Customer Value Center serving as a communication channel with customers
A brief description of the page goes here.
Interviewee.
Seonjin Kim, Jeongchung Park, Minjae Lee, Woljae Park
“For customer satisfaction, we serve as the communication channel with our customers: CM Customer Value Center”
Planning: Junglim CM Strategy Office
Execution: Junglim Architects Content Lab Yoongyeom Son, Jaeuk Kim
In March of this year, Junglim CM established a “Customer Value Center” to enhance customer satisfaction at construction sites and with clients by supporting communication with client companies, including understanding coordination and mediation. The Customer Value Center is divided into the Customer Value Operations Center, which handles public, housing, and private sectors, and the Customer Value Technology Center, which manages industrial facilities and trust projects, providing integrated management for both construction sites and clients. We explored the specific roles of the Customer Value Center, actual improvement cases from the field, and its future vision.
#1 INTRO: Customer Value Center and PD(Project Director)
Please provide a brief introduction to the Customer Value Center.
Seonjin Kim: The Customer Value Center is a newly transformed organization designed to respond to the rapidly changing modern market economy. It has introduced a Project Director system that breaks down departmental boundaries and empowers individual team members with decision-making authority. It aims to serve as a channel for dialogue and communication to enable swift, agile, customer-centric decision-making, while also acting as a facilitator for multi-party discussions and mediation.
Jeongchung Park: To elaborate, this newly established organization was created to build a swift decision-making system that aligns with customer-centric operations. Project Directors, or PDs, identify issues and challenges at each site, devise countermeasures, and simultaneously consider the client’s perspective as the ordering party. They serve as coordinators throughout the entire project. Additionally, they share internal site conditions and information with relevant departments and assist in ensuring smooth site management.
Woljae Park: The Customer Value Center employs a total of four PDs: two from the Customer Operations Center and two from the Customer Technology Center. They oversee every stage comprehensively, from project contracting through to post-completion risk management.
Minjae Lee: Companies create new value by meeting customers, which is made possible through securing business contracts. If they execute the secured projects, build strong relationships with customers, and create positive memories, a virtuous cycle is established, enabling the company to achieve sustainable growth. This is especially true for our company, as we are not a group that directly discovers and executes new ventures or manufactures and sells goods. We are solely a group that performs work through specialized technical services, making our customers particularly crucial to us. As society, the economy, and industry advance, customer demands inevitably diversify and expand. Consequently, the need for specialized technical expertise in CM has grown significantly compared to the past, and we have an obligation to meet these demands. To focus more intensely on our customers and fulfill their increasingly diverse needs, Jeonglim CM has taken the lead among competitors by establishing this center and implementing the PD system.
What exactly is the role of PDs at the Customer Value Center?
Seonjin Kim: As the Art of War states, “Know your enemy and know yourself, and you will win a hundred battles.” We must listen to what our customers want and provide reliable information. In this era of endless information, our role is to make customer-centric decisions, gather and deliver accurate and necessary information, and create new works based on trust.
Jeongchung Park: The Customer Value Center is a customized care system designed to respond most swiftly to the rapidly changing construction market and customer demands. Therefore, as a Project Director, I will strive to minimize on-site risks and dedicate my utmost efforts to customer management and satisfaction through a swift and efficient work support system.
Woljae Park: I am a Project Director responsible for the industrial facilities division at the Technology Center. As such, our primary clients are companies like SK, LG, and Samsung. In these cases, the key characteristic is that we cannot simply end the relationship after a single project; we need to manage it to foster continuous ties that lead to additional contracts.
Minjae Lee: Construction sites, where the value created for customers is directly realized, are also places where customers must be directly engaged and satisfied. PDs proactively collaborate with sites, meet with customers, and handle tasks more swiftly and efficiently. Additionally, from a Risk Management (RM) perspective, they classify and inspect each site monthly using traffic light colors, communicating and striving to resolve risks. They pay close attention to ensure all sites achieve a green traffic light status, conducting regular visits, reporting issues, and devising organizational solutions.
