• Proceedings of the Safety Management and Science Conference
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• 2001.11a
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• pp.175-179
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• 2001

• Korean Journal of Construction Engineering and Management
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• v.13 no.3
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• pp.14-24
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• 2012

Recently, a delivery system has been rapidly changed in the global construction market. Also, construction projects are becoming bigger and more technology-intensive. A lot of projects have been delivered by Design-Build(DB) System; from the standpoint of cost, approximately 40% of delivered constructions by a Public Procurement Service were DB in 2009. Nevertheless, the achievement has not surpassed our expectations on management of the project cost. On the characteristic of DB, the reasons why that happens are that projects contract have been signed after the Design Development Stage; the insufficient review about new technology and up-to-date construction methods; a lack of discussion in process of design. Those reasons cause a risk of increasing Cost of the projects. In order to solve these problems, it is desirable to find Cost-increasing factors in promoting the projects and select on the order of priority for Risk-Factor with careful management. Therefore, this study analyzed the weight of each phase of the project on the authority of properties of DB project, and identified Risk-factors which is increasing the cost on the aspect of project management. Based on this analysis, the impact assessment of Risk-factor is evaluated through the Failure Mode and Effect Analysis(FMEA).

• Journal of Information Technology Services
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• v.4 no.1
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• pp.129-139
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• 2005

This paper proposes a framework of Operational Risk-based Business Continuity System(ORBCS), and develops protection system for operational risk through operational risk assessment and loss distribution approach based on risk management guideline announced in the basel II. In order to find out financial operational risk, business processes of domestic bank are assorted by seven event factors and eight business activities so that we can construct the system. After we find out KRI(Key Risk Indicator) index, tasks and risks, we calculated risk possibility and expected cost by analyzing quantitative data, questionnaire and qualitative approach for AHP model from the past events. Furthermore, we can assume unexpected cost loss by using loss distribution approach presented in the basel II. Each bank can also assume expected loss distributions of operational risk by seven event factors and eight business activities. In this research, we choose loss distribution approach so that we can calculate operational risk. In order to explain number of case happened, we choose poisson distribution, log-normal distribution for loss cost, and estimate model for Monte-Carlo simulation. Through this process which is measured by operational risk. of ABC bank, we find out that loss distribution approach explains closer unexpected cost directly compared than internal measurement approach, and makes less unexpected cost loss.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• autumn
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• pp.485-490
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• 2003

Nowadays the rapid change in construction environment getting more globalized and complicated has caused lots of unexpected risks from inside and out of the country, so more sophisticated construction management strategies are being strongly needed. This paper suggests a risk management model with which we can estimate the appropriate contingency by quantifying the amount of probable risks immanent in large construction projects, which have a high degree of uncertainty in the anticipation of the total construction cost. To develop the model, the risk factors that make cost variations are elicited based on the real data of the contingencies assigned to the past projects. Furthermore, the influential relationship of risk factors is structured by applying the CRM(Cost Risk Model) which is the synthetic model of Monte Carlo Simulation, Influence Diagram and Decision Tree. The ultimate outcome of this research can by validated by tile case study with a large construction project performed.

• International conference on construction engineering and project management
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• 2015.10a
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• pp.4-5
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• 2015

Owning to rapid infrastructure development, Asia is experiencing dramatic economic growth. There are not a few cases in which, however, economic growth is achieved by increasing the external diseconomy. Pursuit of sustainable development is one of the most important issues for mankind. Under the post-industrial capitalism society, however, there seems a big risk of increase in the external diseconomy worldwide. The objectives of this manuscript are to discuss importance of risk management of construction practice in present and future. Regarding the latter, a particular attempt is made to discuss how project risk communication should be done to reduce the external diseconomy. Presently, one of the important issues in implementation of infrastructure projects is practice of risk management to properly manage time, cost, quality, and safety: mainly maximization of internal economy. Multi-party risk and uncertainty management process (MRUMP) is one of tolls to assist it. The idea on MRUMP can be used to reduce the external diseconomy through identifying, sharing, and tuning people's rhythms.

