再建築事業에 있어서 專門事業管理者 制度 導入方案에 關한 硏究

다국어 초록 (Multilingual Abstract)

1.The professional business manager is necessary to have an efficient process of the reconstruction.
Nowadays, whenever people try to construct, they have to have an adviser or partner unless they are enough experienced in that field. If people want to buy a house or building already built, they can ask brokers or consultingfirm to find the kind of property they want. However, no matter how small-size building is, if people want to construct, they have to think about its feasibility, design, authorization, civil petition, and completion, and they have to makea deal with participants in each stage. Itll probably be difficult for normal people to perform. Furthermore, each sector need an expert, However, the problem is that even though experts have special knowledge in their field, thereis no one who can manage the whole construction process. Thats why we need to have the system of professional business management.
Even small-scale building needs many stages to be constructed. How about the reconstruction? Obviously, the reconstruction needs more stages or things we have to deal with such as feasibility study, the composition of the promotion committee, design, the composition of the union, approval, the management proceeding plan, superintendence, settlement of accounts, union liquidation, permission and so on.
There has been no efficient process of the reconstruction because no one could manage the whole process and non-official civilian are usually involved in that field. Even some people think that the reconstruction is equal to the speculation because of rumor and speculative power. As a result, people have a lot of bad images of the reconstruction.
Recently, government revised the regulation that the reconstruction regarded as a third part of the residential environmental improvement enterprise so that the district unions plan has to be made and the level of safety standards has been increased.
It is also impressive that the union can decide the construction company after the approval of business program andintroduction of the professional business manager. It has been common to decide the construction company immediately when the union is composed because union members dont have enough money and experience to proceed. As a result, there is going to be a problem after revising the regulations.
2.we need to have regulations supporting the system of the professional business management so that the system can be successfully established.

목차 (Table of Contents)

• 목차
• 第1章 序論 = 1
• 第1節 硏究의 背景 및 目的 = 1
• 第2節 硏究의 方法 및 範圍 = 2
• 第2章 再建築事業이란? = 3
• 第1節 再建築事業의 理論的 考察 = 3
• 1. 再建築事業의 定義와 要件 = 3
• 2. 再建築組合의 性格 = 6
• 3. 再建築事業 關聯 法規 = 7
• 第2節 再建築事業의 推進節次 = 10
• 1. 推進節次도 比較/ 旣存, 變更 = 10
• 2. 再建築事業의 段階別 業務/ 變更案 基準 = 12
• 第3節 再建築事業 政策과 再建築市場 變化 動向 = 13
• 1. 再建築 政策 動向 = 13
• 2. 向後 再建築市場 變化動向 = 14
• 第3章 再建築事業에서 컨설팅의 役割과 專門事業管理者 制 度의 導入 = 16
• 第1節 컨설팅의 役割과 管理處分計劃 = 16
• 1. 컨설팅의 役割 = 16
• 2. 管理處分計劃이란? = 19
• 第2節 컨설팅 事例 (管理處分計劃을 中心으로) = 23
• 1. 이촌동 ○○아파트 再建築 = 23
• 2. 신대방동 ML아파트再建築/ 統合管理處分 및 施工社 選定 = 38
• 3. 자양동 H아파트/ DY, SR, DN연립 再建築 = 52
• 4. 事例에서 나타난 問題點 및 解決方案 = 60
• 第3節 專門 事業管理者制度와 建設事業管理(CM) 制度 = 62
• 1. 專門 事業管理者制度 導入의 背景 = 62
• 2. 專門 事業管理者制度 導入의 效果 = 62
• 3. 專門 事業管理者의 要件 = 63
• 4. 專門 事業管理者制度와 建設事業管理(CM) 制度 = 64
• 第4章 CM制度 現況과 發展方向 = 65
• 第1節 CM의 定議 및 CM制度 導入現況 = 65
• 1. CM의 定議 = 65
• 2. CM體系와 Turnkey방식간의 차이점 = 69
• 3. CM과 PM의 差異點 = 70
• 4. CM制度 導入現況 = 72
• 第2節 CM 制度의 外國 事例 = 73
• 1. 미국의 CM at Lisk 사업실태 = 73
• 2. 미국의 CM회사 유형과 규모 = 75
• 3. 미국의 CM 業務遂行 資格要求 現況 = 77
• 4. 미국의 CM業務遂行關聯 資格 및 免許現況이 주는 時事點 = 82
• 第3節 CM사 選定 時의 考慮事項 = 83
• 1. CM사의 選定 = 83
• 2. CM 業務 및 代價 算定 = 83
• 3. CM사의 法的 契約的 責任 = 84
• 4. CM業體 選定 過程 = 84
• 5. 國內의 CM業體 選定 狀況 = 89
• 第4節 國內 CM制度의 導入方案 = 90
• 1. 法에 의한 劃一的인 統制의 止揚 = 90
• 2. 發注者 組織의 自體 역량진단능력 提高 = 90
• 3. CM制度 導入方案 = 91
• 4. 國內 CM制度 定着을 위한 課題 = 94
• 第5章 結論 = 96
• 參考文獻 = 103