• Journal of the Korea Institute of Building Construction
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• v.24 no.1
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• pp.145-156
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• 2024

In an era where construction projects are becoming increasingly large and complex, the Korean construction industry faces the challenge of implementing systematic and cohesive schedule management practices. This study initially delineates the concept of schedule management capabilities, systematically categorizing them into five distinct domains: law and regulations, requirements of project owners, capabilities of professionals and organizations, task capability, and the adoption of smart construction technologies for schedule management. Through a survey targeting industry professionals, this research assesses the perceived importance and the actual proficiency level in schedule management across these categories, employing an Importance Performance Analysis(IPA) to scrutinize these capabilities. The findings underscore the acknowledged significance of diverse aspects of schedule management, yet reveal discrepancies between the current proficiency levels and their perceived importance, pinpointing areas necessitating enhancement. Critical improvement needs identified encompass the planning of budgets for schedule management, development of regulations for assessing construction periods, deployment of specialized on-site staff for schedule management, and investment in advanced schedule management software solutions. Consequently, this study offers a nuanced analysis and strategic insights for enhancing schedule management practices, aiming to facilitate their effective implementation in the field.

• Proceedings of the KSR Conference
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• 2001.05a
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• pp.66-71
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• 2001

Most payments in domestic construction are issued in lumpsum unit price contracts according to the completed construction rate. This method generates problems in losing time and increased costs for the owner and contactor. In overseas projects, payments are issued in accordance to completed milestones. The milestones themselves base on the original schedule and allow effective schedule management on the tasks. In domestic construction, however, introduction of milestone payments requires enhanced management capability of owners and contractors. Hence, this study investigating how to activate schedule management devices to analyze progress payments in domestic construction.

• Journal of Information Technology Services
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• v.10 no.4
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• pp.191-204
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• 2011

Recently, many software companies are trying to improve the software quality and project outcome with more costs and efforts in development time. In the software convergence and integration environments, it is required efforts to gain high quality of software. In other words, it is required to utilize software engineering knowledge and technology for higher software quality and better software project productivity. The Software development productivity can be varied by software process capability according to building a framework for software development, selection and use of appropriate technology, human resource management. Software process capability will influence software project outcome which is the general opinion. This study provides empirical evidence about software engineering efforts and investment approach to lead software project performance. We measured the software engineering efforts by SW engineering level and analyzed the corelation between software engineering level and schedule deviation. And, we verified that this performance is affected by the size of software company. As a result, software process capability is important to build a infrastructure and develop systematically software project. The higher software engineering level can lead to improved software project performance.

• Korean Journal of Construction Engineering and Management
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• v.21 no.3
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• pp.76-84
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• 2020

The rate of application of the modular plant in the plant industry is increasing, and for the success of the modularization projects, it is essential to develop and implement a systemized methodology across all phases of the project. However, Korean EPC firms lack project management capability when it comes to apply standardized methodology. Therefore, it is important to establish and systematize the cost/schedule integrated management method which are the two core elements of project management technology. This study was conducted to develop a methodology and guidelines for integrated management process for modular plant projects. The researchers developed a methodology for planning and managing cost and schedule, and integrated by module unit. Integrated cost and schedule methodology and guidelines developed can be used for various EPC modular plant projects to enhance the efficiency of project management.

• International conference on construction engineering and project management
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• 2015.10a
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• pp.147-149
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• 2015

A nuclear power plant construction project normally involves a large construction work of which the total project cost is over 5 trillion Won, Such a large-scale construction project has the risks of schedule delay and quality degradation due to increase in project cost, because designs are changed due to design errors. The reasons for design changes during installation are 1) insufficient engineering capability of the owner, 2) information discontinuance due to the multiple package method, and 3) inefficient constructability review processes. Accordingly, this study proposes, through problem analysis, a method of developing a constructability review system that utilizes constructability review processes and a data-based technology (3D modeling) that are optimized for nuclear power plant construction projects. It also presents a method of establishing a system for reviewing constructability in which constructability review processes and a Database (3D model, Schedule, Design change Items) are linked each other.

