공공사업의 건설사업관리 발주모델 : (Construction Managment Model for Public Projects)

다국어 초록 (Multilingual Abstract)

Construction Management Model for Public Projects in Korea In order to implement CM (Construction Management) actively for public projects in Korea as a project delivery method, first of all, the existing cases of CM are analyzed and barriers to implement CM are identified. As results of the case study, the following barriers are identified in the aspect of the Korean construction law, owners, and CM firms respectively: First, proper political guidelines to implement CM, such as definition, service, compensation, and qualification are not provided, yet. Second, proper tendering procedures for CM, such as bid strategy, PQ (Pre-Qualification), obtaining tenders, opening and evaluation of tenders are not provided, yet Third, ability of construction managers is not enough to receive credits from the owners, yet. Therefore, the following CM model is proposed to eliminate the above barriers. The model is composed of provisions of the Korean construction law especially for CM, reformation of tendering procedures for owners, and improvements in ability of construction managers. For the provisions of the Korean construction law, first CM should be defined including all phases of the project life cycle. Application of CM for each project should be decided by owner's needs for CM based on characteristics of the project and owner's organization. Second, CM services are defined including all phases of the project life-cycle complying with the definition of CM. Construction managers should have active roles to coordinate all project participants and control quality, schedule, and cost. Third, owner's budgets for CM service are set up based on the percentage of the construction cost and compensation for the CM service is made based on cost plus fee. Fourth, qualification of CM firms is not required additionally and CM firms are selected based on their technical ability rather than price. For the reformation of tendering procedures, first bid strategies including requirements of CM, CM service, budget and schedule should be set up considering characteristics of the project and owner's organization. Second, PQ should be applied for the tendering procedures of CM in order to use of technical proposals from the selected bidders. Third, clear obtaining tender process including preparation of tender documents, issue of tender documents, visit to site by tenderers, tenderer's queries, addenda to tender documents, and submission and receipt of tenders should be set up. Minimum 30 days from the invitation to bid to the submission of bid are required to give bidders enough bid preparation time. Fourth, clear opening and evaluation process of tenders including opening of tender, review of tenders, tenders containing deviations, adjudication of tenders, rejection of all tenders, award of contract issue letter of acceptance, performance security, preparation of contract agreement, and notification of unsuccessful tenders should be set up. For the improvements in ability of construction managers, first ability for preparation of technical proposals is improved to get an award. In the technical proposal, characteristies of the project and owner should be considered. Secend, a construction manager could propose CM organization to perform his service, which are provided in the request for proposal. To propose the organization, the construction manager considers available manpower in hands and utilization of foreign engineers if necessary. Third, CM system is developed to improve quality of CM services. Generally, this system is composed of manual, procedures, instructions, and project execution Plan. Also, PMIS (Project Management Information System) is developed as a tool based on the CM system. Fourth, specialists who provide CM services should be well trained. Quality of the CM service is depending on them who have both technical and managerial abilities and expenences. As mentioned in the CM model, government, owner, and CM firms should take their roles properly and then CM can be utilized positively for public projects in Korea.

목차 (Table of Contents)

• Ⅰ. 서 론
• 1. 연구 배경 및 목적
• 2. 연구 방법 및 내용
• 2.1 연구 방법
• 2.2 연구 내용
• Ⅱ. 건설공사의 발주 방식
• 1. 설계시공 분리 발주 방식 (Design-Bid-Build)
• 1.1 개념
• 1.2 장·단점
• 1.3 문제점
• 2. 다수의 주계약자 방식
• 2.1 개념
• 2.2 장·단점
• 2.3 문제점
• 3. 직영 시공
• 3.1 개념
• 3.2 장 · 단점
• 4. 턴키 발주 방식
• 4.1 개념
• 4.2 장 · 단점
• 4.3 문제점
• 5. 건설사업관리
• 5.1 개념
• 5.2 장 · 단점
• 5.3 문제점
• 6. 발주 방식의 선정 방법
• 6.1 사업 목표와 발주 방식의 선정 방법
• 6.2 공공공사와 건설사업관리 발주
• 6.3 공공공사의 건설사업관리 활용 사례 비교
• Ⅲ. 사례조사 결과
• 1. 분석 단위의 설정
• 2. 대상 사례의 선정
• 3. 사례조사 계획서
• 4. 사례 조사 결과
• 4.1 사례 1 : 남원원료공장 현대화사업 건설사업관리 용역
• 4.2 사례 2 :부산국제종합전시장 및 컨벤션센터 건립공사 전면 책임감리 용역
• 4.3 사례 3 :서울월드컵 주경기장 건설사업관리 용역
• 4.4 사례 4 : 광주월드컵 축구경기장 건설사업관리 용역
• 4.5 사례 5 : 전주월드컵 축구경기장 건설사업관리 용역
• 4.6 사례 6 :서귀포월드컵 축구정기장 건설사업관리 용역
• Ⅳ. 사례 조사 결과 분석
• 1. 건설사업관리 사업 환경
• 1.1 건설사업관리 입찰참가 자격
• 1.2 공동도급
• 1.3 건설사업관리자의 자격
• 1.4 건설사업관리자 선정 방법
• 1.5 건설사업관리 업무 범위
• 1.6 대가 산정 기준
• 1.7 대가 지급 방법
• 1.8 건설생산 방식
• 1.9 조달청 기준과 건설사업관리 업무 수행시 이율 배반적인 내용
• 1.10 분쟁의 처리절차
• 1.11 보험의 활용
• 2. 건설사업관리 수요자
• 2.1 건설사업관리 발주 베경 및 경위
• 2.2 수요자의 역량
• 2.3 건설사업관리 활용 영역
• 2.4 공사수행방식에 따른 계약형태
• 2.5 사업수행 조직
• 2.6 건설사업관리자의 권한
• 2.7 건설사업관리자의 책임
• 2.8 입찰절차
• 2.9 입찰안내서
• 2.9.1 용역 설명서
• 2.10 기술제안서
• 2.11 입찰자 제안서 평가 방법 및 기준
• 3. 건설사업관리 공급자
• 3.1 건설사업관리에 대한 인지도
• 3.2 수주 전략
• 3.3 공급자 형태
• 3.4 외국 전문가 활용 여부 및 수준
• 3.5 사업수행 조직
• 3.6 건설사업관리자의 권한 및 책임
• 3.7 기술제안서 작성 및 활용 능력
• 3.8 사업관리 수행 능력
• 3.9 공동수급체의 운영 현황
• V. 건설사업관리 발주 모델
• 1. 건설사업관리 발주 모델
• 1.1 사업환경
• 1.2 건설사업관리 수요자
• 2.건설사업관리 활성화를 위한 정책 방향
• 2.1 건설사업관리의 정의
• 2.2 건설사업관리 업무 범위
• 2.3 건설사업관리 대가 산정 및 지불 방식
• 2.4 건설사업관리자 자격 기준 및 선정 기준
• 3. 입찰 절차 및 단계별 요령
• 3.1 건설사업관리 발주전략 수립
• 3.2 PQ 절차
• 3.3 입찰 참가 절차
• 3.4 낙찰자 선정 절차
• 4. 건설사업관리 수행능력 향상 방안
• 4.1 기술제안서 작성
• 4.2 사업수행 조직
• 4.3 사업관리 시스템
• 4.4 전문인력 양성
• Vl. 결론
• 참고문헌