Another significant turning point was the KOICA project, which marked the beginning of our overseas ODA work. I participated as the project leader in constructing a 500-pyeong (approx. 1,650㎡) sewing vocational training center in Haiti, which had suffered a magnitude 7.0 earthquake. During this time, experiencing various CM sites in different countries made the role of CM, which I had previously only vaguely imagined, become crystal clear. The connection formed with KOICA then led to projects in Latin America and Africa. Overseas ODA projects expanded into EDCF projects, becoming a crucial pillar of Junglim CM’s business.
As a PD performing various roles, what is your top priority?
Seonjin Kim: First, the concept of ‘being one with the customer’ is essential. It means recognizing customers as family, interacting with them, sharing their concerns, and working together to find solutions. It’s also crucial to prepare for and assess risks in advance through practical training and seminars.
Jeongchung Park: Throughout all business processes, I mediate and coordinate between the field and the client, prioritizing risk management and enhancing customer satisfaction above all else. Project risk management, in particular, can impact future contracts, so as a PD, I strive to ensure the successful execution of every project I oversee.
Woljae Park: Our internal customers are Junglim members, while our external customers are our clients. When these customers utilize PD as a single point of contact, it not only boosts work efficiency but also leads to increased customer satisfaction.
Minjae Lee: We engage in CM and CS (supervision) projects to build strong relationships with our clients. To sustain these relationships, we believe it is essential to go beyond the scope outlined in the contract. We must discern the underlying needs and deeply understand them to provide comprehensive services that meet those requirements. Even if this process is somewhat challenging and falls within the realm of specialized technical services, we consider such efforts absolutely necessary.
What sets the Junglim CM Customer Value Center apart?
Woljae Park: Typically, other companies appoint a PM, or project manager, who focuses more on project management than customer value. The PD system at the Customer Value Center, however, prioritizes the satisfaction of both internal and external customers above all else, not just project management. This integrated role, encompassing all project-related communication, is what sets us apart.
Minjae Lee: Junglim has established a new organization focused on customer value for the first time. In this field, we believe we have pioneered entry. Moving forward, we must not rest on our initial efforts. The entire organization must continuously move in the same direction toward the shared purpose of ‘customer’ through differentiated expertise and better service. Currently, the scope of CM services is expanding into areas like accounting, finance, and law. If Junglim CM proactively addresses diverse demands and fields, this too will become our unique differentiator and strength.
What advantages do the directors see since the Customer Value Center was established?
Jeongchung Park: Our PD team is the organization that supports the team leaders up close. Since the PD team was established, all field matters are now communicated and centralized through the PD channel. This has significantly reduced difficulties like field teams struggling to identify the right headquarters contact when issues arise. Furthermore, the unified communication system between PDs, field teams (team leaders), and headquarters enables the fastest and most efficient work, establishing a well-structured support system. I too recall my time as a field team leader, when I spent considerable time trying to find and process information—such as who the relevant headquarters contact was, whether they had changed, or how to resolve a problem. I believe the current PDs possess extensive field experience and methodologies, and having worked at Junglim CM for a long time, they have established a system that enables smooth communication.
Woljae Park: Previously, we had to contact each department representative at headquarters individually to handle tasks on-site. Now, we only need to report to the PD. Since the PD collaborates with relevant headquarters departments collectively and secures necessary cooperation to resolve issues, on-site satisfaction has increased. Improvements are also evident in enhanced work efficiency and reduced processing times.
#2. into Site, to the site
If there are any cases where external customers were satisfied at the site, please share them.
Woljae Park: In the early days after Junglim CM entered the industrial facilities sector, we were sometimes treated like subcontractor employees by several large corporations. However, clients like SK, LG, and Samsung SDI, who have worked with us on multiple projects, now recognize Junglim as an indispensable workforce and organization. We proactively engage in candid discussions to prevent risks, and at some completed sites, we received feedback indicating high trust and satisfaction with Junglim CM. This reinforces our belief that we are on the right path.
