병원건축 프로젝트의 리스크 관리 - 신축 및 리모델링 사례 분석을 중심으로

Abstract

Purpose: Characterized by inherent complexity and high uncertainty, hospital construction projects often suffer from critical delays and budget overruns. This study challenges the prevailing technical-centric discourse on project failures by proposing a holistic management framework. It elucidates the root causes of project failure within the complex interplay of human, organizational, and environmental factors, and provides a practical model for improving project outcomes. Methods: A qualitative, multiple-case study was conducted, employing Robert K. Yin's Type 4 embedded design. Three distinct hospital projects - a large-scale new build, a major renovation, and a minor renovation - were analyzed to understand how their internal communication systems managed two critical risk types: 'Stakeholder Risk' and 'Change Risk'. Data was collected through project documentation, meeting minutes, and in-depth analysis of project processes. Results: The findings demonstrate that effective risk management does not follow a universal methodology; rather, it is fundamentally situation-adaptive. While new construction projects necessitate a focus on navigating strategic uncertainty to capitalize on opportunities, renovation projects mandate the rigorous management of strict operational and physical constraints. Across all cases, the success was contingent on the internal Project Management (PM) team's ability to function as a central mediator and translator between diverse stakeholder groups. Implications: Beyond a mere proposal, this study establishes a "Situation-Adaptive Communication Framework" that functions as a diagnostic tool. It empowers practitioners to decipher their project's unique context, select appropriate communication strategies to mitigate specific risks, and ultimately enhance the probability of project success by institutionalizing a mechanism for organizational learning.