• International conference on construction engineering and project management
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• 2015.10a
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• pp.241-244
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• 2015

Within the building industry, building information modelling has been widely applied among different organizations, disciplines and project phases. In order to achieve coordination and synergy collaborative effort, it demands organized information flow and communication for effective implementation of project management through the construction process. Although many BIM researches provides solutions for project management, few efforts have involved the whole life-cycle process of project. In this article, BIM-based project management relying on a series of applications of BIM technology was introduced by coupling management requirement of a project with BIM. Through adopting BIM to the life-cycle management of the project and incorporating BIM applications to project management practice, we have developed a BIM-based project management approach that specialize in integrated BIM chain and interface-supporting system. At the end, the developing process of BIM-based project management approach is concluded.

• Journal of Korean Society for Quality Management
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• v.33 no.3
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• pp.135-148
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• 2005

This paper considers a six sigma project for reducing the project costs through project risk management. The project follows a disciplined process of five phases: define, measure, analyze, improve, and control. A risk management process map is used to identify process input and output variables. Seven key process input variables are selected by using C&E diagram and X-Y matrix and finally four vital few input variables are selected by the related statistical analysis. The optimum alternatives of the vital few input variables are obtained by the method of PUGH matrix. The process is running on control plan and we obtained substantial project cost reductions in early stage of the control phase.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.33 no.3
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• pp.93-101
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• 2010

Regarding project management, many organizations have developed and distributed general project management knowledge systems, and application fields use the knowledge systems to apply the process suitable for characteristics of a project. This study suggests project management process models to apply to product development projects and introduces the application cases. This product development project management process model is composed of five top processes of initiation and preparation, planning, implementation management, control, and termination and transfer. The five processes are re-divided into 18 bottom processes. These processes are expressed as input, control, output, and mechanism by using the IDEF0 model. This model is applied to the new car development project of a Korean automobile company and introduces the cases, which shows a project charter, a work breakdown structure, a project schedule, a progress s-curve, a risk register, and a performance report.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.35 no.3
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• pp.163-172
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• 2012

Regarding project management, many organizations have developed and distributed general project management knowledge systems, and application fields use the knowledge systems to apply the process suitable for characteristics of a project. This study suggests project management process models to apply to system integration projects. This system integration project management process model is composed of six top processes of initiation, preparation for contract, planning, implementation management, coordination and control, and termination and transfer. The five processes are re-divided into 25 bottom processes. These processes are expressed as input, control, output, and mechanism by using the IDEF0 model. For this model development, it has chosen the items which constituted a process through a questionnaire of experts.

• Proceedings of the Computational Structural Engineering Institute Conference
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• 2007.04a
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• pp.165-169
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• 2007

In order to develop VirtuAlmighty system, CPDM (construction project data management) and CPLM (construction project lifecycle management) model must be settled beforehand. Because most of information systems based on 3D-Design have its own database and business process. So, our team will develop collaboration management architecture of construction process for Decision Support based on PLM (Project Life-cycle Management). This architecture with business processes and Database can be used in process develop, process monitoring with many stakeholders of project, process change management, and so on.

• Journal of the Korea Institute of Military Science and Technology
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• v.10 no.3
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• pp.100-108
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• 2007

The purpose of the research is to propose an integrated project planning process and its implementation method. Although there is increasing interest in the application of the Earned Value Management(EVM) method in the project management area, the progress and maturity of the technical performance have not been included in assessing the Earned Value. The main concept of the planning process is to use cost, schedule, as well as the technical performance in the assessment of the Earned Value Management for Military R&D project management practices. The resulting process can enhance the efficiency of the project work by eliminating the currently duplicated activities between traditional project planning process and the newly implemented Earned Value Management process and by shortening the early planning process duration of projects adopting EVM practices.

• International conference on construction engineering and project management
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• 2009.05a
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• pp.173-183
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• 2009

Knowledge management (KM) is one of the useful management tools in today's project management (PM) practice, such as construction projects. Nobody can deny the importance of "useful knowledge" always helps organizations and project managers shaping a decision. Due to the trend of globalization, it is now very common that an organization may comprise employees from different countries of distinct national-cultures working together. It is also not uncommon that different projects, within an organization, may have their own organizational-cultures which influence its knowledge repository, transfer process and knowledge strategy. Therefore, it is extremely difficult to align all these cultures and consolidate them to benefit the KM process and PM practice. Organizations and project managers understand that different national-cultural and organizational-cultural factors will create impact on the philosophy of KM process which will subsequently affect PM practice. Those factors may affect interpersonal relations and exchange of knowledge between projects and amongst staff. Systematic KM process can utilize the goodness of different employees from distinct cultures which can eventually drive the organization and projects to success. The purpose of this paper, based upon a case study of a Hong Kong construction company, is to discuss how those cultural factors are linked to KM and what organization and project managers can do to improve the KM process and PM practice.

• Korean Journal of Computational Design and Engineering
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• v.14 no.5
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• pp.338-345
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• 2009

c-PMS(collaborative project management system) is a business process(BP) based tool to manage collaborative projects which accomplish common business objectives determined by mutual agreement of companies using limited resources and time. This study analyzes collaborative BP, collaborative projects, and their relation, and proposes the architecture and operation scenario of c-PMS consisted of business process asset management(BPAM) sub-system and project manage(PM) sub-system. BPAM sub-system models private and public BP using a client/server based modeler, defines collaborative BPs process from public BPs, and manages them as companies' asset on a web portal. PM sub-system globally manages collaborative project using planning, execution, monitoring, and analyzing functions.

• Industrial Engineering and Management Systems
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• v.11 no.1
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• pp.39-47
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• 2012

Requirements definition, which determines a project baseline, has a strong impact on the success of a project. However, since in-depth requirements are gradually revealed through the requirements definition process, the requirements definition is not a straight forward process and often falls into disorder. Thus project management standpoints are critical for the success of the requirements definition. In this paper, we present a framework and mechanisms of communication-centered project management, which controls the requirements definition process based on the situation of communication-oriented activities among stakeholders. In addition, we present a communication-centered project plan with a planning method. The project plan, which represents a time schedule of requirements definition activities, is made by a simulation-optimization algorithm using a stakeholder matrix showing the relations of requirements domains and relevant stakeholders. The effectiveness and the significance of communication-centered project management at the requirements definition phase are demonstrated by numerical examples.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• 2004.11a
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• pp.89-94
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• 2004

Many innovative management processes, which are also termed as best practices or value improving practice, have been proven to successfully improve the value of capital facility projects. With a lack of any guidance on how to implement the most suitable value management process for a particular project, the objective of this paper is to facilitate the VMP implementation. A CII (Construction Industry Institute)'s recent study, titled as 'Development of the Value Management Toolkit,' encompasses a comprehensive structure of value management and provides a new methodology in optimizing the implementation of the value management processes in order to leverage the unique project circumstances, such as project objectives, resource availability, and site limitations, etc. As a pioneering study, the findings contribute to the expedition of implementing value management processes in the industry and maximize the potential benefits in applying the most benefiical value management process for a particular capital facility project.