Issue Focus

Most of the government-led large-scale construction projects are comprehensive programs consisting of a number of single projects, but due to the lack of legal basis for applying the program management system, they often have difficulty in planning and managing large-scale construction projects. - Although a large-scale budget is invested in the program, the initial plan failed due to lack of program management function and the program was not carried out under optimal conditions, resulting in not only wasting the budget but also losing the socio-economic effects expected from the program execution. - Unlike construction management based on the 「Construction Technology Promotion Act」, which responds to single projects, program management is a system that responds to program which has a number of projects, but the public owner cannot use it without legal basis. - As a large-scale program is not properly planned and managed, it is delayed, which adversely affects the domestic construction market. Construction management for a single construction project and program management for multiple construction projects have similar aspects in terms of functionality, but are essentially different tasks because the project management targets are different. - Construction management is a task that manages the planning and execution of a single project and directly manages the contractor, but program management is a task that plans and manages multiple projects. It is an activity that focuses on the success or failure of the entire program. - Construction management focuses on the construction stage that corresponds to execution, while program management focuses more on the planning and design stages that enable successful execution and direction of the entire project. -Program management comprehensively analyzes the progress of each project and coordinates and manages conflicts of interest between projects. There are cases where program management was applied to existing large-scale public projects, but there were many difficulties in application due to lack of legal basis. -For the success of the program, professional project management capabilities for program are required, but the public owners are mainly composed of public officials and needs to supplement its expertise. -It is necessary to apply program management not only to achieve the objectives of large-scale public program smoothly and to perform them effectively, but also to benefit from the perspective of the national economy and the construction market generated by the project execution. -Although the majority of large-scale public projects are program composed of multiple projects, there is no legal basis for securing the specialized competency. It is necessary to raise the understanding of programs that are differentiated from single projects, and to introduce them in large-scale public projects by enacting program management to establish a foundation for effective project execution. -The concept of program and program management should be introduced in the 「Construction Industry Framework Act」, and detailed matters should be dealt with in the 「Construction Technology Promotion Act」 to establish a minimum legal basis. -Since program management should consider the characteristics of the specific program and decide how to apply it, it is better to implement it under a specialized program management strategy through analysis of the program rather than legally stipulated.