Is there a particular workplace that stands out in your memory during your career?
Jeongchung Park: I am currently responsible for 41 sites, including private residences. The Magok MICE site I recently visited, for instance, is an urban construction project, so most of the work proceeds using a top-down construction method, similar to urban development projects. While it appears from the exterior that above-ground floors are rising, underground construction is also partially underway concurrently, and the project is nearing completion. This site is an example where, thanks to customized management of client requirements and the efforts of the project manager, we secured an additional contract for road construction, which is part of the urban infrastructure. Another example is the Magok LT office building. It’s in the early construction phase, where equipment setup has just been completed and a safety prayer ceremony was held. The client’s specific request, significant enough for them to visit our CM headquarters directly, was to pay special attention to staffing to prevent any gaps in CM services on-site. This was challenging given the initial staffing plan and actual site conditions, but we successfully readjusted personnel allocations for architecture, electrical, fire protection, and communications per process, aligning them with the client’s needs and the construction timeline. This site stands out in my memory as one we successfully concluded through careful coordination between the site conditions and the client’s requirements. Excavation work begins next week, and I am confident and expect this will become the customized building the client needs. I wish for an accident-free and injury-free site.
Woljae Park: I’d like to introduce the SK Seonhyewon construction site . Before construction, it was the private residence of SK’s first chairman, Choi Jong-kun, and later a corporate training center. This site is currently being rebuilt as a hanok wooden house. Hanok wooden houses are not common in Korea, even for construction management and supervision companies. SK is showing great interest in this site, with Chairman Choi Tae-won and the entire owner’s family attending the groundbreaking ceremony held on June 4th. I’m also paying special attention to this site. Also, the Samsung SDI site in Indiana, USA , which I visited in April, remains a vivid memory, as the sight of a massive automotive battery factory being built on a vast expanse of land was truly impressive.
Minjae Lee: Of the 17 projects currently under management, I’d like to introduce the Sartorius site in Songdo, Incheon , and the office site in the Insa-dong Gongpyeong District in Jongno-gu . The Sartorius site in Songdo is a bio-plant built with German capital. The client is highly satisfied with the company, as well as with the Junglim CM team and their staff. While the site is currently operating stably, I frequently communicate with the team to address any potential risks. Should any issues arise, we are fully prepared to respond calmly and promptly. The Insa-dong Gongpyeong District project is no exception. This top-down approach to the basement project presented many challenges from the beginning. However, the client is particularly satisfied with Junglim CM, as the basement construction period was shortened by about four months. We hope this project will proceed smoothly without a large list of issues, and we continue to share and discuss anticipated risks with the team.
Interviewee. Myungse Pang CEO of Junglim CM
Junglim CM, formerly a division within Junglim Architecture, became an independent department before spinning off in 2023. In 2024, it relocated to Yeongdeungpo Times Square, marking the start of its journey as an independent Junglim CM. This move was made to actively respond to the expanding CM market, driven by the growing importance of managing various risks within the construction industry. CEO Myungse Pang, who has led Junglim CM since its founding in 2023 after overseeing CM operations since 2018, joined Junglim Architecture in 1990 and has consistently spearheaded the company’s new challenges. Mirroring his attitude of never resting on his laurels, Junglim CM also aims for a higher level of total service CM. This goes beyond simple supervision, leveraging technical expertise to enhance architectural quality while reducing project costs and shortening construction schedules.
It has been over 30 years since I joined Junglim Architecture. I am recognized as a pioneer who spearheaded the company’s new challenges.
Looking back, it seems like a continuous series of challenges. When I joined as a design engineer but was transferred to the planning department, or when I became head of the residential division—a new business area at the time—or when I entered the completely new field of CM, all of these roles felt like I didn’t meet the required qualifications or capabilities, or the business itself was still unclear. I had to learn and adapt to handle the tasks assigned to me. Through this process, I developed the ability to analyze external environments and understand business trends. During the construction process, I learned to grasp the designer’s intent and propose solutions for better quality. It was my proactive approach to change that brought me to where I am today.
