라오스는 지정학적인 관점에서 5개국(중국, 베트남, 미얀마, 태국, 캄보디아)과 국경을 접하고 있는 내륙국가로서, 라오스 정부에서는 동남아시아 교류 확대와 경제 성장을 위해 라오스 내 도로건설 가속화를 통해 라오스 경제 성장 동력 기반을 마련하고 주변국을 연결 하는 국가(Land-Linked Country)로의 전환을 추진하고 있다. 라오스의 총 도로 연장은 52,014km로 전반적으로 도로의 노후도가 매우 높 고 도로 상태가 열악한 상황이며 해외 원조사업을 통해 신설도로가 건설되고 있으나 포장도로의 연장은 약 11,755km(22.6%)에 불과하 여 우기에는 많은 비포장도로가 유실되는 사례가 발생하고 있다. 이러한 상황에서도 라오스 전체 화물량의 약 90%, 여객의 95%가 도 로를 활용하고 있으며 수송량은 연간 14~18% 지속적으로 증가하고 있어 도로건설의 필요성은 공감하고 있으나 도로건설 기준 재개정 미흡, 도로건설 품질관리 인프라 부재 및 비포장도로 개선을 위한 전략 부재 등으로 라오스 정부주도의 튼튼한 도로건설 자립화에는 한계를 실감하고 있다. 이러한 라오스 정부의 도로건설 자립화의 한계를 극복하는데 기여하고자 국토교통부 국토교통 ODA 사업으로 2021년 7월 “라오스 도로 건설 및 관리 기반 자립화 사업”을 착수하였다. 본 사업에서는 라오스 정부주도의 지속가능하고 튼튼한 도로 건설 환경 조성 및 도로건설 자립화 기반 마련 지원을 위해, 라오스 도로건설 기준 및 품질관리 현대화, 도로건설 자립화 기반 마련 지원, 라오스 현지 비포장도로 개선 시범사업 및 라오스 도로분야 전문가 역량 강화 등에 과업을 수행하고 있다.

한국건설기술연구원은 2016년 캄보디다 공공사업교통부 요청으로 건설인프라 및 건설관리 체계 현대화에 대한 기술설명회를 수행하였 으며, 2017년 국토 인프라 건설 분야 기술협력 및 캄보디아 건설기술연구원 시범 운영 지원을 위한 협력 MOU를 체결, 2018년에는 지 속적인 상호 호혜 협력 관리를 위한 캄보디아 현지에 공동사무실을 개소하였다. 국토교통 ODA 사업은 2018년 개최된 한-아세안 인프 라 장관회의에서 캄보디아 공공사업교통부(MPWT, Ministry of Public Works and Transport)에서 대한민국 국토교통부에 캄보디아 도로 건설 및 관리체계 현대화를 위한 지원을 공식적으로 요청하여 2020년부터 40억원 규모의 국토교통 ODA 사업으로 『캄보디아 도로건 설 및 관리체계 현대화 사업』을 지원하였다. 사업 추진체계는 국토교통부, 해외건설협회에서 발주하여 한국건설기술연구원(정부출연 연구기관), 한국도로공사(공기업)이 컨소시엄으로 구성하여 수행하였으며, 캄보디아측은 공공사업교통부(MPWT) 정부 주도하에 신생 조 직인 산하 공공사업교통연구소(TSIPWT)와 협업하여 지속가능한 도로건설 및 관리체계 현대화 사업을 추진하였다. 사업의 주요내용은 ①도로포장 건설 관리체계 현대화 ② 지속가능한 자립형 캄보디아 도로포장 기술시험소 설립 지원 ③ 시험 기자재 및 현장조사 장비 공여 및 운영 노하우 전수 ④캄보디아 도로포장 기술시험소 시범운영을 통한 자립화 ⑤ 해외사업 및 기술역량강화를 위한 인재 양성 으로 구성되어 있다. 본 사업은 2020년에 6월에 착수하여 2023년 10월에 수행하였으며, 캄보디아 정부 또한 미래 세대를 위한 지속가 능한 도로건설 및 관리체계 자립화의 초석으로 본 국토교통 ODA 사업이 성공적으로 수행되었으며, 양국 간 적극적으로 협력하고 있 으며, 2단계 사업을 2025년부터 2027년까지 3년 간 수행할 예정이다.

몽골은 러시아, 중국과 국경을 맞대고 있는 내륙국가로 해외시장연결을 위해 도로 인프라 구축이 상당히 중요하다. 이에 몽골은 지 난 15년 동안 도로 건설을 지속적으로 추진하였으며 현재 몽골 국가도로 포장율을 약 50%까지 끌어 올렸다. 그러나 몽골은 최근 도로 포장 파손이 증가하고 이에 따른 보수예산이 증가하고 있는 추세인데, 이를 체계적으로 관리할 수 있는 관련 기술이 부재한 상황이다. 이에 본 사업에서는 한국의 30년 이상 축적된 도로관리기술을 기반으로 몽골에 최적화된 관리시스템과 장비를 개발할 계획이다. 이 를 통해 몽골에 디지털 기반 도로관리기술을 안착시키고 장기적으로 몽골의 도로연결성 강화 및 도로상태수준을 증진시키는데 기여하 고자 한다.

