A Study on the Improvement of Contract Information Management
in Korea’s Public Construction Technology Service
Kim Namgon and Kim Seong Jin
Korea Institute of Civil Engineering and Building Technology, Goyand-si, Republic of Korea
Keywords: Principal Contract, Construction Technology Service, Service Results, Duplication of Engineers’ Work.
Abstract: To integrate the management of construction technology service results under principal contracts in the
public sector, this study sought to prepare a system that would enable the integrated management of service
results – which are managed by public agency, construction area, and project area – and to present the
improvement measures for the process of managing service results according to the users, such as ordering
agencies and service firms. Moreover, based on the improved process, a prototype system for the
management of construction technology service results was developed to register, review, and approve the
service results information among the responsible service staff and the working staff of public agencies. As
a result, the system enables all engineers engaging in construction technology services to check if work is
duplicated, and to confirm the service firms’ performance results, thus making this study useful for the
selection of appropriate service firms.
1 INTRODUCTION
In South Korea, the service area of construction
engineering was separated from the construction
services in an initial effort to promote and foster the
professionalism of various businesses, but with the
passage of time, the construction services were
increasingly divided into various areas, resulting in a
divided service structure. Due to this complicated
service structure, a variety of licenses in diverse
individual areas, such as design, construction project
management, and supervision, have to be acquired,
leading to the separate management of construction
information between service areas, and consequently
making it difficult to grasp the service results
information by service firm at a glance(SuZin
Chang,2004).
Thus, there is an emerging need to improve the
operational resilience of the construction
engineering industry, to shed the division of service
areas with a view to promoting and advancing high-
value-added industries, and to thus integrate service
areas(KyongHo Jin, 2012).
As part of such advancement measures for
construction engineering, this study sought to
construct a system designed to integrate the
management of construction technology service
results in design, supervision, and CM.
2 IMPROVEMENT MEASURES
FOR THE MANAGEMENT OF
SERVICE PERFORMANCE
RESULTS
2.1 Overview of the Management of
Public Construction Technology
Service Results
The construction industry is classified into the
construction work and the construction technology
service. Of the two, for the management of the
construction work category, KISCON manages the
construction work results information after starting
& ending the construct work(KyuSung Lee, 2013).
Researches on the management of construction
service performance results, however, are relatively
lacking. Thus, as public agencies manage service
results information individually, it is difficult to
match service results data, and it requires much time
to verify the duplication of the results of services
rendered by other public agencies.
387
Namgon K. and Seong Jin K..
A Study on the Improvement of Contract Information Management in Korea’s Public Construction Technology Service.
DOI: 10.5220/0005155403870392
In Proceedings of the International Conference on Knowledge Management and Information Sharing (KMIS-2014), pages 387-392
ISBN: 978-989-758-050-5
Copyright
c
2014 SCITEPRESS (Science and Technology Publications, Lda.)
To resolve these problems, a need to
systematically manage the construction technology
services was raised. To achieve the real-time
confirmation of the results of services rendered by
public agencies for other public agencies, whether
the employment of engineers’ participation is
duplicated, etc., this study sought to present
standardized performance information management
items and management procedures.
2.2 Service Performance Information
Management Items
The types of construction technology services
include the formulation of a construction-work-
related plan, survey, design, design supervision,
construction execution, and safety inspection;
facility maintenance, repair, demolition,
management, and operation; construction-work-
related test, evaluation, consultation and guidance;
construction supervision; and construction project
management(ChulJong Yoo, 2011). These
construction technology services are classified into
design, supervision, and CM, and individual services
are again segmented according to the project stage.
Likewise, project stages are classified into design
transfer, basic design, execution design, purchase
and procurement, construction execution, and
follow-up management.
The construction technology service
classification system shown in the below table
features information items derived from relevant
specialist groups. The first specialist group was
made up of one expert in each of the road, river, and
other service areas, and they were requested to
extract service information items by category. The
above final service information items were derived
after the second expert group, made up of service-
related officials in public agencies and service firms
by category, reviewed and complemented them
through a number of meetings.
Table 1: Classification system for road construction technology services.
Category Project stages Detailed areas
Design
planning
Feasibility investigation, basic survey, basic plan, strategic evaluation of
environmental impact, evaluation of traffic impact, follow-up evaluation,
prior assessment of disaster impacts, surveying, measurement, etc.
Basic design
Basic design, evaluation of environmental impact, small-scale evaluation of
environmental impact, evaluation of traffic impact, follow-up evaluation,
design supervision, design VE, prior assessment of disaster impacts, ground
survey, surveying, measurement, etc.
Executed design
Execution design, design Value Evaluation(VE), evaluation of
environmental impact, small-scale evaluation of environmental impact,
evaluation of traffic impact, follow-up evaluation, evaluation of disaster
impact, ground survey, surveying, measurement, etc.
Construction
Design VE, test and evaluation, follow-up survey of environmental impact,
follow-up evaluation, ground survey, quality management, safety
inspection and diagnosis, surveying, measurement, etc.
Maintenance management
Design VE, test and evaluation, follow-up survey of environmental impact,
safety inspection and diagnosis, ground survey, maintenance and repair,
etc.
Construction
Management
Planning
Basic design
Execution design
Purchase and
procurement
Construction Acting supervision rights (mandatory, part, voluntary), etc.
Maintenance management Maintenance and repair
KMIS2014-InternationalConferenceonKnowledgeManagementandInformationSharing
388
Figure 1: Flow of construction technology service performance management(As-Is).
Figure 2: Flow of construction technology service performance management (To-Be).
