• Journal of Korean Society of Industrial and Systems Engineering
• /
• v.26 no.4
• /
• pp.82-90
• /
• 2003

The Systems Engineering, as a methodology for engineering and management of today's ever-growing complex system, is a comprehensive and iterative problem-solving process. The process centers on the analysis and management of the stakeholders' needs throughout the entire life-cycle of a system and searches for an optimized system architecture. There are many essential needs and requirements to be met when a system development task is carried out. Systems Engineering Management Plan(SEMP), as a specification for system development process, must be established to satisfy constraints and requirements of stakeholders successfully and to prevent cost overrun and schedule delay. SEMP defines technical management functions and comprehensive plans for managing and controlling the entire system development process, specialty engineering processes, etc. Especially. in the case of a large-scale complex system development program where various disciplinary engineering such as mechanical; electrical; electronics; control; telecommunication; material; civil engineering etc. must be synthesized, it Is essential to develop SEMP to ensure systematic and continuous process improvements for quality and to prevent cost/schedule overruns. This study will enable the process knowledge management on the subject of SEMP as a core systems engineering management effort, that is, definitely defining and continuously managing specification of development process about requirements, functions, and process realization of it using a computer-aided systems engineering software. The paper suggests a systematic SEMP development process and demonstrates a data model and schema for computer-aided systems engineering software, RDD-100, for use in the development and management of SEMP. These are being applied to the systems engineering technology development task for the next-generation high-speed railway systems in progress.

• Journal of Construction Engineering and Project Management
• /
• v.7 no.1
• /
• pp.13-25
• /
• 2017

Construction projects have been observed to have problems of project delays and disruptions and the South African construction industry is not an exception. This research identified causes and effects of project delay and disruption through a desktop study. Subsequently, a questionnaire was designed and used to conduct a survey to obtain the views of the three main construction project participants - clients, consultants, and contractors. The questionnaire contains 48 causes and 13 effects of project delay and disruption identified from the desktop study. This research identified sixteen most important causes of project delay and disruption and five most important effects of delay and disruption. Sixteen most important causes were: (1) strikes, (2) rework due to errors during construction, (3) shortage of materials in market, (4) suspension of work by the client, (5) poor communication between the parties, (6) ineffective planning and scheduling of project, (7) delays in issuing working drawings, (8) mistakes and discrepancies in design documents, (9) shortage of labours and equipment, (10) delay in decision making process by the client, (11) unforeseen ground conditions, (12) unclear and inadequate details in drawing, (13) inadequate contractor's experience, (14) delay in approving changes in the scope of works, (15) delay in material delivery and (16) unacceptable quality of materials. The five major effects include: (1) create stress on contractors, (2) cost overrun, (3) time overrun, (4) poor quality of work due to rush, and (5) disputes. Furthermore, the result of this research was compared with the result of previous studies conducted in other regions of Africa in terms of causes and effects of project delay and disruption. The research concludes that numerous causes and effects of delay and disruption are limited to South African construction projects based on the comparison. The causes limited to South African construction projects include: (1) strikes, (2) suspension of work by the client (3) mistakes and discrepancies in design documents (4) delay in approving changes in the scope of works and (5) unacceptable quality of materials, while the two major effects limited to South African construction projects includes: (1) create stress on contractors and (2) poor quality of work. In conclusion, some recommendations were made in order to minimise the causes of delay and disruption identified.

• Korean Journal of Construction Engineering and Management
• /
• v.5 no.6 s.22
• /
• pp.110-117
• /
• 2004

The environmental-related disputes and claims are steeply increasing recently. Among them the number of disputes and claims on noise and vibration incurred in the process of construction is more than $85\%$. Since those disputes and claims cause cost overrun and or penalty and bad impression for the construction company, it is necessary to develop a systematic management method for solving them. This study presents a environmental management structure based on the examining many kinds of environmental-related laws including 'The Act on Regulation of Noise and Vibration' furthermore, through analysing various dispute and claim cases, and surveying literatures we suggest environmental study noise and vibration management method using for the preconstruction phase, the construction phase and the post construction phase, respectively.

