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
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. ‘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, ,
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‘VE(Value Engineering)’
. 2000 3 38 13
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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 −
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29 3D · 2009 5 − 405 −
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(2005) , . , (2004) VE , , , 24 5D, pp. 749-757.
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(2006) VE (2006 1), .
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(2007) 2007 Best & First VE , .
(2000) VE , .
(2001) , , .
(1997) IBM , () , .
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− 408 −
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