• Proceedings of the Korea Information Processing Society Conference
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• 2014.11a
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• pp.605-608
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• 2014

SW개발 프로젝트를 관리하기 위한 방법이 존재하지만, 발주자와 공급자는 프로젝트에서 최종 생산되는 산출물에 대한 요구가 다르거나 정확한 지침이 없어 필수 산출물이 누락될 수 있다. 이러한 문제점을 개선하기 위해 행정기관에서 발표한 프로젝트 관리 방법과 SW개발 방법을 비교 분석하여, 발주자 관점에서 종합적 프로젝트 관리에 필요한 필수 산출물과 선택 산출물을 제시하였다. 사례를 통해 소규모 프로젝트에서는 최소한의 필수 산출물 위주로 관리하는 것이 효율적임을 보였다.

• Proceedings of the KIEE Conference
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• 2015.07a
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• pp.1450-1451
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• 2015

우리나라는 지난 '96년 제정한 "전력기술관리법"에 따라 전력시설물 공사에 대한 설계와 감리업무를 실시하고 있지만 "전기공사업법", "정보통신공사업법" 등에서처럼 건축 등 타 분야와의 분리발주를 명확하게 명시하고 있지 않아 발주자, 시공자, 용역업자 등 업계의 혼란을 가중시키고 있어 많은 문제점을 야기시키고 있는 것이 현실이다. 분리발주는 통합발주에 비해 각 공정별 기술력을 확보하고 중소업체와 대형업체간의 공정한 경쟁을 유도함으로써 전력산업 시장경제의 건전성을 확보하는 등 통합발주로 인해 발생시키는 불법하도급, 업계의 혼란, 타 분야와의 경쟁력 약화 등 부정적인 요소를 해결할 수 있는 방안이다. 하지만 법상에서 명확하게 명시하고 있지 않아 모든 전기설계 감리 용역에 대해 분리발주가 되고 있지 않은 것이 현실이므로 거시적 관점에서 전력산업의 미래를 본다면 분리발주가 필요할 것으로 사료된다.

• Korean Journal of Construction Engineering and Management
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• v.9 no.3
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• pp.194-205
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• 2008

The production process of construction industry is different from thing of the general manufacturing, likewise various participants make temporary teamwork for success of the project through sharing of information. But, the each role of participants is Individually changed to step in construction process stage and moreover it has complicated, entangled interests. The CM(so it called Construction Management as an abbreviation word) system was inducted for the effective management and operation of construction project. The key of the CM success depends on the cooperative relationship relation to major participants. There are lots of studies and efforts for the performance measures of the CM, however existing performance index is only measured as the viewpoint of project owner. Therefore it needs to make up for balanced view through combination of the four-way view of participants. In this study, we should search for cooperative relationship of project participants, and then we should suggest to define the difference of project in their viewpoints.

• Korean Journal of Construction Engineering and Management
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• v.5 no.3 s.19
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• pp.128-136
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• 2004

Since the Construction Management(CM) was introduced into the Korea construction industry, the efforts for acceleration of CM adaption have been continued. The fact that an owner organization has the essential key to successful application of CM delivery method is true, but there has been no study on owner's organization. An owner should decide their organization type and measure their current needs for several different construction business functions for successful application of CM. After the needs of CM business functions are measured, the owner should reinforce their required business functions through strengthening their in-house capability or outsourcing. Thus, this paper defines four kinds of owner organization type and suggest the form for evaluation of owner's CM ability and analyze about needs of each type's CM capability through a survey.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• 2007.11a
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• pp.509-512
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• 2007

In Domestic, the beginning of CM system was at December 1996 by 'Construction Industry fundamental law'. Today the needs of CM is more and more during 10 years. Although the time of CM's induction and high-quality human resources are insufficiency, various studies and developments's level through theoritical base and academic level is good which are compared by developed countries's. But still now the effort of CM product measure part, especially public sector is not enough. Besides, the existing check-list is for project owner so it needs to make up for balanced view as organized 4way-view of owner, CMr, designer, constructor. On this study, produce the list of check-list and then weight of each list by view of owner, CMr, designer, constructor. The completec check-list will be useful for CM product measure objectively .

