는 총사업비 관리방안을 제시 하였다.

• 한국건설관리학회논문집
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• 제14권3호
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• pp.12-21
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• 2013

정부 재정지출의 효율성 제고를 위해 도입된 총사업비관리제도는 그간 대형 신규 공공투자사업 추진 시 적정한 절차를 순차적으로 거치도록 의무화하고, 총사업비 증가율을 억제하는 등 일부 성과가 있었다. 도입 18년이 지난 시점에서 공공건설사업의 사업비 관리의 근간이 되는 총사업비관리제도에 대한 적용 실태 및 제반 운영에 대한 사업참여자들의 인식을 조사하고, 설문을 통하여 운영상의 문제점을 도출하여 이에 대한 개선방안을 제시하였다. 기본적으로 공공건설사업의 사업비 관리는 사업 초기 단계에 예산을 정확히 산정하고, 후속 단계에서 이를 지키려는 노력을 시행하며, 확정된 예산에 가장 부합하는 사업의 가치 확보라는 개념에 입각해서 계획하고 관리하여야 한다. 공공건설사업의 총사업비관리의 체계화하고, 담당자의 전문성을 제고하는 한편 발주처의 자율성을 확대하여야한다. 무엇보다도 총사업비관리 대상사업의 적기 준공을 유도하여 사업기간 지연으로 인한 총사업비의 증액을 방지 할 수 있는 여건 조성이 필요하다.

• 국제학술발표논문집
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• The 4th International Conference on Construction Engineering and Project Management Organized by the University of New South Wales
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• pp.168-175
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• 2011

Construction accidents are major problem in Turkish Construction industry and especially fatally rates are very high. Current legislative system on occupational safety in Turkey enforces employers to implement safety measures as well as safety management systems. However level of consciousness in the industry is unsatisfactory and safety are perceived as extra cost and unnecessary expenditure. Moreover, especially in small residential building constructions which have a big share in the industry and unfortunately safety measures to mitigate or abate construction risks do not exist. The study focuses on small residential building construction sites and in the scope of this study, thirty building projects are examined. For each building project, project cost including labour and material costs, service and consultancy costs for mechanical, electrical systems as well as architectural and structural services, costs for supervision and finally general expenditures for construction site facilities were calculated. On the other hand, occupational safety costs for personal protective equipment, collective protective measures, consultancy and training were determined. Work breakdown structures were established and for each work item firstly occupational risks were evaluated and furthermore according to risk scores safety measures to be implemented were defined and related costs were calculated. The study gave results for total safety cost on average, in terms of percentage of total project cost (3.73% of total project cost), safety cost per man-hour (0.40 USD) and safety cost in terms of unit construction area (11.60 USD per square meter). Since safety management is a part of whole project management process, study gives suggestions and techniques to calculate safety costs and implement safety measures as a part of project management service for professionals. Authors believe that suggested approach may easily developed by the usage of more data to establish a model for estimation not only for building construction sites but also for all construction projects.

• 한국건설관리학회논문집
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• 제21권2호
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• pp.30-38
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• 2020

국내 공공 건설공사 공사비 수준이 시장 상황을 합리적으로 반영하지 못하고 있는 인식이 산업 전반에 널리 펴져 있는 가운데, 총사업비 관리 프로세스 상의 과도한 공사비 조정이 공사비의 적정성 미확보에 대한 핵심 원인 중 하나로 지목되고 있다. 정부는 건설 프로젝트 총사업비 산정 및 관리 프로세스에서 삭감 위주의 정책을 펼치고 있으며, 산업계에서는 예정가격 대비 낙찰가격의 수준은 매우 낮다는 인식이 일반적이다. 본 연구에서는 총사업비 관리 프로세스를 개선하기 위한 목적으로 총사업비 산정 및 관리 프로세스에 대한 분석을 수행한다. 입·낙찰 방식별 총사업비가 단계별 조정되는 과정을 분석하고, 사업구상 단계 대비 낙찰가격의 수준에 대한 정량적 비교분석 결과를 도출한다.

