再建築事業에 있어서 整備事業專門官理業者의 役割에 관한 연구 = (A) study on the role of project manager In the reconstruction project

다국어 초록 (Multilingual Abstract)

A reconstruction project is a difficult business which creates a need for a real-estate consultant because it takes a long time and is complicated by the need for agreement among the housing congregation, a general contractor, and government participation. A technique of Construction Management(CM) has been applied to reconstruction consulting in a large scale Reconstruction project. However, there is an obstruction to progress moving forward in a Reconstruction project because of the trouble of the congregation and the general contractor. The trouble between the congregation partners by the consulting that an unqualified person gives is indiscreet and a consulting company increases the disorder by a deficiency of regulations of real-estate consultants and construction management(CM). In order to solve these problems the enforcement plan is going to change to congregation only from the business being done by a union of company and congregation because of the Urban and Residential Environment-Improving Laws. It is also introducing a Project Manager system. The Project Manager which this law substitutes for business experience, special knowledge, and a congregation without money and power also carries special know-how of the Reconstruction project. They also substitute for the business of the congregation from the opening step of the project to the completion of the project.
A purpose of this paper has presented the role of a Project Manager enforced in a Reconstruction project in the future. It will present a development plan with 5 roles of the project manager in a Reconstruction project.
First, It is the role of the project manager to plan and present a vision of the project for success.
Second, a project manager should prepare procedures so that it is democratic, and it can be carried out such that the congregation can openly play a role of a reasonable adviser.
Third, It is the role of the project manager to be an arbitrator, arbitrating any trouble of interested persons.
Forth, It is role of the efficient manager to base their decisions on technology and an experience accumulated in the construction side.
Fifth, A Project Manager increases property value for incoming tenants by using a new design and application of construction methods that prevent loss from earlier reconstruction.
Also, this paper presents a problem with expected system operation of a Project Manager system as follows:
Primarily, The government strengthens registration requisites so that it can prevent unqualified brokers and a civilian consulting enterprise from becoming a monopoly or oligopoly.
Second, Registration requisites are vague and do not give confidence to residents or members of a congregation. They also cannot forecast results to draw more people to be engaged in this business.
Third, The congregation needs to have expenses for operating Before they depended on however, the government can and moving while the reconstruction occurs.
a general contractor for every expense, support the project manager which has capital of approximately lbillion won, but to be able to procure capital in a banking institution that becomes a problem.
Forth, Until now it is the situation that a standard consulting fee did not exist in the case of our country. Also, the possibility for standard is not presented definitely, and neither is the service fee to get a trouble between congregation and Project Manager in Urban and Residential Environment-Improving Laws.
Fifth, Another problem is the efficiency of a governmental director as Project Manager. It presented a problem with the equability of a director for the consulting of the specialists who participated in the Reconstruction project with a project manager.
As mentioned above, I’m presenting a future development plan for Project Managers as follows:
First, The congregation, general contractor, and government really need to change their perception of this field. The Project Manager must endeavor in organization enhancement in order to strengthen continuous special service.
Second, The responsibility and duty of the congregation and Project Manager, business range, and establishment of a standard contract presented with a standard fee are urgent.
Third, The government needs to expand assistance for Reconstruction projects with national housing funds for smoother fund supply for Reconstruction projects. Also, the activation of the project financing which can procure funds must be preceded only with feasibility analysis and a business plan.
As for the Project manager, they must take charge of important roles in Reconstmction projects. We have considered a realistic problem that may appear by enforcement of a system for Project Managers in the future, and it must be preceded in the future by tireless research into the field Project Management.

목차 (Table of Contents)

• 목차 = Ⅰ
• 제1장 서론 = 1
• 제1절 연구배경 및 목적 = 1
• 제2절 연구방법 및 연구범위 = 3
• 제2장 재건축사업의 의의 = 6
• 제1절 재건축사업의 정의 및 연혁 = 6
• 1. 재건축사업의 정의 = 6
• 2. 재건축사업의 연혁 = 8
• 제2절 우리나라 재건축사업의 현황 및 성과 = 11
• 1. 연도별 재건축사업 추진현황 = 11
• 2. 시도별 재건축 추진현황 = 12
• 3. 서울특별시의 재건축 추진현황 = 13
• 4. 재건축사업의 성과 = 16
• 제3절 기존재건축사업의 문제점 = 17
• 1. 사회적·경제적 문제점 = 17
• 2. 제도상의 문제점 = 17
• 3. 시행주체간의 갈등에 관한 문제 = 19
• 제3장 재건축사업에 있어서 부동산컨설팅과 건설사업관리제도의 활용현황 = 21
• 제1절 부동산컨설팅의 이론적 고찰 = 21
• 1. 부동산컨설팅의 개념 = 21
• 2. 부동산컨설팅의 필요성 = 22
• 3. 부동산컨설팅의 과정 = 23
• 4. 부동산컨설턴트의 역할과 능력 = 28
• 5. 우리나라 부동산컨설팅의 현황과 문제점 = 30
• 제2절 재건축사업의 부동산컨설팅의 활용현황 = 33
• 1. 재건축사업에 있어 부동산컨설팅 필요성 = 33
• 2. 재건축사업의 부동산컨설팅 업무 = 36
• 3. 재건축사업에 있어 부동산컨설팅의 기대효과 = 40
• 4. 재건축사업 부동산컨설팅의 현황 = 41
• 제3절 재건축사업에 있어 건설사업관리제도의 활용현황 = 44
• 1. 건설사업관리의 개념 및 도입배경 = 44
• 2. 재건축사업에 있어 건설사업관리제도의 활용 = 51
• 3. 재건축사업에 있어서 건설사업관리의 업무내용 = 53
• 4. 재건축사업에 있어 건설사업관리제도 활용현황 및 문제점 = 62
• 제4장 재건축사업에 었어 정비사업전문관리업자의 도입 및 향후발전방안 = 64
• 제1절 재건축사업에 있어서 도시및주거환경정비법의 적용 = 64
• 1. 신법제정의 배경 및 주요내용 = 64
• 2. 도시및주거환경정비법상의 재건축절차 = 66
• 제2절 정비사업전문관리업제도의 도입 = 81
• 1. 정비사업전문관리업자제도의 도입취지 = 81
• 2. 정비사업전문관리업자의 등록 = 82
• 3. 정비사업전문관리업자에 대한 감독 = 84
• 제3절 재건축사업에 있어서 정비사업전문관리업자의 역할 = 86
• 1. 도시및주거환경정비법상 업무 = 86
• 2. 재건축사업추진단계별 정비사업전문관리업자의 업무 = 87
• 3. 재건축사업에 있어 정비사업전문관리업자의 역할 = 92
• 제4절 정비사업전문관리업자제도 운영상의 문제점 = 94
• 1. 등록기준강화로 인한 독과점 우려 = 94
• 2. 등록요건의 모호성 = 94
• 3. 조합운영 비용 및 이주비 문제 = 95
• 4. 용역대가 산정의 문제 = 96
• 5. 감독의 실효성 및 형평성 문제 = 96
• 제5절 정비사업전문관리업자제도의 활성화방안 = 98
• 1. 재건축사업 참여자들의 인식전환 = 98
• 2. 표준계약서의 제정 = 99
• 3. 국민주택기금 지원의 확충 및 프로젝트금융의 활성화 = 99
• 제5장 결론 = 101
• 참고문헌 = 104
• ABSTRACT = 107