• Journal of the Korea Institute of Building Construction
• /
• v.14 no.6
• /
• pp.551-559
• /
• 2014

Fast-tracking was developed as an optimizing method to shorten the duration of construction project in 1960's, and it introduced to Korea in 1999. Since then, many Korean companies have been used fast-tracking for getting economical benefit from shorten duration. However, there were some problems(dispute, delay and cost overrun) because of using inappropriate subcontractor management system. For this reason, previous studies suggested some management models to solve these problems. Unfortunately, however, the models have been had some doubts about reliability, objectivity and possibility of using them on real construction site. Therefore, this study suggests 3 steps of strategic subcontracting method and apply it on real fast-tracking practice(L company) to secure reliability and objectivity. Through this, the method is expected to make up the doubts of previous studies.

• Journal of the Korea Safety Management & Science
• /
• v.16 no.4
• /
• pp.123-131
• /
• 2014

Modern weapon systems are getting more complex in terms of the functionality and also the conditions on the environment and range in which they are deployed and used. Therefore, many development programs can easily be exposed to a variety of risks, resulting in delayed schedules and cost overrun. As such, effective means are necessary to keep the defence budget at an affordable level while competitive edges on technological aspects are retained. As one way to meet those need, modeling and simulation (M&S) methods have widely been used, particularly in the test and evaluation (T&E) process for weapon systems development. The result of M&S-based systems development should be evaluated by the verification, validation & accreditation (VV&A) process to assure keeping reliability at a desired level. On the other hand, due to the explosiveness, the weapons systems development naturally requires to consider safety issues in both the T&E and operational periods. The purpose of this paper is to improve the VV&A process by reflecting the safety requirements therein. To do so, the VV&A process has been analyzed and graphically modeled first and then safety elements have been incorporated effectively. The use of the improved process in the war ships development has also been discussed. Based on the process proposed and the consequent database constructed, the target system can be expected to benefit from reducing development risks while assuring systems safety.

• THE INTERNATIONAL COMMERCE & LAW REVIEW
• /
• v.61
• /
• pp.273-302
• /
• 2014

Project finance ("PF") is a method of raising long-term debt financing based on lending against the cash flow generated by the project alone. Project finance is a nonrecourse or limited recourse financing structure against the sponsors(or the investors). The debt terms in a project finance are not based on the creditor's credit support or on the value of the assets of the project. Lenders rely on the future cash flow to be generated by the project for debt repayment and interest, rather than the value of the project or the credit ratings of the sponsors. The non-recourse or limited recourse financing usually prompt potential project finance lenders to assess carefully all possible risks that might arise in a project to ensure that those risks are mitigated and controlled. In this respect, project finance is a opposite financing method of corporate finance. Project finance has rapidly grown over the last 20 years due to the worldwide process of privatization of public sector and development of natural resources. Global project finance volume reached the record USD 406.5 billion in 2011. In 2012, however, Global project finance volume dropped 6% to USD 382.3 billion. Infrastructure overtook Energy to lead all sectors with USD 113.6 billion. It is generally recognized that there are more and higher risks in project finance compared with corporate finance. Project finance is exposed to commercial risks as well as political risks. The main commercial risks are completion risks, environmental risks, operating risks, input supply risks, revenue risks, etc, and the main political risks are currency convertibility and transfer risks, expropriation risks, war and civil disturbance risks, risks of breach of government concession agreement, etc. Completion risks include permits risks, risks relating to the EPC Contractor, construction cost overrun, delay in completion, inadequate performance on completion, etc.

