• International conference on construction engineering and project management
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• 2022.06a
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• pp.25-32
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• 2022

As a project delivery method, Design-Build (DB) has provided owner, architect, and contractor groups with a process of early design and rapid construction for the past three decades. Although there are many benefits to using standard DB, dissatisfaction has arisen due to limitations to innovate, limited owner involvement during design, and often lengthy procurement. Progressive Design-Build (PDB) has become an appealing alternative providing benefits not seen with standard DB. This paper investigates how PDB impacts a project and how it compares against standard DB; it also presents a proposed framework for evaluating the owner's responsibility and assessment of a project, which we named the "Four Pillars of Project Success". The four pillars are defined with respect to an owner's responsibility and assessment of a project, including project predictability, project risk, project schedule, and project cost. We conducted a literature review, examined several public project case studies, analyzed PDB project information collected by the Design-Build Institute of America (DBIA), and held stakeholder interviews with owners, contractors, and architects who have used both PDB and standard DB. This paper offers insight into PDB's structure and outcomes so an owner group can make an informed decision when considering PDB as their next construction contracting method.

• Korean Institute of Interior Design Journal
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• v.21 no.5
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• pp.208-216
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• 2012

The importance of applying project management in interior design has been increased due to recent changes in construction business environment along with market opening which demands more systematized and organized project management system. Yet, project management has not been utilized for interior design industry in Korea. This study intends to define the concept of project management in interior design, categorize tasks of each phase in office design project, and establish a table of elements which should be considered in each task. The table can be utilized as a checklist at the designing site. An in-depth analysis was conducted on the tasks in the Designing phase. In short, this study demonstrates five management phases and nine tasks. The differentiated checklist for office design is discussed in the project management of the Design phase. The checklist established in this study can be used as a practical guideline not only for the clients who are not familiar with management of design project, but also for existing project managers and interior designers. Further studies on management of design projects and development of checklist other than office design is needed.

• Proceedings of the Korean Nuclear Society Conference
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• 2005.10a
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• pp.107-108
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• 2005

• Journal of The Korea Institute of Healthcare Architecture
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• v.14 no.4
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• pp.47-54
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• 2008

Preconstruction process in a lean project delivery system was studied in one large healthcare project working for a general contractor. Researchers joined a new lean delivery project for approximately six weeks and participated in preconstruction process including design coordination, management coordination, and target costing while concurrently interviewing other project participants and employees, recording activity in meetings, and otherwise observing the process. The preconstruction process in lean project delivery system, called integrated project design, showed many benefits such as brining expertise of downstream players (i.e., mechanical and electrical contractors) into the design phase. However, lack of leadership and lack of design-integrator blocked the successful application of a new concept of design process.

• International conference on construction engineering and project management
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• 2013.01a
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• pp.332-337
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• 2013

Various project delivery methods have been utilized by owners over the years to maximize project performance. The design-build delivery method is being increasingly used due to the advantages it can offer to an engineering construction industry. Numerous studies have advocated the use of design/build over the traditional design/bid/build delivery approach. This study represents comprehensive analysis of 40 projects from the construction industry and shows that design/build method may not provide all the benefits to project performance. This study found timesaving was a definitive advantage of design/build project delivery, but the positive effects of cost changes was not convincing. Based on the results of the study, the project management expertise and experience of the contractor may have a greater impact on project performance outcomes than focusing on project delivery strategy only.

• Proceedings of the Korea Society of Design Studies Conference
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• 1998.10a
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• pp.48-49
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• 1998

• Journal of recreation and landscape
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• v.12 no.4
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• pp.79-90
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• 2018

Yesan-gun was selected to receive a "Village Community Garden Project" in 2018 to foster a sense of community and improve the urban landscape by working with neighbors to create a happy living space for residents. Yesan-gun selected Sapti Park, located in Yesan-eup, as the project site. The project was carried out through the design charrette method (an intense period of collaborative creativity) to allow residents to propose and design park concepts themselves for the community garden construction project to ensure that that the park facilities would provide something for everyone to enjoy. This study followed the actual design project that actively introduced the design charrette in planning the community garden, describing the entire design process from planning to construction and revealing how the opinions of residents were projected onto the design drawings. The purpose of the project was to advance user-participation design methods by reviewing the progress of the design charrette process and to examine how storytelling, the act of conveying ideas through a fun and persuasive story, transformed the plans for the community garden.

• 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.

• International Journal of High-Rise Buildings
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• v.2 no.2
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• pp.93-96
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• 2013

Greenhouse gas emissions and excessive energy consumption have been an on-going world issue nowadays. We can find that the majority portion is caused by high-rise office buildings. In order to resolve these problems, it is extremely important to implement various active or passive strategies in a building design. To successfully meet these design goals and energy reduction approaches, a project building must utilize an efficient design process from the early start. One of the most effective project delivery process called Integrated Project Delivery (IPD) will be implemented in a case study project building (KEPCO) during design phase and show how important it is to plan a project's green environmental performance goal together through an early collaboration from all key project participants, which helps to construct an successful green building design without any critical construction pitfalls.

• Korean Institute of Interior Design Journal
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• no.16
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• pp.91-97
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• 1998

We have been taught designing process throughout the long period of education. Nevertheless it is hard to make a quick response to actual project However if we are faced with the actual project as a design professionals it is hard to cope with the project at once nothing but ambiguous idea. Also most of designers concemed with the project do not recognize who are responsible for what. Consequently this attitude delays the entire operation causing waste of time and resources and leads to the unacceptable result. This research is designed therefore to come up with the projects control process that is practical enough to encourage interior designers as well as design firms to face actual projects with shrewd response. There is of course no single right answer to certain design projects. But at least there should be a guideline which shows designers more reasonale systematic ways to control design project lest they should waste time and cost : a guideline as an assistance for successful design result.