• International conference on construction engineering and project management
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• 2015.10a
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• pp.415-419
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• 2015

Engineering is a value-adding process applying knowledge and skills in the construction industry that includes the planning, feasibility study, project management (PM), front end engineering and design (FEED), detail design, procurement, construction, supervision, and operation. Among these engineering activities, FEED is defined as a comprehensive design practice in the early design phase focused on conceptual design and basic design. It is a particularly influencing area that determines the competitiveness of procurement and construction capability of construction firms (KNIN 2013). Nevertheless, previous studies in FEED have been limited to the design process, deliverable, or particular management technique (e.g. system engineering, collaboration, information etc.). In this context, the purpose of this study is to propose a comprehensive FEED business process structure for project management of thermal power plant construction projects encompassing the entire project life cycle. And an assessment methodology for FEED functions was developed. It is expected that the proposed structure of FEED functions and FEED evaluation methodology will contribute to improvement of competitive capability of engineering, procurement, and construction (EPC) companies.

• International conference on construction engineering and project management
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• 2022.06a
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• pp.669-677
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• 2022

In this paper, different types of traditional project delivery methods in the construction industry were explored and a comparative analysis against Integrated Project Delivery (IPD) were performed. The advantages of IPD method for all parties, owner/engineer/architect/general contractor, were explored by reviewing the most recent literature. The literature suggests that IPD method should be the dominating project delivery method and diluting the conventional methods such as Design-Bid-Build due to more collaborative and mutually beneficial ways of doing construction; IPD is newer and a more comprehensive method to capture the intrinsic values of project collaboration. This paper presents a comparison of the commonly used methods of project delivery, Design-bid-build, CMAR, & Design-Build and addresses their advantages and disadvantages in differing project scopes and sizes. Several industry leaders with experience in the four types of project delivery addressed were surveyed. The survey results show an overwhelming desire for future projects to go toward IPD from the contractor/owner/RDP. The biggest obstacle facing a project from using IPD appears to be trust.

• Journal of Arbitration Studies
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• v.15 no.3
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• pp.303-324
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• 2005

Turnkey project in construction which accounts for about $10\%$ of the total annual construction orders in the nation is expected to grow in size as an effort to strengthen international competitiveness and improve quality of construction work. However, problems of turnkey project in construction raise concern for many possible cases of possible claims. Based on the understanding that bidding guidelines which plays a critical role in turnkey project in construction actually contain some unequal clauses and causes for problems which undermine development of turnkey construction and further create possible cases of claims, the paper aims to identify and analyze the unequal clauses and problems contained in the guidelines in order to make suggestions for improvement. Among all the turnkey construction orders that has been placed since 2000 when domestic turnkey project in construction became relatively formulated, 13 constructions costing more than 50 billion won were selected for this study since their construction scale were large enough that the bidding guidelines for them were regarded as containing little difference among one another. In order to enhance construction technology and to prevent claims while trying to achieve the original purpose of Turnkey system, the parties involved in or schedule to take part in Turnkey project including ordering institution, Construction Company and Design Company should make an effort to have more reasonable bidding guidelines drawn up.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.2
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• pp.195-200
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• 2021

In recent years, Vietnam's economic growth rate has been attributed to the growth of many well-managed industries within Southeast Asia. Among them is the civil construction industry. Construction projects typically take a long time to complete and require a huge budget. Many socio-economic variables and factors affect total construction project costs due to market fluctuations. In recent years, crucial socioeconomic development indicators of construction reached a fairly high growth rate. Also, most infrastructure and construction projects have a high degree of complexity and uncertainty. This makes it challenging to predict the accurate project price. These challenges raise the need to recognize significant factors that influence the construction price index of civil buildings in Vietnam, both micro and macro. Therefore, this paper presents critical factors that affect the construction price index using the fuzzy extent analysis process in an uncertain environment. This proposed quantitative model is expected to reflect the uncertainty in the process of evaluating and ranking the influencing factors of the construction price index in Vietnam. The research results would also allow project stakeholders to be more informed of the factors affecting the construction price index in the context of Vietnam's civil construction industry. They also enable construction contractors to estimate project costs and bid rates better, enhancing their project and risk management performance.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• 2007.11a
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• pp.25-31
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• 2007

Nuritkum Square Project is a IT Complex which is being constructed in Digital Media City. The project consists of several buildings and is a Design-build, so that the systematic construction management from design to construction stage is more important for a successful project. This study introduces the practical tasks of construction management during the project and analyze some of main tasks to increase understanding construction management in the design-build project. Based on experience of construction management in this project, we examine managerial problems which frequently occur in this kind of project, and suggest how to improve construction management in Korea.

