• Korean Journal of Construction Engineering and Management
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• v.22 no.4
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• pp.20-28
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• 2021

The Domestic Construction Industry is in the process of changing from a one-sided production method centered on the contractor to a production method in which the order and the contractor can collaborate. Depending on the delivery method, the bid/success method, the contract method, and the degree of business involvement of the order may also vary. In this thesis, in order to introduce 'Construction Management at Risk' suitable for the domestic environment, domestic and foreign institutional analysis, bid process analysis, contract fulfillment and management analysis, post management analysis, and related laws and regulations for legalization In order to suggest a plan for the efficient operation of the system, a system and case analysis of domestic and international construction responsibility type construction project management was conducted. 'Construction Responsible Construction Project Management' defined in the Framework Act on the Construction Industry is divided into the main contract transfer contract, which is a service contract performing pre-con work, and the main contract, which is construction project management and construction contract. Therefore 'Construction Management at Risk' should be regarded as one of the ordering methods rather than a successful bid system, as in the case of overseas, and legalization as a bidding system equivalent to design/construction batch bid and technology proposal is necessary for introduction. In order to introduce 'Construction Management at Risk' suitable for the domestic environment, domestic and foreign institutional analysis, bidding process analysis, contract fulfillment and management analysis, and follow-up management analysis are conducted. A method for efficient operation was suggested so that it can be applied in the domestic market while maintaining the original merits of this system.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• 2008.11a
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• pp.19-24
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• 2008

The Construction Management for the Asan Baebang Complex Development PF Project is aiming the solution for the needs of specialized organization and management for the construction of the project, as a independent representative managing the whole process of the super high rise and huge volume of complex project. This case shall be counted as a remarkable one in the point of view that the CM was decided to be encountered even in this consortium project made between the private firm and government, and shows that the project can be executed successfully without having its own organization of a huge number of staffs. This study is for the Construction Management applied for the consortium project between the private firm and government and it is my pleasure if this study could be a help to encourage CM for wide applying in the field by reviewing of its necessity and analyzing of its effect and advantage.

• 보일러설비
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• s.92
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• pp.142-143
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• 2001

건설교통부는 건설공사의 대형화 복잡화 등 건설산업 환경변화에 효율적으로 대응하고, 부실업체 퇴출 등 건설산업 구조조정을 원활히 추진하기 위한 제도개선 방안에 관한 건설산업기본법개정법률(안)이 26일 국무회의 의결을 거침에 따라 하반기 정기국회를 거쳐 내년 상반기부터 시행될 예정이라고 밝혔다. 이번 개정법률안은 건설사업관리제도의 활성화를 위한 건설사업관리자의 건설사업관리능력 평가 공시제도 도입 및 부실업체 퇴출을 원활히 추진하기 위한 건설업 등록사항의 주기적 갱신신고제 도입, 일반건설업 등록권한의 지방이양 등을 주요내용으로 하고 있으며 세부개정내용은 다음과 같다.

• Construction Engineering and Management
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• v.4 no.2 s.14
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• pp.27-29
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• 2003

• Journal of the Korea Academia-Industrial cooperation Society
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• v.20 no.11
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• pp.208-216
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• 2019

Construction projects generate a massive amount of diverse information. It takes at least five years to more than 10 years to complete, so it is important to manage the information on a project's history, including processes and costs. Furthermore, it is necessary to determine if construction projects have been carried out according to the planned goals, and to convert a construction information management system (CALS) into a virtuous cycle. It is easy to ensure integrated information management in private construction projects because constructors can take care of the whole process (from planning to completion), whereas it is difficult for public construction projects because various agencies are involved in the projects. A CALS manages the project information of public road construction, but that information is managed according to CALS subsystems, resulting in disconnected information among the subsystems, and making it impossible to monitor integrated information. Thus, this study proposes integrated information management measures to ensure comprehensive management of the information generated during the construction life cycle. To that end, a CALS is improved by standardizing and integrating the system database, integrating the individually managed user information, and connecting the system with the Dbrain tool, which collectively builds artificial intelligence, to ensure information management based on the project budget.

• Proceedings of the Korean Institute of Building Construction Conference
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• 2015.05a
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• pp.107-108
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• 2015

It's became essential that Korea construction companies should enter into the overseas construction market for their growth and sustainability. In order to comply with the client's required global standard and to compete with in the international market, the shifting the construction project management system to global level is required. In accordance with the demand, this paper proposes the top-level document of construction project management system as a to-be model that utilized in overseas construction projects. The project management plan ("PMP") suggested in this paper is not only the most appropriate one, which complies with the global standard, to be used when companies bid for international construction projects against foreign competitors but also has the process modeling and hierarchical structure.

• Construction Engineering and Management
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• v.20 no.3
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• pp.8-14
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• 2019

• Construction Engineering and Management
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• v.20 no.3
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• pp.15-19
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• 2019

• Construction Engineering and Management
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• v.16 no.6
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• pp.66-68
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• 2015

• Construction Engineering and Management
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• v.13 no.3
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• pp.55-59
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• 2012