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• autumn
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• pp.394-397
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• 2003

The Korea construction industry is now in a state where radical innovation is seriously considered. Among a variety of innovation topics, this paper focuses on innovation in public construction clients. The objective of this paper is to analyze GSA's Construction Excellence Program as a case study and to present key characteristics of the program from the perspectives of implications and lessons learned.

• Korean Journal of Construction Engineering and Management
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• v.19 no.4
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• pp.12-20
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• 2018

As facilities have become larger, more complex, and advanced, the importance of the facility management in the operation phase of the building is increasing. As a result, the scope of the facility management function is expanding, and the requirements of information are ever-increasing. However, inefficient exchange of information occurs due to duplicated tasks and lack of collaboration among the construction life cycle phases, resulting in cost loss. These low interoperability issues can be complemented by construction information management from a life cycle perspective. Efficient construction information management at each life-cycle stage is derived from the owner's will and is materialized through the construction information handover requirements by the owner. The purpose of this study is to develop an evaluation method of construction information handover requirements for facility management. In order to develop the method, facility management types and business functions are also classified and defined in this paper. Using the methodology proposed by this study, a case-study of evaluating the 'takeover items' submitted by contractors was performed for the purpose of research validation. The results of the case-study found that the most effective areas are in the order of 'legal informations', 'drawings', 'guides', etc. This study can be used as a reference data for deriving handover requirements for construction information at the early stage of the project.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• autumn
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• pp.388-393
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• 2003

Since the Construction Management(CM) was introduced into the Korea construction industry, the efforts for acceleration of CM adaption have been continued. The fact that an owner organization has the essential key to successful application of CM delivery method is true, but there has been no study on owner's organization. An owner should decide their organization type and measure their current needs of each CM business functions for successful application of CM. After the needs of CM business functions are measured, the owner should reinforce their required business functions through strengthening their in-house capability or outsourcing. Thus, this paper defines four kinds of owner organization type and suggest the form for evaluation of owner's CM ability and analyze about needs of each type's CM ability through making up question.

• Proceedings of the Korean Information Science Society Conference
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• 2005.11b
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• pp.292-294
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• 2005

ISP(Information Strategy Planning 이하 ISP) 기반의 프로젝트는 실행예산과 일정계획을 구체적으로 산출된다. 그러나 EA(Enterprise Architecture 이하 EA) 에서는 아직까지 이 부문에 대해 명확한 요구와 산출물을 고객에게 제공하지 못하고 있다. 현재 EA 사업의 특성은 IT 와 경영전략이 연계된 모습이 아니라 예산과 객관적인 외부 컨설팅이라는 발주자(부서)의 예산사용 당위성 증명을 위한 측면의 EA접근이 많다. 그러나 EA는 IT와 관련된 길잡이(표준/가이드)의 역할을 주요 관점으로 한다. 발주자와의 요구와는 이견(gap)이 생기게 된다. EA 프로젝트에서는 이러한 문제를 해결하기 위해 ISP 프로젝트의 절차를 EA 산출물과 결합해서 프로젝트를 수행한다. 본 논문은 실제 프로젝트를 통해 EA 바탕에서 ISP의 실행예산과 일정계획이 적용된 사례이다.

• KSCE Journal of Civil and Environmental Engineering Research
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• v.32 no.5D
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• pp.463-472
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• 2012

Exemplary contracts of construction management (CM) including highway projects have been carried out in the civil engineering area over the past ten years. However, practical and administrative challenges as transitional circumstances have been revealed in the different participants of supervision, inspection and construction management. Thus, it is important to internally overcome problems and negative perception encountered in civil engineering, and to promote the efficiencies in construction cost and quality. In addition, external efforts should be put to market opening, globalization, and technology development for competitiveness and high value industry. While it is critical to establish the concrete CM system by collaborating with various participants, proven architecture and system have not been provided because of incorrect measurement of CM accomplishment, overlap of responsibility between CM and supervision, and slow deployment in construction field. This paper analyzed the current CM practices and business environments, and presented the possible solutions for strategy improvement of CM in the owner's view point.