In the case of nuclear projects, when developing a new reactor type, it is necessary to confirm the reactor type, secure the safety, and especially obtain the construction permit approval of the licensing authority for construction. Schedule management is necessary to carry out nuclear projects, and progress rate management of project progress management is largely composed of three elements: scope management, cost management, and resource management. However, in the case of the small modular reactor (SMR) project currently being carried out, it is difficult to calculate the progress rate including budget and resources due to the nature of the project. Therefore, in the SMR project, it took two years from the beginning to prepare the integrated project master schedule (IPMS) to prepare the draft, and then two revisions were made over a year and a half. In this SMR project, we will consider the entire construction period such as design, purchase and production, construction, commissioning, and operation in terms of scope management. The entire document list was created using the document review and approval sheet created at the beginning of the design. In the PMIS (Project Management Information System), the number of approved documents was calculated by comparing the list of engineering documents. In the purchase production part, the main core equipment such as the primary system nuclear steam supply system (NSSS), the secondary system turbine and condenser, and the man machine interface system (MMIS) are managed. Purchasing and manufacturing management shall be managed so that major equipment can be delivered in a timely manner in accordance with the schedule for delivery of equipment in the IPMS. In order to prevent delays in the start of production, it is necessary to minimize the waiting time for work through advance management tasks such as insurance of drawing, stocking of materials, availability of production facilities, etc. In this way, we decided to carry out the schedule management for the design, purchase and manufacturing part in the SMR project first, and the installation, construction and commissioning part will be prepared for the future schedule management.

The National R&D Innovation Act emphasizes the improvement of the quality of R&D activities. The research institute is making efforts to improve the quality of research and effectively manage research implementation. KINAC has conducted various R&D projects regarding nuclear nonproliferation and nuclear security, and their scope and scale have been gradually more widened and increased. It consequently becomes important how to successfully manage research projects and ensure their qualification with the growth and complexity of research in KINAC. Unfortunately, no attempt was made to introduce and apply project management methodologies. Therefore, the objective of this study is to introduce project management standards and guidelines as an initial step towards improving the overall research quality of the institute. Project management is the well-organized application of knowledge and techniques to efficiently and effectively initiate, plan, control, and close projects, in order to achieve specific goals and meet success criteria. There are some guidelines regarding project management, including PMBOK (the Project Management Body of Knowledge), PRINCE2 (Projects in Controlled Environments), ISO 21500 (Guidance on Project Management), and PMP (Project Management Professionals), etc. They are international standards that consist of processes, guidelines, and best practices for project management. They provide structured processes and approaches to plan, execute, monitor, control, and complete projects. By reviewing the guidelines, the commonly important factors, including schedule, cost, quality, resources, communication, and risk management were introduced to apply to KINAC R&D project implementation. In addition to the management standards, systematic efforts are also continued to enhance the R&D qualities of the institute. These efforts include the implementation of a quality management system (ISO 9001:2015), development of an integrated research achievements management system, regulation development, and distribution of guidebooks for project managers and researchers. These efforts have been evaluated as improving the quality of the research.

ISO 9001:2005 is the international standard for implementing a Quality Management System (QMS), which provides a framework and principles for managing an organization’s quality management. The aim is to ensure that the organization continuously provides products and services that satisfy regulatory requirements. The “process approach” in ISO 9001 is defined as a systematic method of achieving organizational goals by comprehending and managing the interconnected processes as a cohesive system. Recently, KINAC has decided to develop standard processes in the field of R&D and performance management based on the framework of the ISO 9001:2015 quality management system. The objective of this study is to establish standardized processes for conducting research and development, as well as managing the outputs and performance of R&D activities. It involves identifying, designing, implementing, monitoring, and continually improving processes to ensure consistency, efficiency, and effective management of KINAC R&D and its achievements. Firstly, R&D and the research performance management process were defined, and the processes were categorized by function according to the requirements of ISO 9001:2015. Second, the ISO 9001 requirements were compared to the institute’s existing regulations and documents in order to identify any additional processes and procedures needed to meet the quality management requirements. Finally, the lists of quality documentation were determined for the institute’s QMS. As a result, a total of 30 QMS documents were listed, including 1 manual, 12 quality processes and procedures, and 17 quality instructions. The documents can be categorized into four process groups: the management and planning process group, the R&D and achievements management process group, the analysis and improvement process group, and the support process group. All input and output information of each process are connected and interrelated. The implementation of quality management standards and procedures for R&D in KINAC could lead to improved research practices, more reliable data collection and analysis, and increased efficiency in conducting R&D activities. For further study, it is planned to create detailed, high-quality documents that adhere to standard requirements and guidelines.