• Korean Journal of Construction Engineering and Management
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• v.5 no.1 s.17
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• pp.140-148
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• 2004

Based on the CMBOK (Construction Project Management Body of Knowledge) Framework previously developed in early study by the authors in conjunction with use of some questionnaire surveys and personal interviews with industry professionals, the authors analyze interactions among the entities in the CMBOK framework for the extraction of pivotal entities of construction project management and identify twelve pivotal entities in construction project management, then verify the existence of twelve pivotal entities in real construction project management of construction company and checked the validity of the entities with a real case of interaction phenomenon. This research provides the construction industry with a starting point for improving construction project management efficiency by identifying the pivotal entities.

• International conference on construction engineering and project management
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• 2015.10a
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• pp.241-244
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• 2015

Within the building industry, building information modelling has been widely applied among different organizations, disciplines and project phases. In order to achieve coordination and synergy collaborative effort, it demands organized information flow and communication for effective implementation of project management through the construction process. Although many BIM researches provides solutions for project management, few efforts have involved the whole life-cycle process of project. In this article, BIM-based project management relying on a series of applications of BIM technology was introduced by coupling management requirement of a project with BIM. Through adopting BIM to the life-cycle management of the project and incorporating BIM applications to project management practice, we have developed a BIM-based project management approach that specialize in integrated BIM chain and interface-supporting system. At the end, the developing process of BIM-based project management approach is concluded.

• International conference on construction engineering and project management
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• 2015.10a
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• pp.183-187
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• 2015

The Risk Management (RM) is applied for managing uncertainty of project. In this circumstance, the competences of RM have a direct effect on the performance of its application. Especially, as the RM, one of the project management areas, is a peopleoriented management field, the individual behavioral competences are significant for a risk manager. Therefore, this paper describes the development of individual behavioral competences for construction project risk manager. For this, the research classifies the individual behavioral competences of RM. And, the Exploratory Factor Analysis (EFA) are applied to verify a validity of the competences. Likewise, a reliability analysis using Cronbach's alpha values is performed to test internal consistency. Based on the results, the authors carry out the Focus Group Interview (FGI) on expert panels of construction RM to confirm the hierarchical model of the individual behavioral competences. It is concluded that the proposed hierarchical model of individual behavioral competences helps construction companies to diagnose the competences of their project risk manager for progressing.

• Journal of the Architectural Institute of Korea Structure & Construction
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• v.34 no.3
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• pp.77-86
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• 2018

Recently, Korean construction industry is moving from quantitative growth to qualitative growth. Among the changes in the construction industry, the competency of the project manager who represents the construction project as well as the construction company has been referred to as a factor that effects qualitative growth. This research utilized previous research analysis and expert interview in order to extract essential competency factors of a construction project manager. DEMATEL method was utilized to analyze the quantitative and objective causal relationship between the competency factors. The causal relationship of the competency factors were visualized through Digraph (directed graph) and competency areas of the project manager that requires strengthening were also suggested. Analysis result showed that the important competency categories of a project manager were Internal & External Communication, Project Management Body of Knowledge, and Inspirational Leadership. The analysis results of this research can be utilized in developing competency enhancement method for future project managers and as a basic data in developing an education program.

• International conference on construction engineering and project management
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• 2015.10a
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• pp.6-9
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• 2015

Traditional project management theory is based on a three-dimensional life cycle approach where the project managerseeks to optimize the dimensions of cost-schedule-technical (quality or design). This paper reports the findings of a case study analysis of two complex mega-projects in Michigan which confirm the findings of previous research and illustrates the use of a framework for five-dimensional project management (5DPM) that is for conceptualizing a complex project's scope of work. The framework elevates the recognition that the project's social/political context and the financial arrangements create complexity adding two new dimensions. This paper also demonstrates a methodology to graphically display a project's complexity to better understand and prioritize the available resources. The result is a "complexity footprint" that may help a complex project manager identify the boundary between controllable and uncontrollable projects impacts. The paper finds that applying 5DPM to the two case study projects has given the project delivery team a tool which is actually adding value to the complex project management process.