• Archives of design research
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• v.12 no.3
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• pp.227-234
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• 1999

We paid attention to the fact that a project will always tend to increase in size even if its scope is narrowing. The complexities and multidisciplinary aspects of projects require that the many parts should be put together so that the prime objectives- performance, time, and cost- are met. These aspects lead to the use of teams to solve problems that used to be solved by individuals. Firstly, We surveyed the design companies and their clients on the design projects, and categorized the design task into 5 phases, that are marketing, planning, idea development, presentation, and follow-up. Among the phases, the presentation has the most difficult task, longest processing time, and highest cost, whereas idea development phase has relatively low cost, longer processing time, and more difficult task. Most of the companies used to be faced several bottlenecks on their design projects - time control, budget control, and resource control. Secondly, for improving the project managing process, we adopted that dividing and analyzing the sub critical paths may help in the effective managing.(Badiru, Adedeji B., 1995) Some critical paths require almost as much attention as the critical path since they have a high potential of becoming critical when changes occur in the network. Therefrom we suggest the Total task weight(Gt) as a management formula for the design project management.${Gt=\mathrm{T}\ast\leftthreetimes\ast1/100}$<\TEX> ( Gt = Total task weight, mathrm{T} = Task Weight, \leftthreetimes= Criticality ) Thirdly, In order to support to managing for the design projects, we set up an application system, which is graphically planning and implementing a complex undertaking. It is helpful to make the control of a project easy. The DPMS(Design Project Management System), which has two sub system. One is Project Screening System(PSS), and another Project Managing System(PMS). In PMS, we divided the design project into three modules; Project Planning, Project Implementation, and Project Evaluation. As a result, the DPMS will contribute to supply the control of a project easily and effectively. Also teams are used for making decisions and taking action with the DPMS. But we need to get further studies on the relationships between the whole project and its tasks.

• Korean Journal of Construction Engineering and Management
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• v.7 no.5
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• pp.177-190
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• 2006

Construction projects are facing delay problems. Delays in construction have been immense effect on performance or satisfactory delivery of the project. Delays have been causing project cost overrun as well as it is a source of dispute hence damaging the relationship between the project participants. The purpose of this study was to explore the causes of delay risk through a field survey study. Data were collected from construction professionals working in owner, consultant and contractor organizations. All together 208 questionnaire instruments were used and analyzed by employing statistical tools (SPSS computer program). 19 delay factors were identified by this study, out of which following factors were critical: Frequent interruptions from public (local people, pressure group etc.), changed site condition, failure to provide required construction site, unrealistic project time estimation and design errors.

• Journal of Construction Engineering and Project Management
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• v.6 no.4
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• pp.7-14
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• 2016

While the idea of the existence of a set of key factors for success in planning, designing and construction of projects is not new, it remains one of the most important issues in the field of construction management. This is due to project success factors are inputs to project management practice which can lead directly or indirectly to project success. This study identifies the success factors which can be used for improving the highway projects performance in Egypt during the project pre-construction and construction phases. Through a detailed literature review 35 success factors are identified. Furthermore, the AHP is adopted to prioritize the studied factors through the application of questionnaire survey. The study establishes that implementing an effective quality control and assurance systems, allow sufficient time for feasibility studies, design, drawing and tender preparation, effective cost control system and frequency of project budget updates, preparing adequate designs and drawings and determining sufficient time to implement the desired scope of work are the most important success factors for enhancing the highway projects performance in Egypt.

• Journal of the military operations research society of Korea
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• v.25 no.2
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• pp.44-61
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• 1999

Cost estimation has posed a significant challenge to estimators, planners, and managers in both government and military. Considerable historical evidence shows that accurate cost estimation has been difficult to achieve across a wide range of projects, including weapon systems. This paper introduces new cost estimating concept, CAIV(Cost As an Independent Variable) and a cost estimating case study using PRICE model, computer aided parametric estimating models(CAPE) for K1 tank cost estimate. CAIV concept is to set realistic but aggressive cost objectives easily in each acquisition program and to achieve cost, schedule, and performance objectives considering various managing risks with a project manager and industry teams. The Price model is one of computer aided cost estimating models and widely used in U.S. defense system analysis as a tool for CAIV. We analyze theories, inputs, outputs of the PRICE model and present a case study for K1 tank to estimate costs in requirement and concept phase, program and budgeting phase, and life cycle phase. Finally we obtain results that the Price model can be used in various phases of PPBEES depending upon available data and time.