The Role and Necessity of CM
Under the Construction Industry Framework Act, CM has become a mandatory requirement, leading to the perception that CM generally remains confined to the statutory supervision role. How is the role of CM evolving today, and what approach does the CEO emphasize through Junglim CM?
The primary role of supervision was to inspect and ensure construction documents were properly implemented on-site. This can easily become passive. However, in construction sites where scale and expertise are expanding daily, CM plays a crucial role in determining direction at every moment. The essence of CM lies in engaging in every stage of construction to ensure the project is executed well. It requires predicting where risks may arise and proactively addressing them. The CM team must collaborate with the design team from the planning stage, developing strategies and managing the entire construction project.
Thanks to that approach, the CM headquarters, which started with a small team, grew into Junglim CM with 500 members within 15 years. What projects elevated the role and status of CM at Junglim Architects??
The construction of the National Baekdudaegan Arboretum, a 240 billion won project implemented from 2010 to 2017, served as a crucial turning point. The design was handled by Companies S and D, and we participated as the design project management team. At the time, the supervision site was extremely passive, following conventional practices. Facing this large-scale project, I insisted that the design project management team must participate from the very start of the design documentation phase. This was an uncommon proposal at construction sites where other companies were handling the design. After months of training to find the optimal materials and systems within the budget, we achieved a construction cost estimate accuracy of 100% ±5% by the mid-design stage. This ultimately satisfied the clients, the Korea Forest Service and the Public Procurement Service. Consequently, Junglim CM, which started with design project management on the National Baekdu Daegan Arboretum project, also became involved in construction project management.
Another significant turning point was the KOICA project, which marked the beginning of our overseas ODA work. I participated as the team leader in constructing a 500-pyeong (about 1,650㎡) sewing vocational training center in Haiti, which had suffered a magnitude 7.0 earthquake. During this time, experiencing various CM sites in different countries made the role of CM, which I had previously only vaguely imagined, become clear to me. The connection formed with KOICA then led to projects in Latin America and Africa. Overseas ODA projects expanded into EDCF projects, becoming a crucial pillar of Junglim CM’s business.
Strengths and Differentiators of Junglim CM
What is your differentiation strategy from competitors? Also, what are Junglim CM’s current strengths, and are there actions to support them?
Junglim CM’s parent brand, Junglim Architecture, has built a solid foundation through its accumulated expertise and unwavering commitment to creating greater social value. This legacy serves as a strong umbrella for the newly launched Junglim CM. Junglim Architecture, which has shaped Korea’s architectural landscape for over half a century, possesses accumulated know-how across all construction project phases—from planning and design to construction and post-construction management.
Above all, Junglim CM is renowned as a company that rigorously adheres to fundamentals and principles. Having supervised the large-scale 6,700-unit Gaepo Jugong 1 Complex, completed last December, Junglim CM underwent over 100 external inspections last year amid the LH scandal, successfully completing them without issue.
Simultaneously, Junglim CM believes it must play a leading role in driving the advancement of CM in Korea, not just its own development. This is also why we published the 『CM Manual Guide』 this year, coinciding with World CM Day. By publicly sharing manuals that other companies typically keep confidential and circulate internally, we aim to enhance industry transparency and foster a shift in perception about CM. This practice, transcending industry norms, brings greater value than any benefits gained through special favors. It embodies the mindset Junglim Architecture has strived to learn and uphold over the past 35 years.
Earlier this year, Junglim CM announced its strategic direction to focus its capabilities on the BBC (Battery, Bio, Semiconductor) industrial facilities sector. What preparations are you making to realize this?
