• Journal of Construction Engineering and Project Management
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• v.5 no.1
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• pp.1-10
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• 2015

In construction, stakeholders of extended project team play a key role in the overall project performance. Successful integration of stakeholders demands for good management practices at strategic, operational and project levels. Targets and measures to improve the stakeholder performance encourage the creativity and willingness of stakeholders of extended project team to develop the better ways to achieve the project objectives. This paper presents a generic descriptive method, showing how stakeholder's ability and influence impacts on project performance in the construction sector. The findings of a series of interviews with key informants are presented and the following main conclusion is drawn: improving project performance through stakeholder's contribution and measuring their performance can strengthen the project performance. This innovative approach which redefines the process of improving the project performance in construction projects will be of interest to those who intend to manage the projects in practice as well as to those who interested in advancing theory.

• International conference on construction engineering and project management
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• 2020.12a
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• pp.425-432
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• 2020

In order to improve the sustainability and smart construction, it is discussed arguably that developing and applying consistent "standard model" to plan business, design, construct and operate a building is considered to be one of the effective and efficient approach. The scope of this article is to examine, from the international developer's perspective, the "standard model" approach of a hotel brand to building projects in the UK, and also to explore potential role of project team to mitigate any local difference at the project level. These projects are developed by the same developer adopting the same business plan, design and operation to each project. In order to clarify the actual and likely difference in construction results, reference is also made to those building projects located in other geographical markets including Japan, Germany and USA, and focus is given on the analysis of its programme and cost. Principle findings are that there exists geographical difference especially in environmental and planning system, and that major local difference is found at least in the programme at the design stage. In contrast, the difference in the building cost itself may not be necessarily considered major if currency exchange rate being taken into account appropriately. It is also observed that there were cases where any difference in the programme was mitigated by taking different approach to procuring and defining roles of management and professional team at the project level. In conclusion, from the international developer's perspective, the geographical difference of the "construction system" surrounding building projects can typically lead to major prolongation of programme, however, these different construction results could be mitigated at least to a certain extent by introducing appropriate changes to the role of project team.

• Journal of Engineering Education Research
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• v.16 no.3
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• pp.51-60
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• 2013

The paper addresses an issue of industry-joint engineering education paradigm with the purpose of setting a new standard for engineering education by development and support of competitive curriculum for the interdisciplinary team-based product development, a specialized and innovative engineering education program. In the department of MSDE (Mechanical and System Design Engineering), students are educated via three major courses for targeting engineering design, Creative Engineering Design (freshman), Design Process (Senior), and Creative Product Development (Junior). All these courses are based on personal tool exercises for design software and hardware and team-project group activities of the students with other team members. This paper will briefly discuss the main focuses of these courses and case studies of the teaching results targeting the development of telecommunication device.

• Journal of Korean Society for Quality Management
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• v.38 no.4
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• pp.531-539
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• 2010

Mega-Y project is very important for a company to gain a competitive advantage in markets or to achieve drastic change in the internal processes. It stems from the company strategy and annual management goals or key performance measures, and is proceeded by the cross-functional team. This paper presents the success factors and implementation process of the Mega-Y projects. The implementation process is presented in 5 steps, including project selection, cross-functional team building, establishment of the master plan, development and execution of sub-projects, and project completion. A case study on the cost reduction project of aircraft development is presented to help for the practitioners to deploy the implementation process introduced in this paper.

• Educational Technology International
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• v.15 no.2
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• pp.201-215
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• 2014

The design project of a technology product provides an opportunity for students to experience the inter-connectedness of academic information and ill-defined real-world problems. This study focuses on non-engineering students' activity and perception through the assistive technology design project. For this purpose, participants engaged in a team-based technology design project. Then, a qualitative research approach was adopted, which included reflective journals with 24 undergraduate students majored in Adaptive Physical Education. The analysis identified six factors (knowledge value, social value, reality value, accomplishment value, perspective value, benefit value) of perception and five stages (topic selection, function suggestion, visualization, presentation preparation, and presentation) of activity.