• 산업경영시스템학회지
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• 제39권1호
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• pp.17-24
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• 2016

Many organizations have transformed their business in order to survive and compete in the future. They generate projects by creating a vision, using strategies and objectives with funds aligning strategies and make efforts to complete them successfully because project success leads to business success. All projects have triple constraints such as scope, time, and cost to be completed. Project cost performance is a key factor to achieve project goals and which is mostly related with risks among various cost drivers. Projects require a cost estimation method to complete them within their budget and on time. An accurate budget cannot be estimated due to the uncertainties and risks. Thus some additional money should be funded in addition to the base budget as a contingency reserve for identified risks and a management reserve for unidentified risks. While research on contingency reserve for identified risks included in project budget baseline have been presented, research on management reserve for unidentified risks included in total project budget is still scarce. The lack of research on estimation method and role of the management reserve have made project managers little confidence to estimate project budget accurately with reasonable basis. This study proposes a practical model to estimate budgets including contingency and management reserves for not only project cost management but also to keep the balance of organization's total funds to maximize return on investments for project portfolio management. The advantages of the proposed model are demonstrated by its application to construction projects in Korea and the processes to apply this model for verification are also provided.

• 한국경영과학회지
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• 제20권1호
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• pp.85-99
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• 1995

Increasingly, risk analysis is becoming important ingredients in achieving the successful implementation and application in the area of the project management. The project management system is designed to manage or control the project resources on a given activity within time, cost and performance so called TPPM (Total Productive Project Management). In this research, a risk analysis model misproposed to identify potential problem areas, quantify the risks, and generated the chice of the action that can be taken to reduce the risk. In addition two analysis models are proposed : 1) risk factor model and 2) network simulation model using VERT (Venture Evaluation and Review Technique ). The objective of the remodels is to estimate the schedule, cost performance risks. These proposed quantitative models for project risk analysis are proving its value for the project managers who need to assess the risk of changes in cost, schedule, or performance. The proposed models will be used in the area of project selection, evaluation and the allocation of project resources.

• 국제학술발표논문집
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• The 9th International Conference on Construction Engineering and Project Management
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• pp.196-203
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• 2022

The resource constrained scheduling problem (RCSP) constitutes one of the most challenging problems in Project Management, as it combines multiple parameters, contradicting objectives (project completion within certain deadlines, resource allocation within resource availability margins and with reduced fluctuations), strict constraints (precedence constraints between activities), while its complexity grows with the increase in the number of activities being executed. Due to the large solution space size, this work investigates the application of Genetic Algorithms to approximate the optimal resource alolocation and obtain optimal trade-offs between different project goals. This analysis uses the cost of exceeding the daily resource availability, the cost from the day-by-day resource movement in and out of the site and the cost for using resources day-by-day, to form the objective cost function. The model is applied in different case studies: 1 project consisting of 10 activities, 4 repetitive projects consisting of 40 activities in total and 16 repetitive projects consisting of 160 activities in total, in order to evaluate the effectiveness of the algorithm in different-size solution spaces and under alternative optimization criteria by examining the quality of the solution and the required computational time. The case studies 2 & 3 have been developed by building upon the recurrence of the unit/sub-project (10 activities), meaning that the initial problem is multiplied four and sixteen times respectively. The evaluation results indicate that the proposed model can efficiently provide reliable solutions with respect to the individual goals assigned in every case study regardless of the project scale.