The decommissioning project of NPP is a large-scale project, with various risks. Successful implementation of the project requires appropriate identification and management of risks. IAEA considered risk management “To maximize opportunities and to minimize threats by providing a framework to control risk at all levels in the organization”. Framework-based risk management allows project managers to identify key areas in which action should be taken at an appropriate time. Also, it enables effective management of projects by supporting decision-making on sub-uncertainty. Risk could be categorized according to the source of the risk. This is called Risk Breakdown Structure (RBS), and is documented as a risk assumption register through a risk identification process. IAEA considers various factors when defining risks in accordance with ISO 31000:2009. IAEA SRS No.97 presents a recommended risk management methodology for the strategy and execution stage of the decommissioning project of nuclear facilities through the DRiMa project conducted from 2012 to 2015. The risk breakdown structure classified in DRiMa project is as follows: (1) Initial condition of facility, (2) End state of decommissioning project, (3) Management of waste and materials, (4) Organization and human resources, (5) Finance, (6) Interfaces with contractors and suppliers, (7) Strategy and technology, (8) Legal and regulatory framework, (9) Safety, and (10) Interested parties. They have various prompts for each category. Such a strategy for dealing with risks has negative risks (threats) or positive risks (opportunities). The negative risks are as shown in avoid, transfer, mitigate and accept. On the other side, the positive risks are as shown in exploit, share, enhance and accept. During the decommissioning, a contingency infrastructure is needed to decrease the probability of unexpected events caused by negative risks. The contingency infrastructure of decommissioning project includes organization, funding, planning, legislation & regulations, information, training, stakeholder involvement, and modifications to existing programs. Since all nuclear facilities have different environmental, physical or contamination conditions, risks and treatment strategies should also be applied differently. This risk management process is expected to proceed at the stage of establishing and implementing a detailed plan for the decommissioning project of each individual plant.

The establishment of processes for the decommissioning a Nuclear Power Plant (NPP) is one of the objects that must be prepared in carrying out the decommissioning project. In particular, in the domestic situation, where there is no experience of decommissioning commercial NPPs, it is necessary to organize the tasks and contents well in advance for the successful initiation of the project. Therefore, this study intends to present a guide-level approach to develop management for domestic decommissioning projects. As a documented template for recognizing a process, there may be a process map and description, and information such as the work structure and the relations between the activities should be indicated. In reality, activities will be managed through a set of computer system, so it would be better if the work content, activity flow, relation, management target information, computerization contents, etc. were materialized in the process. What is important here is to define the management areas and activities and draw the activity flow. Domestically, it has rich experience in construction of NPPs and has a track record of exporting NPPs to the UAE. From these experiences, we have established a framework for standardized work in construction management and construction processes, and are performing them through a computerized system. Since the work of decommissioning has a similar nature to that of construction, we will be able to benchmark the procedure for the decommissioning from the construction management procedures. Typically, in the case of schedule management, the concept and structure of the construction process will be applicable to the decommissioning. Meanwhile, the licensee of domestic decommissioning is the same as the licensee that performs the operation, and the members who will perform the decommissioning also have experience working in the operation period. Therefore, the decommissioning works are an extension of the task during operation. Representatively, there are some processes that can be applied as it is even when decommissioning, such as dismantling work and the safety management process of the radiation zone. Therefore, in carrying out the decommissioning of NPPs in Korea, processes and activities of the management area should be established from the construction processes with abundant experience and the processes during operation. Rather than making a completely new work process, this approach that properly reflects the existing work flow is expected to be an appropriate way to avoid the repulsion of employees and maladjustment to the new environment.

The study aims to contribute to the improvement of project management in Vietnam. It focuses on developing new critical success factors (CSFs) which can be used to assess the success of project management in the country. This is a promising issue considering the rapid changes occurring within the business environment. The reason is because CSFs carry great consequences on project management issues, particularly in the context of Vietnam, which is currently experiencing many big scale projects involving both local and foreign investors. Two applications are utilised. One is to adapt the business model of Belassi and Tukel (1996) to observe the transitional and emerging economy of Vietnam. The other is to examine the data collected from a survey to examine the new CSFs which can then be used to assess the success of its projects and project management in Vietnam. The research results showed some remarkable differences between CSFs of Vietnam and foreign countries in both number of success factors and its impact levels which should be paid attention by foreign project managers/owners when doing investment and project management in Vietnam. The outcome generated can be useful to project owners/managers as well as policy makers in Vietnam’s business environment.