• International conference on construction engineering and project management
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• 2020.12a
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• pp.103-113
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• 2020

The construction industry is undergoing a digital transformation in which Building Information Modelling (BIM) is a key technology. The potential of BIM in several areas such as design optimization, time management, cost management, and asset management/facility management (AM/FM) is widely acknowledged by the AECO (Architecture, Engineering, Construction, and Operation) industry around the world. However, BIM implementation in construction projects is faced with problems such as project delay and cost overruns. The lack of identification of risks in BIM projects and standard guidelines on mitigation techniques furthers poor performance, dissatisfaction, and disputes between employers and project participants, which results in low BIM adoption rates. Therefore, the objective of this paper is to identify the potential risks in BIM implementation under the primary categories - (1) technical, (2) contractual, (3) management-related, and (4) personnel-related risks in BIM projects and present solutions to reduce, manage, and mitigate risks. To meet the objective of this paper, a survey was designed and conducted in the Hong Kong construction industry in which over 140 respondents from different disciplines, with experience in BIM projects, have participated. Based on the analysis of the survey data, the most severe and frequently occurring BIM risks and their potential mitigation strategies were identified and discussed in this paper.

• International conference on construction engineering and project management
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• 2015.10a
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• pp.696-697
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• 2015

Cost, schedule, and quality are the three major performance indicators for any construction project. Under the globalized competition in the nuclear industry, researchers and practitioners have also explored a systemized and integrated management system for cost, schedule, and quality. In order to address this issue, the concept of earned value management system (EVMS) has been often utilized. However, implementing EVMS for a mega-project of nuclear power plant (NPP) construction requires extensive overhead efforts. Though previous studies proposed structures and methods for effective NPP EVMS, there has been no legitimate study for data collection strategy for practical implementation. In this context, the purpose of this paper is to develop an effective data collection strategy for NPP EVMS. Firstly, the barriers to practical NPP EVMS were identified based on literature review and expert interviews. Strategies for data collection were then developed based on different phases of project life cycle. This study focuses on the 'life-cycle integrated progress management system' for NPP construction from an owner's perspective Therefore, results of this study can be used as a guide for preparing request for proposals (RFP) of an NPP owner organization.

• Current Photovoltaic Research
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• v.8 no.3
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• pp.79-85
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• 2020

The growing demand for new energy infrastructure has often been encountered with the difficulties of siting in power plants and electric transmission lines. Siting such large-scale and complex facilities produces so many-sided issues that it is highly necessary to develop an approach to resolving the related problems and conflicts. This paper introduces how the stakeholders have handled the issues and resolved conflicts with residents opposed the construction of 765 kV transmission line. The solar photovoltaic power generation, called "Hee-Mang Sunlight Power project", is used for persuading residents to agree with constructing high-voltage transmission line and sharing benefits. It is considered how the project performance such as generation output and resident's profits is and proposed what the project should be revised and supplement. The project is shown that the intractable spiting in energy systems can be smartly resolved with cost-effective institutional solutions instead of relatively expensive technical ones.

• 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.

• Journal of the Korean Society for Aviation and Aeronautics
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• v.24 no.3
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• pp.10-18
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• 2016

This paper deals with the Performance Based Logistics(PBL) application scheme pertaining to optimal maintenance program for logistics of Korean Fighter Experimental(KF-X) Project. For enhancement of the performance based logistics system application to KF-X program the selection of appropriate standards fit to maximize cost-cutting, a set of performance metrics fit for the purpose of the contract, foreign technology dependence of core equipments and parts were considered. Thus, selecting appropriate standards fit for Korean logistics environment, domestic maintenance enterprise for stable rate of operation of KF-X, a systematic reliability task that is able to measure quantitative combat capability are suggested.

• Journal of Korea Water Resources Association
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• v.36 no.5
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• pp.715-724
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• 2003

It is true that SOC facilities, such as dams, need long life cycles since more time has to be invested for the phases of planning, examination, feasibility study, design, contract, construction, and maintenance. This longer life cycle is easily exposed to the risk. And thus, brings additional cost by the delayed project, convenient loss according to the additional run of use, and benefit lose of not to using the facilities. So, the purpose of this study is to try to find a solution to reduce these time consuming problems which could diminish the whole national competition. Hence, this study is to show efficient, systematical project performance and network model by using reciprocal analyses between the construction period and cost based on economical analysis of each phase of life cycles. In addition, on the basis of these outputs, the Fast Track Method is suggested as an alternative solution as a new Approach in Life Cycle's Analysis.