건설사업관리(CM) 제도 현황과 발전방향

Since the CM (Construction Management) delivery method, which has not been widely used in the public construction projects, was first introduced into the Korean domestic construction industry in December 1996, there has been constant controversy concerning the various aspects of its operation. There are various reasons for the controversy and its disuse, such as the lack of concrete and specific guidelines to put the delivery method in operation, lack of understanding of CM method, and public owner organization's worries about losing its vested rights. But, the essential reason for the constant controversy can be found from the existing groups' conflicting interests coming from the unique construction industry structure of Korea. In the first quarter of year 2001, the Ministry of Construction and Transportation (MOCT) and Korea Institute of Construction Technology (KICT) announced the comprehensive plan of how to operate the CM delivery system in the public construction projects. After that, the specific laws and regulations concerning various aspects of CM delivery method to be used in public sector have been being established. This research analyzes the laws and regulations established regarding the CM delivery method in order to identify the area that should be improved, and proposes the way to achieve successful application of CM delivery method in public sector. The areas examined by thins research include: legal definition of CM, qualification issue of a construction manager, types of project that CM method is to be used, scope definition of CM service, CM cost and fee determination, evaluation and selection of a construction manager, legal and contractual liability of a construction manager, and other laws and regulations which may affecting a construction manager in providing service. This research suggests two-things for the successful application of CM method In public construction domain. First, the controls by the government over the CM method on public construction project should be minimized and transferred to the owner's guideline, which should be developed by each public organization, and a contract between the owner and construction manager. In other words, the rules and regulations by government only play the roles of defining the basic principles in using CM method in public construction The details in utilizing the CM method in a public project should be handled by the organization's guidelines and the clauses contained in the contract between the owner and a construction manager. Second thing proposed by this research is the two-step approach to the successful application of CM method in public organization. This research suggests, as the first step, that each public organization should define or measure their needs for construction management prior to utilizing CM delivery method in their project. The organization's needs to be measured include not only the needs for CM delivery method, but also the needs for in-house construction management capabilities. The needs for construction management, which varies by each organization's unique situations and characteristics, can be measured based on the number of construction projects initiated by the organization and the types of facilities delivered by those projects. After the needs for construction management are measured, the second step is the identification of the areas requiring construction management specialties. The construction management specialties for those areas can be achieved either by strengthening their in-house capability (division and personnel) or by CM delivery method. The conclusions and recommendations made by this research are based on the fundamental fact that an owner has the key to successful application of CM delivery method. The public organizations, which have the key to successful application of CM method in Korean public sector, should have more authorities and responsibilities by reducing the number of laws