The battery, bio, and semiconductor industries represent new market frontiers where Junglim CM is persistently knocking on doors, as they have high market barriers. Given the high technical demands of these sites, we also require significant preparation. To strengthen our CM technical capabilities, we established Junglim CM’s Technology Business Division, originating from the Junglim Architecture Technology Research Institute. We are commercializing innovative technologies like BIM, AI, and drones for construction projects and actively introducing them into CM sites.
We also aim to strengthen the service aspect centered on the customer, which is the essence of CM. CM’s customers are not just the clients. The project managers responsible for construction on-site are also customers in the same boat as us. We are establishing a Customer Value Center equipped with a system for organic communication with the field, enabling the field and headquarters to move as one.
Finally, I’m curious about the unique culture of Junglim Architecture that you are determined to pass on to the next generation, and your personal commitment to this endeavor.
My calling is to build people and enable the organization to function organically for the healthy sustainability of Junglim Architecture, thereby exerting a positive influence on society. I will do my utmost to fulfill this calling.
Junglim People & Works, excerpted from 『N.3 Junglim Spirit』
Myungse Pang. CEO of Junglim CM. He majored in architecture at Sungkyunkwan University and joined Junglim Architecture in 1990. He completed an MBA program at the Sungkyunkwan University Graduate School of Business, the ‘Housing Lecture’ program of the New Architects Association, the Future Strategy Program in Urban Environment at Seoul National University, and the Korea Commercial Arbitration Board Academy. After working in the Design Division, Planning Office, Residential Division, CM Division, and overseas projects, he currently serves as CEO of Junglim CM. Drawing on his diverse experience in architecture—including design, planning, the Residential Division (focused on new business), CM, and ODA project management—he has a strong interest in realizing sustainable architecture.
Interviewee. Inseok Ahn Managing Director, Junglim CM Technical Business Division
Among various evaluations of Junglim Architecture’s projects, one comment stands out: ‘The perspective drawings at the planning stage closely resemble the completed result.’ This likely attests to the rigorous and consistent process management implemented from design through to completion. The synergy achieved when architecture and CM (Construction Management) converge is clearly illustrated by the experience of Executive Director Inseok Ahn from Junglim CM’s Technology Business Division.
CM Implementation Project
Please provide a brief introduction to the projects that Junglim Architects has undertaken as a construction manager.
The new Hyundai Marine & Fire Insurance headquarters building in Bupyeong, completed in 2012, was the first project I handled after joining Junglim Architecture. I had previously worked on a design project for Hyundai Marine & Fire Insurance at my former company. Perhaps they recognized my supervision capabilities back then, because they contacted me again after I joined Junglim Architecture. It was my first CM project, successfully completed through excellent collaboration with the architects, and it led to ongoing work with Hyundai Marine & Fire Insurance thereafter.
Following the Bupyeong headquarters, we were tasked with constructing a small document storage facility at Hyundai Marine & Fire Insurance’s Gonjiam Training Center. This project expanded into the new HiVision Center construction. As the document storage neared completion, the client confided their concerns about improving the existing training center’s environment. The Gwangju area in Gyeonggi Province is a pristine region, making the permitting process notoriously difficult. With the project on the verge of collapse, they discreetly asked me to review it. After thorough examination, I saw potential, and we were able to build the current training center, more than double the original size. It was a project filled with many fun anecdotes, working side by side with the people I collaborated with. We personally crafted site-level models to review design proposals and even lived and worked in a converted abandoned factory beneath the site. It was a project where the client, architects, CM, and construction company all worked as one cohesive unit. Thanks to this effort, it achieved significant external recognition, including winning the Grand Prize at the 2017 Korea Architecture Culture Awards, making it deeply rewarding. This project served as a stepping stone for my growth as a CM.
The remodeling project I was in charge of also won another award.