• Journal of the Korea Safety Management & Science
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• v.3 no.4
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• pp.1-9
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• 2001

Cost-benefit analysis was investigated to propose the analysis method of the effect of investment and the optimum investment level of safety management cost for preventing gas accident in the B governor station. From five classifications of safety management costs consisting of cost items with similar characters and potential accident costs calculated by risk assessments(FMEA/HAZOP), we found that the order of the benefit(the reduction cost of the potential accident cost) was the instrument increase and repair cost > the safety checking and inspection cost > the labor and training cost > the safety equipment and corresponding cost > the research and development cost. As the benefit was increased with increasing the investment cost, the effect of investment was increased with decreasing the Investment cost. As a result, the optimum safety management cost was estimated and the investment level was analyzed by the model of optimum investment level.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.19 no.6
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• pp.567-574
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• 2018

Risk management is a method to 1) identify risks that can adversely affect the cost, schedule, and target achievement performance of a system development project, and 2) manage the identified risks based on the severity and likelihood assigned to each risk item. Risk management is applicable to various fields, since it can manage the cost/schedule and effectively guides accomplishing the target performance by identifying and managing the risks in advance, which necessitates many concurrent studies. This paper proposes a procedure to estimate the severity value for a risk item using a Kalman filter. It is assumed that the severity can be expressed as an equation consisting of cost/schedule loss during the risk event. A linear Kalman filter is used to reduce the error between the true and estimated values, which can eventually save resources spent on the risk management procedure. A simulation test case was conducted to demonstrate the validity of the proposed method.

• Journal of Information Technology Applications and Management
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• v.11 no.4
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• pp.103-120
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• 2004

Identifying validated risk factors in software risk management is imperative for project managers. Although validated risk lists were provided by previous researchers, risk list associated with software project performance areas was not provided as yet. This paper represents a first step toward understanding risk lists by various project performance areas (time, cost, and quality) to help project managers alleviating the possibility of software project failure. Four simultaneous exploratory surveys were conducted with 29 experienced software project managers. Three different risk factor ranking sets for each project performance area were compared with, the risk ranking, which was provided without clarifying specific project performance areas. The risk lists and their corresponding perceived importance were different from previous research results. This implies that identifying risk factors for specific project performance areas can provide additional information for project managers. We concluded by discussing implications of our finds for both research and improving risk management practice.

• Korean Journal of Construction Engineering and Management
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• v.18 no.3
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• pp.105-116
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• 2017

In recent years, large Korean construction companies have suffered serious losses in their overseas business. Many practitioners and researchers have analyzed causes of cost overrun in these projects. However, these arguments have not been empirically verified based on acutal project cases. This study investigated cost overrun rate, contingency, allowance, predicted risk before bidding, and actual and residual risk after award in the 67 international infrastructure projects conducted by 13 large construction companies. The causes of cost overruns are derived as follows. First, they identified the possibility of cost overrun to some extent before the bidding, but did not reflect the enough risk money to bid price. In particular, this behavior was more severe in badly cost-overrun projects. Second, the causes of cost overrun were more influenced by external environmental risk than internal capability risk. However, the internal risk in badly cost-overrun projects was relatively high compared to cost-underrun projects. Third, badly cost-overrun projects failed to mitigate risk. However, cost underrun projects were affected more by low exterior risk conditions than by well mitigated risk. This study provides more informed knowledge in controlling project costs in international infrastructure projects.

• Journal of the Korean Society of Safety
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• v.17 no.1
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• pp.68-71
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• 2002

A research on accident loss calculation for polyol process without safety management activities, and safety cost estimation using process risk assessment has been implemented. In order to estimate a magnitude of loss, accident scenarios were made by combining result made from HAZOP Study method with accident possibility analysis results implemented with FTA. Also effect assessment was implement for accident consequence of each scenario. And minimum possible loss cost has been calculated when safety investment do or not. Result from cost-benefit analysis was shown as approximately \335 billion(=USS44,000 billion), as cost after subtracting safety management cost from minimum possible loss cost.