• 한국지반공학회:학술대회논문집
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• 한국지반공학회 2003년도 봄 학술발표회 논문집
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• pp.427-430
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• 2003

Steel piling for abutments of new and replacement bridges can be aesthetically attractive and cost effective. Use of embedded steel sheet piling brings savings in dead load, provides a compliant retaining wall, and permits speedier construction. In addition, for replacement bridge projects, traffic interruption can be minimized. It is hoped that this study will encourage designers and constructors to consider a steel substructure option more frequently during the conceptual and preliminary design phases of projects and thereby to take advantage of the Potential to construction more efficiently.

• 국제학술발표논문집
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• The 1th International Conference on Construction Engineering and Project Management
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• pp.347-352
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• 2005

This paper presents an evaluation model for the performance of Value Engineering Study (VES) for construction projects. The proposed model consists of 6 PEGs and 32 PEIs. The expertise of the proposed model was collected from VE experts in Taiwan using two-phase questionnaire survey. One real-life VES of construction projects was used to demonstrate how the proposed model works. The proposed model not only can be used by project owners to appraise the performance of VES team but also be used by the VES teams to conduct self-diagnosis, improvement, and motivation for achieving better performance. Additionally, the proposed model is capable of: (1) clarifying the defects of VES and avoiding committing same mistakes, (2) assisting inexperience team members to implement VES and catch the critical issues of a VES.

• 한국병원경영학회지
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• 제7권2호
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• pp.99-123
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• 2002

This study was conducted to determine whether follow-up management is carried out continuously following CQI activity and to analyze the factors behind the success and failure of follow-up management. Past presentations from 1994-1999 of CQI coordinators and lecturers from various institutions who presented at The Korean Society of Quality Assurance in Health Care(KoSQA) on the conditions of follow-up management in each institution were analyzed. The results of this study were as follows; Since the number of subjects on CQI increased each year at symposiums, this has expanded to all medical institutions. Although medical institutions usually conduct 11-20 subjects on CQI per year, there were many such occasions where more than 31 subjects were conducted. Moreover, institutions with less than 800 beds have come up with more projects than those with more than 800 beds, thus 23.3% of these institutions had at least 1 person involved in 4 projects. This had created an overload of responsibilities for specific persons' involvement, prompting them to incline toward formalities in their work rather than substantial activities. Among the projects presented at the symposiums, 51.7% demonstrated that follow-up management could be carried out. In particular, 55.3% of the projects from provincial regions could carry out follow-up management compared to 48.8% in Seoul. Moreover, it was demonstrated that 80% of the projects from institutions with 600-799 beds carried out follow-up management most effectively. With regards to previous presentations, the older they were, it was found that follow-up management could not be effectively carried out. Some institutions that responded that follow-up management was carried out effectively in their institutions were found to have conducted follow-up management without any inspection strategies or the appropriate tools. CQI activities were executed and terminated with no consistency and team members had no real concern for it. The most important factors that contribute to an effective follow-up management are the need for concern and interest from the directors of the hospitals, from the relevant departments and team members in addition to the role of the supervising department, follow-up management through management of target goals, consistency in tasks along with communication between all team members. The biggest problems were perceived to be overload of work due to accumulation of proposed projects in addition to lack of awareness pertaining to follow-up management. CQI is beneficial for all staff for the improvement of the mind and business administration and thus it is believed to be desirable. To carry out follow-up management effectively, leadership, analysis and application of information, follow-up management and planning, as well as quality management are perceived to be essential, on the other hand, the results showed a significant difference. To prevent CQI activities from becoming just an activity, the basic system should be reconstructed and augmented based on the problems derived from the results of this study. Moreover, we hope this study will be used as reference material that would encourage the administration of follow-up management after CQI activities in most hospitals. Furthermore, various studies on follow-up management should be conducted for CQI activities in the future.

• Journal of Construction Engineering and Project Management
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• 제5권1호
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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.