Building on our previous CM experience, we undertook the remodeling projects for Daegu Bank’s headquarters and the March 1st Building. Both projects won the Grand Prize at the Korea Remodeling Architecture Awards in 2019 and 2021, respectively. The Daegu Bank headquarters held deep significance as it involved remodeling a work designed by Junglim Architecture after 40 years. The 3.1 Building project was an immense honor, as it provided the opportunity to remodel a work by the late Joongup Kim, an architect I had admired since my undergraduate days. Furthermore, the 3.1 Building project involved thoughtful consideration of architectural methods for preserving modern and contemporary architectural heritage, along with its archiving. Given the various activities that accompanied it—publications, contributions, exhibitions, media exposure—I personally consider it my best work to date.
Strengths of Junglim CM
CM work seems to be what enables the ‘total design’ approach, championed by Junglim Architecture since its founding, to be achieved with a high level of perfection. What do you consider to be the strengths of Junglim CM?
Construction Management (CM) is, simply put, managing a project on behalf of the owner or client. It encompasses all aspects necessary for construction, including ensuring schedule compliance and cost savings, achieving the best possible outcome through structural and material management, and overseeing site safety. It’s a highly specialized and challenging field. I also believe part of the job involves ensuring the architectural design intent is properly realized on site and addressing any shortcomings. While everyone on a construction site emphasizes ‘detailed design,’ actually implementing such details on-site is no small challenge. It requires significant cost and time. Moreover, modern buildings are a composite of elements communicated among all architectural stakeholders. That’s why I approach each project as a ‘work of art’. I focus on making the collective achievement—built by everyone from designers to subcontractors—shine even brighter on site. I absolutely refuse to accept a site that turns into a mess because someone took a half-hearted approach.
Junglim CM is a collective of individuals possessing the know-how and expertise accumulated through executing countless projects like these. The projects introduced earlier are all top-tier achievements realized through collaboration with specialized Construction Management Representatives (CMr) for each element. When the results of our hard work, driven by mutual trust and effort, are completed to a high standard, the client naturally becomes satisfied and returns for future projects.
Junglim CM’s differentiation lies in its long-accumulated know-how and expertise. I’m curious about a representative example.
There are several projects, but I’d like to highlight the 3.1 Building renovation. Completed in 1969, this project presented the challenge of replacing aged materials and structurally reinforcing the building while preserving and showcasing its symbolic elements as a modern architectural heritage site. The steel curtain wall, central to its facade, was replaced with a modern version while maintaining its original proportions. Parts of the original steel curtain wall were dismantled and preserved as heritage elements on the first floor, while several columns and beams were left exposed in their raw state. The I-beams of the steel curtain wall originally used Japanese-made Corten rolled steel. However, we determined there was no need to insist on this material and instead sought domestically produced materials with stable supply. With POSCO’s assistance, we produced 6mm-thick PosMac high-corrosion-resistant steel plates. These were laser-welded to match the dimensions of the original I-beams using a built-up method. The process concluded by coating them with the highest abrasion-resistant paint currently available before installation. This detailed design implementation ultimately completed the current facade of Building 3.1.
It seems that genuine on-site management is the key to forming close relationships with clients.
I believe we worked well together precisely because we demonstrated professionalism and sincerity to meet the client’s expectations. I often tell the CM team members and construction company staff the same thing. ‘Shouldn’t I myself be satisfied with this building once it’s completed? If I want to bring my family here and confidently say this is my work, I need to manage it well now.’ If such a good client, an excellent designer, and the CM and construction company all work together with one heart and one mind on a project, there’s nothing they can’t accomplish.
Junglim People & Works, excerpted from 『N.3 Junglim Spirit』
Inseok Ahn Managing Director, Junglim CM Technical Business Division. After graduating from university, I worked at an architectural design firm before joining Junglim Architecture in 2010 through a referral, transitioning to a career in construction management (CM). I am now entering my 14th year in the field. Leveraging his design background in CM work, he has executed projects including the new construction of Hyundai Marine & Fire Insurance’s Bupyeong Headquarters, the new construction of Hyundai Marine & Fire Insurance’s Hi-Vision Center, the remodeling of Daegu Bank’s headquarters, the remodeling of the March 1st Building, and the remodeling of Myeongdong N Building (formerly SK Networks headquarters). He is currently responsible for the remodeling of The-K Jeju Hotel.