• 한국건설관리학회논문집
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• 제21권1호
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• pp.3-11
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• 2020

다년간 수행해야 하는 일정규모이상의 대형 공공건설공사에서 발주기관은 건설사업관리자의 건설사업관리업무를 위해 예산을 확보해야 한다. 발주기관이 확보하는 사업관리예산과 발주기관이 집행하는 사업관리예산이 동일할 경우 문제가 없지만, 그렇지 않을 경우 다양한 문제가 발생하게 된다. 실제로 건설기술진흥법에는 건설기술선진화를 위해 책임감리를 없애고 건설사업관리를 명시하였으나 기획재정부의 총사업비관리지침에는 책임감리라는 용어를 사용하고, 이에 따라 발주기관이 예산을 청구하도록 하고 있다. 따라서 발주기관의 예산확보와 예산집행사이에 괴리가 발생함으로 인해 건설사업관리업무를 수행해야 하는 현장에서는 많은 어려움을 호소하고 있다. 이에 본 연구에서는 건설사업관리가 효율적으로 운용될 수 있도록 다음과 같은 제도적 개선방안을 제시하였다. 첫째, 법령과 정부기관의 지침 등에 명시된 건설사업관리 용어와 업무를 단일화해야 하며 대가산정기준을 통일해야 한다. 이에 본 연구에서는 건설사업관리가 효율적으로 운용될 수 있도록 다음과 같은 제도 개선방안을 제시하였다. 첫째, 법령과 정부기관의 지침 등에 명시된 건설사업관리 용어와 업무를 단일화해야 하며 대가산정기준을 통일해야 한다. 둘째, 탈락한 건설사업관리자가 기술제안서 보상비를 지급받을 수 있도록 총사업비관리지침에 명시해야 한다. 셋째, 장기계속공사에서 사업비가 변경될 경우 그에 따라 건설 사업관리비가 조정될 수 있어야 한다. 넷째, 발주기관에서 건설사업관리업무가 필요하다면 전문기관에 위탁할 수 있는 근거를 총사업비관리지침에 명시해야 한다.

• 대한지역사회영양학회지
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• 제23권5호
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• pp.385-396
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• 2018

Objectives: This study aims to evaluate the economic efficiency of a nutrition management program for children under 5 years of age in Kenge, Kwango District, Democratic Republic of the Congo (DR Congo) from 2014 to 2016. Methods: The economic efficiency of a nutrition management program for children under 5 years of age who have recovered from malnutrition status was evaluated using a cost-benefit analysis. The costs were analyzed according to the executed budget incurred during the project period. The benefits were estimated as the monetary value of the saved lives of children under 5 years of age. The economic efficiency of the program was determined by the Benefit-Cost Ratio (BCR). The BCR was calculated by dividing the total discounted benefit by the total discounted costs. The project is economically efficient when the BCR is greater than 1. Results: The costs of the nutrition management program were calculated as 1,677,609,648 Korean Won (KRW). A total of 2,466 children survived with improved malnutrition status through this program. The benefit for the reduction of mortality for children under 5 years of age was estimated to be 6,814,354,467 KRW, the estimated value of life for 2,466 children. The BCR was 4.06. Conclusions: The nutrition management program for children under 5 years of age in DR Congo was found to be a cost-effective project. Successful and efficient Official Development Assistance (ODA) for a health project requires integrated and comprehensive strategies and specialized international development consulting to improve efficiency. Future nutrition management programs should take into account the national health program to maintain the sustainability of the project.

• 국제학술발표논문집
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• The 9th International Conference on Construction Engineering and Project Management
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• pp.179-187
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• 2022

The project performances can be measured in terms of meeting the project schedule, budget, and conformance to functional and technical specifications. Numerous studies have been conducted to examine the causes and effects of change orders for both vertical and horizontal construction, respectively. However, these studies mainly focus on a single project type, so this paper examines the impact of change order for cost growth and schedule overruns using four different building types to close the gap in the change order research area. A total of 211 building projects are collected from four building types: healthcare, residential, office, and education. Statistical analyses using ANOVA tests and linear regression models are used to examine the created metric $CO/day on the cost and schedule impacts. The results found that mean $CO/day values were not statistically different among building types, and that the sum of change orders is a statistically significant predictor of $CO/day. The results will help project stakeholders mitigate the negative change orders effects can be a challenge for project managers and researchers alike.