미국프로젝트관리협회(Project Management Institute)에서는 리스크의 형태를 외부 리스크(External Risk)와 내부 리스크(Internal Risk)로 구분 하고 있다. 외부 리스크는 프로젝트에서 통제가 불가능한 리스크로 정책 및 관련제도 변화, 기후 및 자연재해, 환율 등이다. 내부 리스크는 사업 자체에 존재하는 리스크로, 프로젝트내부에서 통제가 가능한 항목들이다. 프로젝트 관리상의 기술적 위험은 비용, 품질, 시간, 안전, 환경이다. 따라서 건설프로젝트의성공적인 수행을 위해서는 외부 리스크와 내부 리스크를 모두 관리해야 하며, 특히 기술적 리스크 관 리를 통하여 시설물의 품질과 안전을 확보할 수 있다. 특히 다수의 시설물로 구성된 복합 시설물은 다수의 단위프로젝트로 구성되어 있고, 다 양한 참여주체 및 이해관계자간 갈등이 존재하기 때문에 잠재 리스크에 대한관리의 중요성이 대두되고 있으며, 리스크 관리의 부재는 사업 지 연 및 공사비 증가와 더불어 시설물의안전에도 부정적 영향을 미친다. 본 연구는 복합 시설물의 안전성 확보를 위한 사업관리 측면의 리스크관 리 프로세스 구축 방안의 제시를 목적으로 수행하였다. 이를 위해 리스크 관리 프로세스의 구축 절차를 제시하고, 각 단계별 활용 가능한 리스 크 정보로서, 건설프로젝트에 내재된 리스크의 유형 및 요인, 그리고 대응 전략을 제시하였다.

그동안 백두산 화산재 피해에 대한 인식과 대비책 마련에 대한 연구가 진행되었지만 정보통신분야에 관한 관리기준과 매뉴얼의 연구는 부족하였다. 특히, 해외 사례와 비교해보면 화산분화재난에 대한 위험성이 낮다고 판단되어 세부적인 관리기준이 미약함을 알 수 있다. 따라서 화산분화로 발생한 화산재의 피해영향과 그에 따른 다각도의 대응방안의 연계가 미흡하고, 부처별 역할 및 업무도 개략적인 수준에서의 제시에 머물러 있다. 특히, 통신시설 분야는 미세먼지(황사/분진) 및 대설/폭우 등의 재난 시에도 통신서비스가 가능하도록 대비책이 강구되어 있으나, 화산재 재해에 대한 운용교육은 이루어지고 있지 않다. 그리하여, 부처별 역할 및 업무에 대한 구체적인 대응방안들을 제시하여 화산재의 낙하 및 확산 시에 신속하고 효율적인 대응 및 공조방안에 관한 관리기준을 제안하였다. 이에 본 연구는 화산재의 퇴적량과 수분함유량을 중심으로 정보통신시설부분의 관리기준을 수립하였다. 왜냐하면 아직까지 국내에 실재로 발생하지 않은 사례이며, 대응 기준의 퇴적량이 비나 바람에 의해 정보통신 시설에 균등하게 쌓이지 않기 때문에 최대치의 퇴적량과 습윤 등을 고려하여 제시하였다. 즉, 정보통신 시설 중에서 전송, 선로, 전원시설을 주요시설로 보고 관리기준을 화산재 피해정도(VAD, Volcanic Ash -Degree)에 따라 Ⅰ~Ⅳ단계로 구분하였으며, VADⅠ단계는 미미한 피해를 일으키는 단계, VADⅡ단계는 약한 피해를 일으키는 단계, VADⅢ단계는 심한 피해를 일으키는 단계, VADⅣ단계는 극심한 피해를 일으키는 단계로 구분하여 제시하였다. 다만, 본 연구가 제시한 관리기준은 실험값이 아니고 해외사례를 바탕으로 진행한 연구이기 때문에 퇴적량의 정량적 기준치 설정은 향후 지속적인 실험과 연구를 향후 과제로 남겨두었다.

Agriculture is not only sources, but also sinks of GHGs through removal or sequestration of carbon and methane. Therehave been many efforts around the world to improve agriculture’s ability to sequester GHGs and to seek ways for economicbenefits through the emissions reduction project. Specially, animal waste management system and biogas plants have beenuseful to environmental policies in agriculture sector. The objectives of this study were to analyze the CDM project currentsituation in agriculture sector and draw a implications from its analysis. As a result of the investigation, strategies andprocedures are suggested to link agricultural policies to the CDM projects to create economics opportunities for the koreanagriculture. So it will be useful, a strategy to raise the economic feasibility of a rural area’s animal waste managementsystem and biogas plant project should consider to develop domestic technologies of biogas digester. Also, localgovernment, local college, rural communities should agree to closely work together to resolve the national’s greenhousegas reduction issue.