• International conference on construction engineering and project management
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• 2009.05a
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• pp.338-344
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• 2009

Organizational learning of construction team has been long addressed in the literatures, but the mechanism of learning and the influence of leader in the team still remain vague. This paper presents a computational model (OLT) depicting the mechanism and the influence of leader in a systemic way. The OLT model is a multi-agent system based on some eloquent propositions proposed in previous researches. The proposed model is preliminarily validated by some toy-problem simulations. In the OLT model, the leader is assigned as a project manager. The results show that a proper leader can effectively improve the learning process and the result-in performance, in which the team learning is mainly affected by both the leader and the majority in a team. Based on our findings, two propositions are concluded accordingly: (1) Learning of a team would be enhanced if a proper leader is assigned; (2) The effectiveness of learning would increase in a team, in which the members retain explorative attitudes.

• Proceedings of the Korean Institute of Electrical and Electronic Material Engineers Conference
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• 2004.07b
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• pp.1104-1108
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• 2004

A Study has been made of surface modification of various polymers by ion implantation to change the optical transmittance property at ultraviolet ray (UV, $200\sim400nm$). The substrates were PC (Polycarbonate), PET(Polyethyleneteraphtalate) and PP (Polypropylene). The effects of ion implantation on the change of optical transmittance were investigated in relation to ion species, implantation energies and ion fluences. The N, Ar, Kr, Xe ion implantation performed at ion energies from 20 to 50keV. The fluences ranged from $5\times10^{15}$ to $7\times10^{16}ions/cm^2$. UV/Vis transmittance spectroscopy, FT-IR and XPS were used to investigate optical transmittance, chemical structure and surface chemical state of irradiated polymer. Surface color was changed from the yellow to the dark brown and the transmittance of UV ray in the range UV-A($320\sim400nm$) decreased more than 80% after ion implantation.

• International conference on construction engineering and project management
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• 2005.10a
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• pp.974-979
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• 2005

Effective communication flow is a fundamental for the success of any construction projects. The key role of communications among project parties is even more critical in the case of Design-Build (DB) projects. Previous research has shown that these projects have an environment where integration between different project team members and schedule constraints increase channels of communication, and require faster communication flows. This paper summarizes the findings from research analyzing organizational structures and communication flow of the Texas State Highway 130 (SH130) project. Awarded in 2002, the SH130 project, totaling $1.3 billion USD, constitutes the "pilot" application for the DB approach in the state of Texas. A set of observations pertaining to team organization and communication issues in the design-build environment is included.

• Journal of Korean Society of Rural Planning
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• v.21 no.4
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• pp.167-175
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• 2015

The aim of this study is to establish resident-participative primary design of integrated rural development project with master planner by setting principals of open competition and transparent decision-making about village-to-village or business-to-business unit enterprise in Onui area, Hong-seong Gun. For effective processing, software projects such as residents education and rural landscape planning are simultaneously conducted for enhancing project understanding and comprehensive development plan including related post project. Above all, competition teams for individual project were organized to establish the resident-participative primary design using survey tables of residents demand. In 6 months resident-participative processing of primary design, continuous education and visiting to advanced area are conducted in team unit. Strengthened ability of team unit can be used in management and maintenance after project development. To do this, residents with the same opinions gathered as one competition team and identified business plans such as village asset, business location, size, program, and method for land securing. Favorable decision-making process by residents who are audience in project presentation of competition team has conducted. After selecting competition teams, continuos consulting are operated for establishing operation and management for developed or remodeled facilities through repetitive education and visiting advanced area. In this process, unit project suggested by competition team are completed. Preliminary selection was conducted by experts who were entrusted by residents. After residents agreement of project main stream such as major facilities and location, final detailed cost of projects are work out. Suggested process in this study which choose the final project by residents would improve residents' voluntary participation in integrated rural development project through open competition in establishing primary design.

• International conference on construction engineering and project management
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• 2015.10a
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• pp.259-262
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• 2015

Due to the labor-intensiveness, high investment cost, long execution time, frequent change orders, and many stakeholders in a BIM project, a BIM manager is bound to face a lot of risks to make decisions in cost managing process. Since the productivity of a BIM team will affect the execution cost, this study investigates a simple method of assessing the productivity of a BIM team using the working timesheet records of the team. In this research, the productivity of a BIM team is defined as the effective working floor area (in square meters) of BIM uses per labor-time (in man-months) spent by the team. After the applicability of this method is tested by regression analysis using data from 5 real BIM projects in the construction phase, it is found that the simple productivity definition adopted in the method, although easy-to-implement, does not produce a statistically constant productivity value. More research is therefore needed in the future to devise better indicator(s) for assessing the productivity of a BIM team.