As the complexity and uncertainty of international construction projects increase, the importance of risk management capabilities in the construction industry has become more pronounced. Accordingly, Enterprise Risk Management (ERM) has become a widely adopted approach among organizations as a new way for more effective risk management. Despite its growing application, research related to ERM is still in its infancy, and most of the existing studies have been limited to financial industries. Therefore, this study aims to empirically examine the influence of ERM’s core elements on project risk management (PRM) and project performance within construction firms. Our findings indicate that the key ERM components—organization, policy, and culture—significantly enhance PRM processes, underscoring their critical role and importance. Additionally, effective PRM positively affects project outcomes, highlighting its significance for construction companies engaged in international projects. While ERM does not directly impact project performance, it indirectly improves outcomes through enhanced PRM capabilities. It suggests that ERM will contribute to the firm’s performance by improving the firm’s PRM capability through policies and a risk-focused culture corresponding to the adopted ERM organization and system..

막대한 예산이 투입되는 국가연구를 기획·관리·확산하는 연구관리 담당자들은 매우 중요한 인력이나, 역할에 관한 연구는 부족한 실정이다. 본 연구는 연구관리 전문기관 담당자에게 필요한 역량요소를 도출하고 역량의 중요도를 확인하고자 하였다. 이를 위해 4가 지 주요요인과 16개의 하위요인을 도출하였고, AHP 기법을 기반으로 설문조사(연구관리 담 당자와 연구자 90명 대상)를 추진하여 우선순위를 도출하였다. 전체 응답자 기준으로 역량의 중요도는 협력적 태도, 소통능력, 연구지식, 목표관리능력과 신의성실 순으로 확인되었으나, 담당자의 경우, 업무와 관련한 역량(규정지식, 판단능력, 정책지식)이 중요하다고 보는 반면, 연구자들의 경우 자신들을 보다 더 지원해 줄 수 있는 역량(협력적 태도, 소통능력)을 보다 더 중시하는 시각차를 볼 수 있었다. 이번 연구는 전문기관 연구관리 담당자의 채용과 역량 개발에 활용할 수 있을 것으로 사료된다.

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.

Under increased complexity and uncertainty of overseas construction projects, it is important for construction companies to improve their own project risk management capabilities instead of risk-taking strategies to secure competitiveness in the overseas construction market. Although most of the risks occur in project execution stage, many previous studies focused on planning stage including risk identification and analysis among PRM process. Therefore, this study aims to verify the effectiveness of whole PRM process during project execution stage through empirical study on participants of overseas construction projects. As the result it was found that first, the factor directly affects the project success is the execution process of PRM. It implies that appropriate actions such as appointing charged manager for risks, timely implementation of responding plan, continuous risk monitoring and updating established plan are the key for contribution to the project success. Second, the importance of communication in PRM is also found, which is not conducted at a specific but throughout the entire PRM process and need to be managed as essential factor for successful PRM..

Recently, defects that occurred during the construction of apartment houses have become a social issue. Defects in apartment houses lead to waste of resources and economic loss, causing psychological and physical damage to customers, and a decrease in reliability and financial loss to construction companies. The purpose of this study was to analyze the impact of defect occurrence according to the difference in project management level in the apartment housing construction stage, and to investigate the extent to which the project manager's experience affects the defect occurrence rate. For the empirical analysis of the study, statistical analysis was conducted using data collected from 130 actual projects. The results of the analysis showed that schedule management, cost management, and quality management had a positive effect on reducing the defect occurrence rate in the execution stage of apartment housing construction, while human resource management productivity had a negative effect. This study theoretically demonstrated the importance of project management, and in practice, showed that schedule management, cost management, and quality management should be faithfully performed in the execution stage to reduce the rate of defects after project completion. It was also suggested that hiring an experienced project manager would help reduce project defects.

Technology innovation companies are focusing on contributing to business performance by R&D project as a strategic tool. Successful R&D leads to corporate competitiveness enhancement, national industrial development, but there are high uncertainty and risks in R&D. Public and private R&D projects are carried out to achieve various purposes. It was verified how the risk management and benefit management of the R&D project affect the detailed R&D project performance between the Public and private domain. The impact of Project Leadership on R&D performance was also analyzed. Those who have participated in the Public and Private R&D projects at companies or research institutes were surveyed. First, it was found that project risk and benefit management have partially an effect on R&D project performance. Second, Public and private R&D Project Leadership showed partially a interaction effect between project management and project performance.

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.