• International conference on construction engineering and project management
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• 2015.10a
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• pp.169-173
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• 2015

The linear scheduling method or line-of-balance (LOB) is a popular choice for projects that involve repetitive tasks during project execution. The method, however, produces deterministic schedule that does not convey a range of potential project outcomes under uncertainty. This results from the fact the basic scheduling parameters such as crew production rates are estimated to be deterministic based on single-point value inputs. The current linear scheduling technique, therefore, lacks the capability of reflecting the fluctuating nature of the project operation. In this paper the authors address the issue of how the variability of operation and production rates affects schedule outcomes and show a more realistic description of what might be a realistic picture of typical projects. The authors provide a solution by providing a more effective and comprehensive way of incorporating the crew performance variability using a Monte Carlo simulation technique. The simulation outcomes are discussed in terms of how this stochastic approach can overcome the shortcomings of the conventional linear scheduling technique and provide optimum schedule solutions.

• Journal of Information Technology Applications and Management
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• v.20 no.1
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• pp.107-132
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• 2013

Project management is critical for the success of the large and complicated IT project. Accordingly, to improve the efficiency of the project management, operation of separate Project Management Office (PMO) organization is getting important. Despite the appreciation of PMO as necessary for project success, the result has not always been positive. In this respect, we intended to formalize the PMO success model by incorporating necessary factors related to PMO services and capabilities, and their relationship. Empirical testing results verified critical antecedents comprising PMO services, which included schedule, quality, budget and others. Furthermore, moderating impacts of PMO capabilities are quantitatively assessed. The research findings offer practical insights for successful management of PMO.

• Proceedings of the Korean Institute of Building Construction Conference
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• 2021.11a
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• pp.240-241
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• 2021

For the sustainable development of the domestic construction project management field, each CM company should try to diversify in terms of service contract types and scope of work while having internationally competitive technical and service capabilities as follows. First, from the initiation of the service to the completion, the CMr should be able to establish and execute a plan to create specific outcomes. Second, CMr must have the capability to produce weekly or monthly cost, schedule, risk, and scope management reports. In addition, it should be possible to apply the cost plus sliding fee method or to systematically and continuously accumulate and process data generated during the construction process.

• Journal of Internet Computing and Services
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• v.9 no.6
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• pp.155-163
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• 2008

Project Monitoring and Control is one of the required activities in project management. This activity provides the information about whether a project is making a progress as it is planned. It is usually performed in weekly meetings or milestone meetings where the project manager checks the project's current status based on project measures such as schedule, cost and work performance. One of the popular method for project monitoring and control is EVM(Earned Value Management). The major characteristic of EVM is that it uses only one measure 'cost' for schedule and work performance so that it enables 2 independent graphs to be illustrated in one integrated graph based on cost. For applying EVM to a project, it is essential to break whole work to work packages and to assign value of cost to each work package at the initial stage of the project. Therefore EVM is well matched with the lifecycle which requires whole plan at the beginning of project. However, in XP(eXtreme Programming), whole customer requirements are difficult to define and to make a complete plan at the beginning and are more detailed in each Iteration. Therefore EVM is not comfortable method for XP. Therefore in this research we suggest 3 layer EVM which can be applied in XP, and develop a process guidelines based on CMMI(Capability Maturity Model Integration) PMC(Project Monitoring and Control) process area.

• KSCE Journal of Civil and Environmental Engineering Research
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• v.33 no.3
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• pp.1165-1171
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• 2013

The oversea construction contract amount has sharply increased since 2003. The contractor's capability for EPC and project management is a key factor for a successful industrial construction project. Construction performance measurement and evaluation is needed to improve contractor's project management capability. Therefore, this paper proposes the construction performance benchmarking program for oversea industrial projects. Performance metrics consists of project cost, schedule, quality, and safety. Data from 10 oversea industrial projects were collected and analyzed. Also, this paper describes the process for development of the benchmarking program and lessons learned from industry are summarized. Finally, this paper recommends how sustainable benchmarking program should be established and implemented.