• 국제학술발표논문집
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• The 4th International Conference on Construction Engineering and Project Management Organized by the University of New South Wales
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• pp.324-329
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• 2011

Significant decisions are made by the project team during the early planning phase of capital facility project developments. The preproject planning phase begins after a decision is made to proceed with a project concept and continues until the detail design stage. Many of the industry practitioners and researchers have recognized the importance of preproject planning and that inadequate early planning is one of the key factors affecting project success. Nevertheless, the preproject planning practices vary significantly for the construction industry in Taiwan and the quality of preproject planning relies heavily on individual project team's experience. This research sets out to benchmark the preproject planning practice for the building construction industry in Taiwan. From late 2007 to early 2010, the researchers collected information from a total of 92 building construction projects using questionnaire survey. The analysis results show that the surveyed projects with better preproject planning have better cost and schedule performances on average. It is recommended that project team spend more efforts in the preproject planning stage to have a better chance of achieving project success.

• 한국건설관리학회:학술대회논문집
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• 한국건설관리학회 2003년도 학술대회지
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• pp.254-257
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• 2003

It is common to experience delays during construction projects. Delays can ca use substantial damages to an owner as well as contractors and is the sources of frequent disputes and claims. Many studies have been carried out to assess the causes of delays in construction projects. They are found to be almost similar, except some prevailed local condition. Most of the common construction delay factors are attributed to design faults, incompetent contractor, lack of team accountability etc. To minimize or eliminate the delay we have to follow the recognized fundamental principles of management such as: cost-time relationship, time priority, accountability, rewards, innovative thinking etc. The root causes of delays found out in this paper are not so much different than other previous study. If the implementing agencies properly followed the, fundamental management principles and some other related corrections as recommended in the paper, much construction delays can be avoided.

• 수산경영론집
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• 제50권4호
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• pp.45-57
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• 2019

Effective implementation of private subsidy projects requires comprehensive expertise in the aquaculture and construction sectors to be provided to private subsidy operators, local government officials and others involved in budget execution and settlement. Due to the strengthening of laws and systems related to the execution of state subsidies since 2015, the efficient implementation of private-sector grant projects has been difficult for delays in projects, cancellations, and conflicts with local governments from lack of prior awareness and understanding of related regulations. It is expected that the government will be able to activate the project by analyzing the current status and problems of each phase of project implementation for improving quality internalization of the project effects, as well as quantitative growth of the private sector subsidy project for environmentally friendly aquaculture development projects.

• Asia pacific journal of information systems
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• 제9권3호
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• pp.111-126
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• 1999

Current audit reports on IS development projects provide useful information to stakeholders but have such limitations as the lack of quantification of audit results and the insufficient recommendations on success factors. The purpose of this study is to solve these limitations, leading audit reports to become of future-oriented contents and form. This research was conducted through the logical inference from the review on the related literature, the analysis of audit reports from 1996 to 1998, and the collection of data from interviews and questionnaires with IS auditors. As a result of the study, eighteen success factors were identified for the development of IS projects, including the adequate composition of the system development team, the degree of project manager's cooperation with the client organization, and the timing of decision making.

• 산업공학
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• 제16권spc호
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• pp.1-6
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• 2003

This study deals with the problem of selecting 6 sigma projects. Traditionally, such selection was based on CTQ (critical to quality) or COPQ (cost of poor quality) derived within business units. Since the objective of 6 sigma is to achieve business goals in a short period, 6 sigma projects should be selected and carried out in coincidence with the whole company's strategies. This paper proposes two methods of selecting 6 sigma projects: one is to identify CTQ's by analyzing the company's BSC's (balanced score card) and then deploying them into subunits of the company and the other is to identify those projects with large hidden COPQ or cost of waste by applying value stream analysis and process model simulation to derive process cost models.

• 국제학술발표논문집
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• The 6th International Conference on Construction Engineering and Project Management
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• pp.588-592
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• 2015

Many studies have affirmed a negative influence of fragmentation on learning and knowledge sharing in construction projects. However, the literature overlooked enablers of learning within this context. The purpose of this paper is to explore the factors that facilitate project learning and ways to negate any unbecoming effects of fragmentation. Qualitative study used to explore the enablers through interviews administered to 11 top management individuals working in different construction projects in Malaysia. The findings revealed the following factors: participation, relationships, togetherness, and roles of project leader and coordinator. The role of boundary objects was also highlighted including information technology (IT), contract and procedures, drawings, specifications, and reports. The outcome of this paper initiates the development of a model for better knowledge creation and sharing in construction projects. The significance of this model stems from its ability to connection both the characteristics of construction project and project learning theories using the enablers. It is envisaged that future work will be to confirm the model in a quantitative study.