• Construction Engineering and Management
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• v.18 no.2
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• pp.31-43
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• 2017

• Journal of Korean Society for Quality Management
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• v.47 no.3
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• pp.553-569
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• 2019

Purpose: The purpose of this study is to identify the impact of conflicts and cooperation on project performance in the nuclear power plant construction project, thus contributing to the successful performance of project participants and the achievement of project objectives. Methods: This study used a method of conducting a survey of participants in the nuclear power plant construction project and verifying the hypothesis statistically. Results: The results of this study are as follows; First, role conflicts and relationship conflicts have negative effects on collaboration. Second, role conflicts have a negative effects on project performance, but conflict in relation has no significant effects on project performance. Third, collaboration has a positive effects on project performance. Finally, the communication quality in the relationship between conflict and collaboration has been shown to have a Moderated effect. Conclusion: In order to achieve the goal in the nuclear power plant construction project, the level of collaboration should be improved based on conflict management among project participants.

• International conference on construction engineering and project management
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• 2009.05a
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• pp.1564-1569
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• 2009

Project managers play a key role in cost, time, and quality of a project. Selection of an appropriate project manager, therefore, is considered as one of the most important decisions in any construction project. It should be noted that most important decision makings are carried out by the project manager throughout the project. Traditionally, project manager selection in construction companies in Iran is through organizing an interview with candidates and selecting the most appropriate choice in accordance with the capabilities, potentials and individual specifications coupled with the requirements of the project. In the same direction, organizing interview on selection of appropriate candidate is usually carried out by senior managers of companies. Determination of the most important criteria for selection of project managers and also identification of significance coefficient of each criterion can highly help senior managers of companies to make sound selection decisions. In this paper, a numerical model has been considered for determination of significance of each criterion, details of which are submitted for selection of project manager in Iranian petrochemical, oil and gas sector companies. For this reason, all criteria- considered by senior managers of the companies under study- are first determined. Then, information obtained through 38 interviews, conducted by senior managers of the mentioned companies while selecting project manager, is analyzed. Significant coefficient of each criterion is calculated through the accumulated data using fuzzy curves method.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• 2008.11a
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• pp.654-657
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• 2008

Recently, construction projects have become bigger and complicated and the construction business scale has enlarged. Therefore a project cost size is increasing. The historical data can be easily saved by advanced technologies of IT industries. Utilizing those make us to be able to manage construction project more effectively. These days, PMIS (Project Management Information System) has supplied widely at construction companies for integrating cooperation system of Web environment. and it is being used. However the most PMIS is limited at construction phase. Actually it isn't applied to a construction project Life-Cycle(planning, design, construction and maintenance). To control manage a construction project Life-Cycle effectively, BPMS (BIM-based PMIS Modeling) should be considered. This paper suggests the ways for applying BPMS.

• International conference on construction engineering and project management
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• 2011.02a
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• pp.162-167
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• 2011

Construction projects are full of risks. This is particularly the case in civil construction projects that are often featured with large scale, complexity and involving a large number of participating parties. The eventuation of risks typically results in extended project durations leading to an increase in the total project budget. The consequence can be amplified considering the significant impacts of civil construction projects on the society, from economical, environmental and social perspectives. This research investigates the significance of risks within civil construction projects and approaches to deal with risks. Semi-structured interviews were undertaken with local industry practitioners in South Australia on this matter. It is found that the industry is fairly aware of risks associated with civil construction projects and subsequently has procedures in place to attempt to minimize the impacts of these risks on the project outcomes. The interview results also indicate that there is limited utilization of software for the risk management purpose from the cost estimation perspective.

• 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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• 2009.05a
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• pp.1404-1409
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• 2009

These days, the extension and complication of construction project has attached greater significance to IT system for effective project management. Construction companies inside the country have established IT system, but the fact is that they are not up to the expectations of investment provision, and the absense of objective and strategy about project management information system makes its efficiency doubtful. The research, from the point view of construction company, makes an estimate of indefinite future, and presents the process of making out IT system roadmap as a long-term strategy in building IT system.

• Journal of Construction Engineering and Project Management
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• v.5 no.3
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• pp.10-17
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• 2015

Consultant and owner play a very important role in the construction sector which is one of the main sectors in economic development. There are many stakeholders in a construction project including but not limited to: owner, consultant, contractor, subcontractor, and supplier. The consultant is the party who is to stay in close touch with the project owner, which both consultant and owner are considered as the main key stakeholders to make the project happen. It's not a simple task for a consultant to just implement the same style of management and control within various projects that are of a different background and character of owners. Thus, the adjusting plan management and control to the owner environment has been an essential technique to drive the project to success. The objective of this paper is to identify the significant management techniques for adjusting a plan of management and control to the owner environment in Thailand. The methodology is the identification throughout the analogous to abduction from literature review and our empirical observations of Future Engineering Consultants Co, Ltd. We have been in consultation for twenty-five years (25) in Thailand with 209 projects from both public and private owners. As a result, there are (1) Project management styles, (2) Personal style, (3) Owner expectation management, (4) Scope Management, (5) Time Management, (6) Cost Management, (7) Quality Management, and (8) Environmental Management. The input are: a clear defined goal, showing respect by giving good service, maintaining high quality, keeping in touch with owners, and resources. This would give the output of the project's success by meeting the owner's expectation and requirements.

• International conference on construction engineering and project management
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• 2005.10a
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• pp.649-654
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• 2005

A new law, the Urban and Living Environment Improvement Act, was established, promulgated, and entered into by the Ministry of Construction and Transportation as of 1st July 2003. This system under this law, which improves currently executed consulting process and upgrade its level, is to execute the legal process and procedures that are necessarily required for housing reconstruction/renewal project.. This system requires to be supplemented with addition of reasonable, logical, and systemized tools of system. Through concurrent application of professional management of renewal business(PMRB), more benefit will be provided to housing renewal associations that are constituted with residences concerned for execution of CM project.

• Korean Journal of Construction Engineering and Management
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• v.5 no.4 s.20
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• pp.147-154
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• 2004

Project value can be increased by implementing the most suitable one or more Value Management Processes (VMP). For the past decades, a variety of innovative management processes have been increasingly introduced into the construction industry. Each VMP is considered to be significantly beneficial for capital facility projects to proactively achieve one or more project value objectives. This paper covers the compilation of the 44 VMPs and provides their leveraging project characteristics that require the implementation of one or more VMPs. The results of data collection establish relative importance between the VMPs and the project characteristic factors in collaboration with 51 experts from both industry and academia. In the lack of industry awareness of both VMPs and their causal factors, the results of this study can facilitate the implementation of the VMPs and ultimately enhance the value of a particular capital project.