Purpose – Appropriate project management knowledge as well as its effective application in the construction industry increase construction quality and, therefore, reduce fatalities and destruction. Research design, data, and methodology – This study was conducted through a comparative analysis of earthquake fatalities in Iran, Turkey, Pakistan, Indonesia, China, Haiti, Japan, and the United States of America. The data was analyzed using a frequency study. The analysis contrasts the fatalities of some of the strongest earthquakes around the world between 1960 and 2010. Results – Poor quality construction practices and a lack of effective application of project management knowledge play a major role in the vast destruction, high death toll, and dismal tragedies that are associated with earthquakes, especially in Iran. Conclusions – Despite the history of tragic earthquakes and their continuing recurrence, this study attempts to make governments, companies, and disaster management personnel aware of the dangers of poor quality construction and the deficient application of project management knowledge and, further, accentuates effective ways to prevent the probability of serious damage in future. This study contains valuable information on the effects of project management application towards reducing earthquake fatalities and destruction.

The existing standard cost of project management of empowerment sector in general rural development project has problems with standard cost system without considering characteristics of empowerment project and unclear division of works. These problems are a lot of trouble to fulfill the project. Thus, it needs an arrangement of standard cost considering detailed characteristics of project management in the empowerment sector. The contents and results of this study can be summarized as follows. 1) To set accurate standard cost, we carried out three-step processes, such as elicitation of standard works, calculation of workload and determination of standard cost. (1) In an investigation of 30 rural area dividing 8 parts about an workload of empowerment project, an average workload is 1,499 hours. (2) Based on this results, the standard cost is calculated at 15% of project cost in over 600 million won, at 28.75% of project cost in under 500 million won, by standards of empowerment project cost. 2) It set the responsibility management cost to 15% of empowerment project cost considering existing awareness, workload and work professionalism of project management. Based on the results, It suggested the practical use as basis for efficient management of the future empowerment projects. To achieve this, It needs to promote maximizing results on the whole project through the legalization processes including amendment of existing regulations.

This study verified for the necessity for the comprehensive analysis of outcomes resulting from the local industry promotion project in many respects. To analyze the operation planning for performance management of local industry promotion project, this study redesigns the so-called PDCA(Plan→Do→Check→Act) model which is also known as Deming Cycle and verifies some hypotheses. To accomplish study purposes, 169 response samples from 85 project groups which drive the local industry promotion project were verified using SPSS 12.0. The findings are as follows: First, there was a positive relationship between the planing phase and the implementation phase. Second, there was also a positive relationship between the implementation phase and completion of the project phase. Third, there was a positive relationship between the planing phase and completion of the project phase. Finally, the implementation phase was a partial mediator on the relationship between the planing phase and completion of the project phase. Based on these findings, the implications and the limitations of the research findings were discussed, and recommendations for future research were provided.

본 연구에서는 재해위험지구 정비사업의 질적 수준제고를 위하여 지금까지 수행된 재해위험지구 정비사업에 대해 비용대비 효과성을 분석했다. 최근의 재해이력을 고려하여 8개의 분석대상지구를 선정하였으며, 편익·비용비(B/C)를 사용하여 투자효과를 분석하였다. 해당지역의 과거재해이력을 활용하여 편익을 산정하였으며, 비용은 총사업비로 적용했다. 8개의 분석대상지구에 대한 분석결과는 피해규모, 할인율 등의 인자에 따라 다른 범위에서 B/C＞1을 나타내는 것을 알 수 있었다. 분석결과에 따르면 8개의 대상지구에 대한 평균 B/C는 1.78로 1이상을 나타내는 것으로 확인되었다. 이러한 결과로 볼 때 재해위험지구 정비사업으로 인한 투자효과성이 있는 것으로 판단된다.

Study of the background and state of Osaka's waterfront space development and analysis of the functions of 22 chosen major facilities of development project reveals the following four types: amenity-oriented development, large-scale synthesis type development, renewal compound area type development, exchange communication promotion type development. Osaka bay area has served primely as the base of harbors, industry and energy, while analysis of the ongoing project has found that the city has been making a functional transition to a type of development to live up to the needs of the times, suggesting that is wise that Korea's future direction of waterfront development be oriented toward environmental-friendly development by taking advantage of low-density area's natural resources. Given the plurality and complexity of the law of coastal zone, what is needed is a legal maintenance for coastal zone's clear-cut coordinating function and for environmental-friendly development with the limitations of seaside and coastal functions in mind.