• Proceedings of the KSR Conference
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• 2004.10a
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• pp.1595-1600
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• 2004

High speed railroad project management has been almost completed by starting operation of Seoul-Busan high speed railroad with the exception of a few constructing blocks currently in April, 2004. After Korea Rail Network Authority was established in 2004, it needs to develop new project management system for both conventional railroad construction and high speed railroad construction for domestic railroad projects, while it plans to invest in overseas railroad project for logistics innovation and improvement in passenger transport services on a large scale. Therefore this paper provides the method that we can adapt the project management system for high speed railroad containing experiences and know-how from construction of high speed railroad for both conventional railroad construction and high speed railroad construction or improve project management system for high speed railroad to use it as project management system for overseas railroad projects.

• International conference on construction engineering and project management
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• 2009.05a
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• pp.890-896
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• 2009

In past projects, the main goal has been to enhance efficiency by reducing cost and time. However, considering the current condition of safety management in many construction companies, it can be confirmed that safety management has not been a top priority for a long time. Current safety management, which is based on safety standards and rules, is very ineffective and only emphasizes management after an incident. As well, although fewer accidents occur compared to the past, because construction projects are increasingly large in scale and complex, these accidents tend to be more serious and involve greater monetary loss. Furthermore, as the severity of these accidents increases, so does the possibility of fatalities. Therefore, improving safety management is essential. This study proposes an effective program for safety management, focusing on the processes to connect studies and systems, and the basic techniques required for program development. To realize this program, technical tools are suggested, including systems such as BIM (Building Information Modeling); additionally, the coordination of other systems such as an RTLS, a server, and an alarm system is proposed.

• International conference on construction engineering and project management
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• 2015.10a
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• pp.32-36
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• 2015

This study explores the issue of program management consortia involving multinational participants. The aim of this research was to leverage advantages in program management (PM) skills and PM model improvement in product line construction in mega scale construction programs, typically funded by public funds. Such ventures involve multinational parties using dedicated partnering based on a program management consortium (PMC) to reduce confrontation between parties in complex circumstances, allowing an open and non-adversarial approach to project management. This research also seeks to implement an ongoing feedback program of best practices and lessons learned to minimize the repetition of mistakes and to reduce costs in sequenced construction. Recently, the Korean government has planned to undertake three large new projects: the Korean Peninsula major river maintenance, the reclamation of Se-Mangum, and the Science/Business City. This paper starts by providing a framework for the cost-reduction strategy for the United States Forces Korea (USFK) Relocation Program, which will be funded with public funds and a private fund investment (PFI) that combines programs executed by two governments as owners and multinational stakeholders, joined in the PMC. The establishment of project-oriented consortia is an innovative and non-adversarial approach to massive international construction projects. Such projects have used various tools effectively and skillfully. This experience may offer an opportunity to practice new and advanced program management delivery methods, and it is expected that Korea will gain a competitive advantage in the international construction market.

• Korean Journal of Construction Engineering and Management
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• v.14 no.6
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• pp.22-29
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• 2013

As construction projects are getting larger, more complex and specialized, the size and scale of the structures are increasing and large-scale projects with multiple participants involved have continuously been ordered. Due to the nature of a large-scale construction project, when there are interferences and conflicts in process, schedule and area among project participants, the project requires more time and efforts to resolve the issues as it progresses further. This study suggests the interface management model that is time-saving and physically beneficial in solving interface issues based on case study. This study provides a practical management model including the organization of interface consultative group, checklist preparation, LIST management and PMIS application, which will be useful for the construction sites seeking effective know-how to manage design interferences and changes.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• 2008.11a
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• pp.99-105
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• 2008

For large-scale projects, supply chain management of construction materials is a key to a successful construction project. Inefficient management would cause significant loss in project cost, quality problems (and possible re-work), delayed delivery, claims, etc. On the other hand, efficient supply chain management system can reduce risks even the given project suffers from tricky details and frequent changes thanks to reduced material loss, shortened delivery time, and the quality outcome; this is a win-win situation for both clients and contractors. This paper presents a next-generation intelligent supply chain management system, which is intended to support large-scale construction projects such as urban high-rise buildings, as a strategic vision of the future construction logistics.