• Journal of Construction Engineering and Project Management
• /
• v.9 no.2
• /
• pp.1-24
• /
• 2019

Poor project performance has been noted as the bane in the construction industry globally. This paper sought to investigate, by way of literature, the performance patterns of construction projects in Kenya since independence (1963-2018). This was informed by reports of undesirable project performance in the industry. This descriptive study used available studies previously done in this subject area. In sum, literature is replete with evidence on a myriad of challenges facing the execution of projects. The study established that generally, the project performance is poor and has assumed a chronic trajectory spanning over five decades. On average, the findings reveal that 35-60% of projects initiated in Kenya face cost overruns while time overrun is most severe with 35-73% projects overrunning their schedule. In addition, the findings problematize the issue of plurality of performance measurement regimes in the construction industry. Here, it was observed that no singular construct exists to objectively measure the various facets that constitute the 'health' of a project. This paper has contributed to the body of knowledge by examining the performance patterns in Kenya for over fifty years while at the same time identifying the bottlenecks inherent in projects execution. Importantly, the conceptual performance efficiency framework derived in the current study presents a paradigm shift in the monitoring and evaluation of projects. To this end, an in-depth analysis is recommended on the interaction of efficiency enablers in the buildup of performance efficiency index (PEI). Similarly, a further inquiry is recommended on the integration and impact of the proposed framework in the management of projects.

• Journal of Digital Convergence
• /
• v.16 no.12
• /
• pp.123-135
• /
• 2018

The objective of this paper is to investigate the issues related to the supply chain management in plant engineering industry, and propose the framework to improve the project efficiency. The preliminary case study shows that EPC's fragmented nature, lack of coordination and information sharing, and lack of proper risk and change management contribute to project delay and cost overrun. To examine the level of informatization and information sharing in supply chain, survey responses from the suppliers and subcontractors have been collected. The statistical results show that information sharing, early involvement in design process and awareness in SCM have influenced the level of collaboration, but supplier assessment and informatization have no impact on the collaboration. A conceptual model is proposed in order to facilitate the integration of design, procurement and construction functions. Implications from the study are also provided.

• International conference on construction engineering and project management
• /
• 2017.10a
• /
• pp.146-152
• /
• 2017

Recently, countries in the South-east Asia are making efforts to enhance the construction industry system and introduce the construction management system. However, it is challenging to apply construction management in site due to lack of technology and professionals for CM. This can result in frequent safety accidents, cost overrun, schedule delay, etc. Therefore, it is necessary to carry out a clear evaluation of the overall situation regarding the level of technology and required competency. The objective of this research is to investigate on which management skills and items for CM are required to improve the construction management skills in South-east Asian construction industry. As a result of the questionnaire, most of the officials selected that the design phase and the construction phase are important works, and the engineers evaluated activities during the bidding phase, the design phase and the construction phase as important works for construction management. However, in most of the results, it was observed that the current competency of Vietnam construction is insufficient compared to the evaluated importance of the skills. This can be explained by the fact that they are not capable of managing construction projects effectively as compared to the importance. The results can help to realize the inadequate aspects of local construction industry, which will be the basis of improvements. Also, it is expected to be supportive to improve construction management in the countries and also provide indicators related to work stage or technology that should be acknowledged when establishing the advancing strategy for Southeast Asian countries in the future.

• Korean Journal of Construction Engineering and Management
• /
• v.17 no.3
• /
• pp.125-133
• /
• 2016

The Project Risk Management is intended to result in the effective management by identifying in advance and mitigating all significant risks including project risks and opportunities during the entire project life cycle - from project inception to completion of construction. It is impossible to predict an exact budget and construction duration before finishing a project. So, Washington Department of Transportation mandates that workshop-based risk management is conducted for projects over specific cost. However, the domestic construction sites have depended on numerical risk analysis without any workshop and efficient risk management have not made. Therefore, in this study, we propose the effective risk management using the RBES program which is very useful for workshop-based risk management and pre & post mitigation, by workshop-based risk management techniques. This proposed risk management approach is applied to a domestic 'A' river recovery project. It is concluded that we may expect the effect to mitigate the total cost overrun problem and the construction duration delay effect in the project by identifying significant risks and by preparing effective risk mitigation strategies.