Earned Value (EV) is a project control technique used in many countries which provides a quantitative measure for integrating on schedule and cost information. It also evaluates work progress in order to identify potential delay and cost overruns. South Korea had not used this concept until 2000, when the Korean government legislated that EV should be used in construction projects of more than 50 million dollars. In order to effectively implement EV in the Korean context, several reforms must be made regarding its unique conditions, such as the cost accounting system. This paper seeks to integrate cost as related to bill of quantity and schedule in a manner that is suitable for application in Korea. An example application of the proposed EV model to two actual separate projects is provided.

Program management is important for the successful completion of construction projects. The Korean government has encountered many problems such as poor cooperation, limited trust, and ineffective communications, often resulting in adversarial relationships between stakeholders, and thus poor project implementation in terms of time, cost, and quality. Organizations such as the Associated General Contractors of America, the American Society of Civil Engineering, and the Army Corps of Engineers have championed partnering through educational programs, workshops, and training manuals. However, few studies have conducted an empirical investigation of the process. Our aim was to leverage advantages for the product line construction of a mega military construction project using dedicated partnering based on a program management consortium (PMC) model and to implement an ongoing feedback program of best practice/ lessons learned to minimize the mistakes made in sequenced construction. We discuss key developmental aspects of the United States Forces and a Korean relocation program management consortium. Our findings will benefit in the performance of the United States Forces, Korean relocation program management, and other large government-run public or private consortium-funded projects. They will also aid in the identification of new and creative ways to solve issues associated with the establishment of program management consortiums.

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