29 3D ·2009 5
pp. 399~408
Improving the Design-phased VE Process of Public Clients in
Relation to Using Critical Success Factors
*·**·***
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Abstract
The major changes in construction environment are that construction
project is bigger and more complicated and the power of
construction market changes from the supplier to the client or the
user. Especially public construction enterprises have advanced to
introduce the value engineering (VE) which is one of the cost
management based on the owner's leading at the design phase for
economical efficiency and quality improvement. According to the
these efforts, the implementation of VE was legislated in the
revised Construction Technology Management Act in 2000,
governmental agencies, local autonomies, and construction public
enterprises universally has taken the VE into consideration. In
this circumstance, the scope that VE con- struction applied at 50
billion won projects from 2003 has been extended to 10 billion won
projects in 2006. Therefore, the VE construction will be activated
in the future. The cost savings and function improvement, which are
the purpose of VE are not only construction public enterprises, but
also every public client supported from government's budget or
owned by the gov- ernment. Therefore, the purpose of this study is
to propose the improved process and performance index of VE for
govern- mental agencies, local autonomies, and construction public
enterprises which want to introduce or improve the VE process. This
research also suggested the To-be design-phased VE process model.
In addition, it suggested the To-be model of design management
reflected the To-be design-phased VE process model, which is
eliminated two problems reflected for the per- formance improvement
of the As-is model of design management.
Keywords : value engineering, critical success factor, process
modeling, IDEF0, public clients
·····························································································································································································································
. ‘VE(Value Engineering)' . 2000 3 500 1 VE 2006 1 100 . ‘’ ‘’ VE .
VE 7 19 (Critical Success Factors, CSFs) , 10 VE . G . VE , VE
.
: VE, , , IDEF0, ,
·····························································································································································································································
‘VE(Value Engineering)’
. 2000 3 38 13
*· (E-mail :
[email protected]) **·· · (E-mail :
[email protected])
*** LNG · (E-mail :
[email protected])
− 400 −
VE
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1 100 , 100
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3.2 VE CSFs
VE CSFs CSFs
CSFs VE
(Pre-Study)
↓
(Study)
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3. VE
2. VE CSFs
Male (1998)
• VE • CSFs
Shen Liu (2003)
• VE 15 CSFs • CSFs
(2005) • VE
(2006)
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•
− 402 −
CSFs ,
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VE CSFs , ,
, VE
CSFs 7
.
( 47.7%), 16,
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(content validity ratio, CVR)
. CVR
, CVR
,
CSF CVR .(
3 4 ).
(1)
( 3 ).
CVRi
CVR CVR CVR
1. VE 6.06 1.00 5.65 0.91 6.17 1.00
2. 5.75 0.88 5.78 1.00 6.58 1.00
3. VE( ) 5.75 0.88 5.39 0.83 5.00 0.83
4. VE VE 5.56 0.88 5.35 0.91 5.50 1.00
5. VE 5.94 1.00 5.83 0.91 5.83 1.00
6. VE 5.63 0.88 5.39 0.83 5.08 1.00
7. VE ( VE) 5.75 0.88 6.26 1.00 6.08 1.00
8. VE 6.19 1.00 6.22 1.00 6.08 1.00
10. VE 6.00 1.00 5.43 1.00 5.33 1.00
11. (Job Plan) VE 5.63 1.00 5.57 0.91 5.50 1.00
12. 5.50 1.00 5.30 0.91 4.67 0.67
13. VE 5.31 1.00 5.52 0.91 5.67 1.00
14. VE 6.19 1.00 5.74 0.91 5.83 1.00
15. VE 5.06 0.88 4.96 0.83 5.42 1.00
16. 6.38 1.00 6.17 1.00 6.25 1.00
17. 5.31 0.63 5.83 0.91 5.83 1.00
18. VE 5.75 1.00 5.96 1.00 5.75 1.00
19. VE 5.56 0.88 5.91 0.91 5.08 1.00
20. VE 5.31 1.00 5.78 0.91 5.42 1.00
21. VE 5.81 1.00 5.70 0.83 5.92 1.00
22. 4.81 0.88 5.26 1.00 4.92 0.83
23. VE 5.50 1.00 5.30 0.74 5.08 0.83
24. 6.06 1.00 5.83 0.91 5.83 1.00
25. VE 5.81 1.00 5.35 0.91 6.25 1.00
26. VE 5.94 1.00 5.70 0.74 6.08 1.00
27. · 5.06 0.75 5.91 1.00 5.67 1.00
28. Data-base 5.50 0.88 5.65 1.00 5.92 1.00
29. VE 5.13 1.00 5.57 0.90 5.50 1.00
*
29 3D · 2009 5 − 403 −
VE , “16.
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29 3D · 2009 5 − 405 −
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2006 1 06. 8. 31~9. 1 13,14() Bottom Ringbeam 5 3.8
2006 2 06. 11. 27~11.28 1 58.0
2007 1 07. 6. 25~6.26 2 19.9
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(1998) , , .
(2000) , .
(2006) VE . (2004) VE , , .
(2005) , . , (2004) VE , , , 24 5D, pp. 749-757.
, (2006) VE , , , 7 1, pp. 128-137.
(2005) VE , , pp. 20-22.
(2004) Event, State, Rule BPMN , , .
(2001) VE Job Plan , , pp. 9-15.
(2003) VE , , pp. 62-64.
, (2000) VE , .
(2005) VE PC , , .
, , (2006) , , , 22 8, pp. 589-592.
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(2003) VE , , , 19 2, pp. 123-130.
(2001) VE FAST FAST , , .
, (2005) VE , , pp. 28-31.
, (2003) UML/XML , IE Interface, 16 2, pp. 156-166.
(2006) VE (2006 1), .
(2006) VE (2006 2), .
(2007) 2007 Best & First VE , .
(2000) VE , .
(2001) , , .
(1997) IBM , () , .
Bedian, M. P. (2004) Value Engineering? During Construction,
GeoSupport Conference Proceedings, Orlando, Florida, pp. 52-
69.
Lawshe, C. H. (1975) A Quantitative Approach to Content Valid- ity,
Personnel Psychology, Vol. 28, No. 4, pp. 563-575.
Male, S., Kelly, J., Fernie, S., Gronqvist, M., and Bowles, G.,
(1998) Value management benchmark : A good practice framework for
clients and practitioners, Thomas Telford, London.
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− 408 −
tion Engineering and Management, Vol. 129, No. 5, pp. 485-
491.
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pp. 40-43.
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Engineering and Management, September/October,
pp. 485-491. Waxse, J. A., Osterberg, J., and Qudus, O. (2004)
Drilled Shaft
Value Engineering Delivers Success to Wahoo, Nebraska Bridge,
GeoSupport Conference Proceedings, Orlando, Flor- ida, pp.
289-298.
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