• Journal of Construction Engineering and Project Management
• /
• 제5권1호
• /
• pp.20-25
• /
• 2015

Interface management problems inherent in construction projects hamper their successful delivery. Therefore, this study aimed at determining the most important project interfaces in construction works in Nigeria in terms of most significant potential impacts, so that management attention are objectively focused on potential highest impacting project interfaces. From a review of literature, 28 project interfaces management issues were identified and categorized. Structured questionnaires were used to collect data concerning the impact (estimated losses to the project in terms of cost) and probability of occurrence of the identified interfaces. The interfaces were ranked using their computed Matrix Scores (MS). The results reveal that "project-workers interfaces problem manifested in use of inappropriate mixes" is the highest impacting. A ranking of the interface categories also reveal that the interfaces at the execution phase of a project (MS = 1226.79) are those that could result in the highest losses to the project.

• Nuclear Engineering and Technology
• /
• 제41권3호
• /
• pp.215-224
• /
• 2009

Innovative Human System Interfaces (HSIs) has been a major topic of research of the international Halden Reactor Project (HRP) for many years. Different design concepts have been addressed and prototypes have been implemented and evaluated in the experimental control room facility of HRP. Many of the concepts go far beyond traditional P&ID type displays, and utilize advanced computer graphics and animations. The paper briefly describes some of the concepts, their advantages and disadvantages experienced through evaluations and feedback from users.

• 대한전자공학회:학술대회논문집
• /
• 대한전자공학회 1998년도 추계종합학술대회 논문집
• /
• pp.313-316
• /
• 1998

Inspired by the principle of the open market, a future network service model is forced to permit a much greater degree of flexibility, reconfigurability, programmability, protability and maintainability in telecommunication infrastructure. In this paper, one of standardization activities for the open programmable network model, IEEE standardization project P1520 (Application Programming Interfaces for Networks), is discussed.

• 산업공학
• /
• 제13권1호
• /
• pp.110-119
• /
• 2000

Resource-constrained project scheduling is to allocate limited resources to activities to optimize certain objective functions and to determine a start time for each activity in the project such that precedence constraints and resource requirements are satisfied. This study suggests a multi-project scheduling model which can level work loads, make the most of production capacity and restrain the delay of delivery by developing a heuristic algorithm which minimizes the project completion time and maximizes the load rate under resource constraints.

• 한국철도학회:학술대회논문집
• /
• 한국철도학회 2007년도 추계학술대회 논문집
• /
• pp.151-157
• /
• 2007

It is important to manage internal and external interfaces in a system integration. As there are many of related multi-disciplinary engineers and high level complexity in big and complex project, it is difficult that carrying out interfaces management by consistent method. We study the method that represent efficiently system interfaces by matrix structure. And we suggest the way to identify system interfaces and trace interfaces between components using Interface Analysis Matrix and Interface Control Document.

• 산업공학
• /
• 제11권3호
• /
• pp.167-180
• /
• 1998

This study is concerned with the development of a project management system for the turnkey-based plant project, which will help the site manager to plan, control, and report the project progress. This system has been developed as one of the modules of the integrated information system for the H Heavy Industry Co. and is composed of five subsystems; project information system, drawing-material management system, process management system, project progress report system. A/S management system. it also integrates commercial project management package in order to schedule the project activities and report the project progress to the owner. The main purpose of the system is to provide project information, including drawing, material, and progress, to the site manger in the real time and to accumulate site know-how for the turnkey-based plant project.

• 산업공학
• /
• 제21권2호
• /
• pp.198-208
• /
• 2008

Effective management of a project is a crucial issue to software companies. There are various international standards, such as CMM, ISO9000, and SPICE, applied to project management. But, small scale companies have some difficulties in accepting those standards because of its complexity and enormous manpower requirements. This study proposes a project management approach streamlining the CMM by which a small scale software company can perform the tasks with ease. A prototype system has also been developed to show the capability of the proposed model.

• 산업공학
• /
• 제24권2호
• /
• pp.119-127
• /
• 2011

Most companies have been increasing temporary work projects to maximize the usage of their resources. They also have been developing the effective techniques for analyzing and managing the state of the projects. In order to monitor the state of a project in real-time and predict the project's future state more accurately, this paper suggests the Bayesian Network (BN) as a tool for discovering the causes of project risk and presenting the failure probability of the project. The proposed BN modeling method with consideration of the Earned Value Management (EVM) method shows how to induce the predictive and conditional probability of the risk occurrence in the future. The advantages of the suggested model are (1) that the cause of a project risk can be easily figured out via the BN, (2) that the future value of the project can be sufficiently increased by updating relevant components of the project, and (3) that more credible prediction can be made in the similar and future situation by using the data obtained in current analysis. A numerical example is also given.

• 산업공학
• /
• 제18권2호
• /
• pp.167-177
• /
• 2005

As the largest shipbuilding company in the world and the leader in the Korean merchant shipbuilding industry, Hyundai Heavy Industries is currently struggling to carry out intensive productivity improvement efforts in order to be the global merchant shipbuilding market leader by surpassing in the competition with Japan and being free from the defiance of China armed with very cheap labor costs. This paper introduces the academy-and-industry collaborative project, a part of the productivity improvement efforts, which has conducted on the steel stockyard operations. As a pilot project that researches for the way of improving the stockyard operations and ignites further projects on the stockyard operations, the project defined the stockyard operations, measured current situations, and analyzed management dilemmas. In addition, the project developed the steel stockyard operations simulator. Besides that the simulator is used by the operations manager who has heavily relied on his work-experienced intuition when making decisions, this paper expects that further projects on the stockyard operations utilize the simulator for their own purposes.

• Journal of Construction Engineering and Project Management
• /
• 제10권1호
• /
• pp.16-32
• /
• 2020

Cost and time control of projects is important in preventing project failure. However, achieving effective cost and time control in practice is often challenging. The challenges of project cost and time control in practice are investigated by carrying out a questionnaire survey on the top 150 construction contractors in the UK followed by in-depth semi-structured interviews of practitioners from 15 construction companies in the country. Quantitative analysis reveals that design change is the most important factor inhibiting the ability of UK contractors from effectively controlling both the cost and time of construction projects. Four of the top five factors inhibiting effective cost control are also the top factors inhibiting effective time control albeit in a different order. These top factors-design changes, inaccurate evaluation of project time/duration, risk and uncertainty, non-performance of subcontractors and nominated suppliers were also found to be endogenous factors to the project. Additionally, qualitative analysis of the interviews reveals 16 key challenges to prevent for effective project cost and time control in practice. These are classified into four categorised based on where they stem from as follows; from the organisation (1. Lack of integration of cost and time during project control, 2. lack of management buy-in, 3. complicated project control systems and processes, 4. lack of a project control training regime); from the construction management/project management approach (5. Lapses in integration of interfaces, 6. project control not being implemented from the early stages of a project, 7. inefficient utilisation and control of labour, 8. limited time devoted to planning how a project will be controlled at the outset); from the client; (9. Excessive authorisation gates, 10. use of adversarial and non-collaborative forms of contracts, 11. communication problems within client set-up, 12. obstructive client representatives) and; from the project team (13. Lack of detailed/complete design, 14. lack of trust among the project partners, 15. limited time devoted to project control on site, 16. non-factual reporting). The study posits that knowledge of these project control inhibiting factors and challenges is the first step at ensuring they are avoided and enable the implementation of a more effective project cost and time control process in practice.