목적 : 한국실명예방재단에서 발표한 사업보고서를 기초로 약시의 진단 및 원인, 치료 그리고 치료 결과에 대한 데이터를 분석하고자 한다. 방법 : 눈 건강증진 사업인 ‘취학 전 어린이 실명예방사업 보고서’ 중 2016년에서 2020년 최근 5년간의 보고서 내용 중 약시와 관련된 결과들을 분석하였다. 결과 : 약시 진단 및 원인으로 평균 50.87±3.97%로 절반 이상이 병원에서 약시를 확인하였으며, 평균 51.50±2.48%로 국내 약시안의 절반 이상이 굴절이상으로 인한 약시가 가장 큰 원인으로 나타났다. 약시 치료 기간은 1년 이하가 평균 54.42±9.27% 약시안의 절반 이상이 1년 이내에 치료가 완료된 것으로 나타났으며, 안 경 착용과 차폐를 병행한 방법이 평균 51.05±3.85%로 나타나 가장 많이 사용되고 있는 치료법이였다. 평균 68.86±13.13%가 시력이 향상되었으며, 치료 종결된 약시안은 31.98±23.53%를 보였다. 치료에 방해가 되는 원인에서는 아이의 치료거부가 42.34±3.76%로 가장 큰 이유로 나타났다. 결론 : 약시의 치료에 있어 가장 기본이 되는 것으로 시력이 가장 중요한 요소이며, 시력 향상을 유지하기 위해 서는 정확한 굴절검사를 바탕으로 한 안경교정 함께 정상적인 양안시를 유지하도록 하는 것이다. 국내 약시의 상 황을 정확하게 분석하기 위해서 본 연구를 기초로 앞으로 국내 약시의 지속적인 연구가 필요할 것으로 보인다.

The successful implementation of green supply chain management(GSCM) practices requires a level of cooperation that can be difficult to conduct. Despite this challenge, limited scholarly attention has been paid to exploring how the implementation of GSCM practices can be effectively facilitated and enhanced through accumulated social capital with suppliers. Based on social capital theory, this study postulates that supplier network characteristics derived from social capital with key suppliers can be critical antecedents of GSCM, which in turn enhances the firm’s environmental performance. To test hypotheses, data were collected from 330 firms in 15 countries, and structural equation modeling was employed. Results show that GSCM improves environmental performance, and structural and cognitive social capitals of the supplier network act as antecedents and lead to GSCM implementation.

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.

There is an increasing need for complex and large projects to be carried out quickly. As the duration, size, and cost of the project increase, concerns about project failure are also rising. Finding factors that hinder the performance of an effective project and eliminating them in advance or controlling and managing them more effectively can be a more direct way to secure the success of the project. Previous studies have identified compositional dimensions that are classified according to attributes, covering the various obstacles that affect the success of the project through existing literature. It is a follow-up to previous research. Using DEMATEL techniques, we would like to propose to explore the appropriate measures that an entity and organization can take by identifying the causality between factors through cross-impact analysis of project disabilities and even presenting factors that may arise when they are identified. As a result of the analysis, according to the indicators to evaluate the importance, 8 factors were found to be relatively important factors, excluding the factors that Failure of project feasibility analysis and Technical environment change. In addition, 5 factors were found to be causative factors; Technical environment change, Unclarity project plan, Strategic consistency error, Inaccuracy of requirement definition, and Failure of project feasibility analysis. In contrast, the remaining 5 factors were found to be the result factors; Lack of benefits realization, Negative attitude of top management, Stakeholder conflict, Difficulty of process management, and Disturbance of communication.

The purpose of this study is to analyze outcome of the project to improve old water supply facilities in Airforce Base to improve water revenue rate. To achieve the objective of this study, First, literature review is conducted to clearly define the concept of water revenue rate improve project. Second, WASCO project on 2 Airforce base review and smart water management pilot project on 1 Airforce base is conducted. Third, economical analysis of project is conducted to examine the outcome. As a result, WASCO and smart water management pilot project on Airforce base was effective to improve water revenue rate. Finally, the improvements were suggested after investigating the key factors on water revenue rate improve project. In the future, this study will be used as a baseline for developing water revenue rate improve project.

As the business environment is rapidly changing with globalization and complexity of information flows, the uncertainty is also very increased for project environment. Although many studies have been conducted to find out the critical factors for project success, there still exist different views to define project success. Furthermore, implementing success formula for one project does not necessarily guarantee a success for another project since there are other elements that impede the success of project. In this regards, it is imperative to examine what are the barriers to project success. This study aims to examine the barriers that impede the success of project. Past literature was thoroughly reviewed to collect and develop a preliminary list of elements that affected project performance negatively. Experts were interviewed to refine the list and the final list of the measurement items were developed. A survey questionnaire was developed with the final list of measurement items, and a survey was conducted on the practitioners with project experience. After the survey, an exploratory factor analysis was conducted on the final list to extract the component dimensions which in turn formed the group of project barriers. The exploratory factor analysis provided ten factors, which are difficulty of process management, failure of project feasibility analysis, cost overruns and lack of cost benefits, unclarity project plan, strategic consistency error, stakeholder conflict, inaccuracy of requirement definition, disturbance of communication, technical environment change, negative attitude of top management.