2.3 Service Performance Information
Management Procedure
Public agencies, when placing orders for
construction technology services, evaluate the
candidate construction engineers’ capabilities,
performance results, and credibility according to the
project performance ability criteria, so as to select
bidders.
AStudyontheImprovementofContractInformationManagementinKorea'sPublicConstructionTechnologyService
389
Towards that end, they receive the performance
results of principal contractors and engineers’ career
certificates so as to identify the service results and to
check if the engineers’ participation is duplicated, as
well as the administrative disposition and changes to
the service firms. To submit service results to the
public agency, service firms with principal contracts
get the service performance confirmation issued by
the public agency for which they rendered services,
and submit the confirmation to the relevant agency,
or they get the service performance confirmation
issued by the relevant association and submit it to
the relevant public agency. Figure 1 is the schematic
diagram of the Bid-Contract Procedure.
This study sought to prepare improvement
measures for the service performance information
management process to enable the integrated
management of service performance information,
which is managed by individual public
agencies(SeongJin Kim, 2013).
As shown in Figure 2, first, the service manager
of the service firm, after concluding a contract,
applies for a user ID so he/she can use the system.
Likewise, if the service firm is not registered in the
system, the manager should request the
administrator to register the firm. The manager uses
the assigned ID, accesses the system, inputs the
service performance results, and requests the
responsible staffer of the public agency to approve
it.
The service supervisor or contract staffer at the
public agency, after concluding a contract, applies
for a user ID with the system administrator to be
able to use the system. The system administrator
confirms whether the applicant is a public agency,
and assigns a user ID to him. The service supervisor
uses the assigned ID, accesses the system, and
confirms and approves the service performance
results reported by the service manager. Likewise,
the service supervisor confirms the service
information, and the contractor staffer confirms the
bidding and contract information and approves them.
The above procedure improvement measure was
derived after having several discussions with the
service supervisors and contract staffers at MOLIT,
land management agencies, public corporations and
authorities, and local governments, as well as with
service firms in various areas, and relevant
associations.
3 DEVELOPMENT OF THE
PROTOTYPE SYSTEM FOR
THE MANAGEMENT OF
SERVICE PERFORMANCE
INFORMATION
Figure 3 is a prototype screen based on the system
concept where the service manager can input service
performance results:
Figure 3: Service performance inputting screen.
KMIS2014-InternationalConferenceonKnowledgeManagementandInformationSharing
390
Figure 4: Screen for monitoring whether the participating engineers is duplicated.
The performance information items, inputted by
the service manager, consist of basic service
information, bidding and contract information,
information on participating engineers, general
service information, detailed service information,
and overview of the completed performance results.
Putting together such input service performance
results, the overview of all the participating
engineers, and whether their participation is
duplicated, can be monitored, thus preventing the
duplicated use of engineers when placing orders for
services, offering bids, and signing contracts. The
following Figure 4 shows whether the use of
participating engineers is duplicated:
4 CONCLUSIONS
This study presented improvement measures for the
information classification system and process to
enable the registration and management of the
performance information of all construction
technology services (including design, supervision,
and CM) ordered and contracted by individual
public agencies, according to the standardized
information management system. Furthermore, a
prototype system for the management of
construction technology service performance was
developed based on the improved process to enable
public agencies and service managers to register and
manage service performance information so as to
automatically detect the duplicated use of
participating engineers.
If the output of this study goes into full service, it
can transparently manage the construction
technology service firms’ manpower and can
determine if the use of their engineers as well as
their service performance results are duplicated so as
to identify firms with no performance results and
false reporters of engineers in real time.
Furthermore, the findings of this study provide
objective and reliable information on service firms’
service performance results, which can be used to
select appropriate service firms and can enable
online confirmation of performance capability
evaluation without the submission of performance
data. In addition, by evaluating performance
capabilities, the results of service firms’ winning
orders and qualified firms for construction
technology services in the public sector can be easily
identified.
To enable the integrated management of the
construction technology performance information of
all public agencies, empirical tests should be
conducted; the laws and systems for mandating the
inputting of information should be improved; an
information management model for subcontracted
service performance, service evaluation, and
penalties for poor performance should be prepared;
and researches should continue to review a
connection with the similar service performance
information of relevant agencies’ information
systems.
AStudyontheImprovementofContractInformationManagementinKorea'sPublicConstructionTechnologyService
391
ACKNOWLEDGEMENTS
This study was carried out as part of Korea Agency
for Infrastructure Advancement’s research project on
the promotion of construction and transport
technologies [12 Construction Innovation E05, the
development of technologies for updating,
evaluating, and managing public agencies’ orders
for services].
REFERENCES
SuZin Chang, “An Improvement Plan of Business Bounded
System for Efficiency at Construction Industry through
Game Theory”, Korea Institute of Construction
Engineering and Management, 2004, pp.388-393.
KyongHo Jin, “An Improvement Plan on Business
Bounded System of Construction Technical Services”,
Korea Institute of Construction Engineering and
Management, vol.13, no.1, 2012, pp.36-39.
SeongJin Kim and NamGon Kim, “Development of an
Information System for managing the Service
Performances in Public Construction Technique
Fields”, Journal of The Korea Academia-Industrial
cooperation Society, vol.14 no.11, 2013, pp.5993-
5999.
KyuSung Lee, Hankyu Lee and NamGon Kim, “A
Research on Improvement Scheme for Management
Technique of Public Ordering Service Results and
Estimation”, 2013, the Korean Institute of Building
Construction vol.13 No.1, 2013, 238-239.
ChulJong Yoo, Improvement of Pre-Qualification in
Construction Management Delivery System for Public
Construction Projects, Korea University, 2011.
KMIS2014-InternationalConferenceonKnowledgeManagementandInformationSharing
392