Interviewee: Jeongchung Park, PD, Customer Value Operations Center, Junglim CM Operations Department.
CM is a field that coordinates multiple stakeholders and ensures the smooth progress and completion of construction projects. Consequently, numerous variables arise during the project schedule, requiring systematic on-site management to address them. To efficiently and quickly address on-site situations and client management, Jeonglim CM launched a new organization, the Customer Value Operation Center, in March 2024. PD Park Jeong-chung emphasized the center’s positive functions, the benefits of the PD system, and the importance of communication in CM.
What is the Customer Value Operation Center?
I’m curious about the purpose of establishing the Jeonglim CM Customer Value Operation Center.
In short, it’s about “building a rapid decision-making system suited to customer-centric operations.” This is a customized care system designed to respond swiftly to on-site situations and customer needs in the rapidly changing construction market. Led by the PD (Project Director) of the Customer Value Operation Center, we establish a decision-making system that proactively identifies and identifies risks at each site, while also providing customized management.
What is the specific role of a PD within the Customer Value Operations Center ?
PDs identify and develop solutions for each project site under their jurisdiction, while also considering these issues from the client’s perspective. This role coordinates and mediates the overall project. This role encompasses the entire CM process, from the project contract stage to completion and post-management. The PD system can be considered the headquarters organization that provides the closest support to the field, as all project-specific issues are communicated through the PD. This system benefits not only the client but also the team leader, as they can immediately resolve any pending issues or require action through the PD. The PD’s role is to share the on-site situation with the relevant departments and ensure seamless on-site management.
Differences from other companies
What is the difference between the PM system of other companies and the Jeonglim CM PD system?
The PM systems implemented by other CM firms are limited to the management of individual projects. Junglim CM’s PD system prioritizes understanding client needs and focuses on risk management through communication and collaboration between the field and headquarters, which is what differentiates it. Going forward, customer-centric on-site management will be paramount.
I’m curious about a case in which your PD role was of great help on-site among the projects you’ve worked on so far.
For the ongoing hospital remodeling project, as this is a long-term service contract, we sought to secure our remodeling performance sequentially by dividing the contract into multiple phases. Initially, the client refused this proposal, but as the project manager in charge, I negotiated and communicated with them several times, ultimately resolving the situation by securing a hospital remodeling performance certificate.
The Magok site was a case of great concern for the client. They were concerned about whether the allocation of CM staff would create a gap in on-site management and compromise safety and quality control. After clearly identifying the client’s needs through meetings, we consulted with the site manager and headquarters staff to ensure seamless on-site management within the scope of the contract. This approach helped build trust and ensure customer satisfaction. This series of cases was achieved not by the PD’s sole responsibility, but rather through a systematic communication process between headquarters and the site.
It seems that the Customer Value Operation Center PD requires communication skills above all else due to the nature of the work.
I apply the same expertise I’ve gained in the field to my PD work. When addressing project-specific issues, I prioritize “application of case studies and relevant laws” and “compliance with principles and regulations.” This is one of the fastest ways to foster mutual understanding, both on-site and when communicating with clients. Many clients inquire about similar cases or standards, and the CM team must fundamentally conduct its work based on clear regulations and grounds. Therefore, familiarity with relevant laws and applicable standards and the application of principles are paramount. This facilitates smooth communication with both clients and the field.
Lastly, please give a word of advice to clients who entrust their projects to Jeonglim CM .
Based on Junglim’s mission of “Creating a Healthy Space for a World We Live In Together,” the Customer Value Operation Center strives to provide exceptional CM services based on customer trust. As mentioned earlier, we strive for customer satisfaction and customized management through a customer-centric, practical, and prompt decision-making system. We are confident that we will achieve growth through a system that cultivates these professionals. We believe that not only existing Junglim CM customers but also many new clients will seek us out and join us. We will support you with Junglim CM’s unique system, built on established standards and principles.