• International conference on construction engineering and project management
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• 2005.10a
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• pp.980-985
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• 2005

Since the 1980s, Build-Operate-Transfer and its variations have become a common approach to develop large-scale infrastructure projects. Despite the slight variations in contractual settings, the key issue for all parties concerned is to assess the risks and uncertainties inherent in a project. The risk factors studied and highlighted by past researchers are very diverse. This paper starts with an objective to compare the risk factors in different sectors of infrastructure, and then categorize them into two kinds: general and specific. Following this classification, risk mitigation strategies should be adopted differently at the corporate and project levels. A few short cases have also been used to illustrate the flexible measures or "options" that some project participants have designed to address risks and uncertainties at the two levels.

• Proceedings of the Korean Institute of Building Construction Conference
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• 2019.05a
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• pp.230-231
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• 2019

The nuclear power plant construction project is large-scale, has various stakeholders and computer system, and is produced and managed a large amount of information. The domestic nuclear power plant construction project has accumulated data based on many years of experience in the system. It has the competitiveness to suggeest alternatives that meet the requirement of the client in the overseas nuclear power plant project. Earned value management, which integrates schedule and cost, is possible to risk management. It was developed the earned value management system considering the the actual data properties and types of the preceding nuclear power plant construction projects. It will be able to increase the nuclaer power plant export competieiveness. Therefore, it was palned to carry out future stuies so that it be able to complement the measure to integrate cost and schedule in consideration of actual data(quantity of activity, etc.).

• International conference on construction engineering and project management
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• 2015.10a
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• pp.147-149
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• 2015

A nuclear power plant construction project normally involves a large construction work of which the total project cost is over 5 trillion Won, Such a large-scale construction project has the risks of schedule delay and quality degradation due to increase in project cost, because designs are changed due to design errors. The reasons for design changes during installation are 1) insufficient engineering capability of the owner, 2) information discontinuance due to the multiple package method, and 3) inefficient constructability review processes. Accordingly, this study proposes, through problem analysis, a method of developing a constructability review system that utilizes constructability review processes and a data-based technology (3D modeling) that are optimized for nuclear power plant construction projects. It also presents a method of establishing a system for reviewing constructability in which constructability review processes and a Database (3D model, Schedule, Design change Items) are linked each other.

• Korean Journal of Construction Engineering and Management
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• v.6 no.1 s.23
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• pp.205-211
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• 2005

Turnkey projects accounting for some $10\%$ of the total volume of the projects in the domestic market have been often implemented without the process of full-scale review or study because of clients' lack of expert and expertise. Moreover, many projects have been executed under the terms and conditions of the contact which were found to be unilaterally in favor of the clients. The study, as part of effects to mitigate the claims that would possibly be caused by the potential problems with the typical turnkey projects, were intended to identify the elements of the claims virtually being occurred at the construction sites, and then analyze the degree of influence on the project so as to be able to incorporate the outcome into the plan at the working-levels. As a result of experts' review, through the survey, of the elements once extracted, those having relatively higher degrees of influence on turnkey projects were determined, and the investigation aimed at estimating the amount of claims in terms of value were conducted to eventually identify, evaluate and verify the elements that had affected the Project together with the degree of influence.

• Korean Journal of Construction Engineering and Management
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• v.14 no.3
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• pp.176-186
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• 2013

For urban renewal projects progressing in large scale, it carries a characteristic that frequently changes the environment, subject, law, plan and the like by a demand from various participants and internal/external factors. As such large-scale urban renewal projects have a lot of possibilities of change, it requires setting a plan to recognize the possible variable factors by each project operation stage and to manage it systematically by defining the variable factors on the basis of working process of the entire project. Therefore this research has produced a factor of main variable management based on working process for systematic variable management on the projects that inherent various possibilities of change as urban environment refurbishment projects. And it also suggests the status of main variable factors characterized by project operation stages quantitatively through reflecting external and internal features for variable factors produced from utilizing ANP methodology.