Journal of Construction in Developing Countries 01/2010;
Source: DOAJ


The newly developed Construction Industry Macro Maturity Model (CIM3) was used to measure the maturity of Guyana’s construction industry. The CIM3’s assessment provides a leading indication of performance by relating the maturity of a set of management and operation key practices in the construction industry to the achievement of various performance objectives that lead to the realisation of the construction industry’s performance goals. The implementation of the CIM3 in Guyana relied upon the use of an expert group of construction industry professionals who were elicited to provide the input information for the model. It was found that Guyana’s construction industry is least mature with respect to health and safety management and most mature with respect to cost management. Overall, Guyana’s construction industry is immature, and a translation of its maturity to represent the level of realisation of its combined performance goals indicates that its lagging or after-the-fact performance indicators are likely to be poor.

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    • "In their seminal work on the plight of construction industry development in developing countries, Ofori and Toor [19] have traced the footsteps of some of the simmering problems which are at the base of construction industry's predicament. In short, the construction industry in the developing countries lack the sort of maturity as deservingly boasted by that of industrially advanced countries [20]. Further aggravating the situation, the not-so-promising " attention to detail " tendency for sustainable development in the context of these countries is unsettling: restricted by weak and exhausted economies, vulnerable social conditions and insubstantial appeal to environmental concerns, developing countries risk bearing greater losses trying to avoid smaller ones (e.g. "
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    ABSTRACT: Repair & maintenance (R&M) activities of buildings and structures are inescapable: aging, constant use (causing wear and tear), likely defects of design and construction, and the consequences of environmental agents and vulnerabilities cause the deterioration of building components over a period of time. R&M decisions are partly dictated by policies and regulations in the developed world, however the situation exacerbates in developing countries where large number of externalities dictates these decisions: lack of budget, enforcing regulation and building standards to name a few. These and other inherent uncertainties grow to be considerable risks of strange and inimitable nature which demand an active and customized management. There is a strong incentive if effective risk management is launched and established in R&M projects: better cost control, higher serviceability, lower facility down time and improved reputation along with the enhanced satisfaction on part of occupants and users. The need to systematically manage the risk is paramount: starting from efficient risk identification to precise analysis, and appropriate response planning to thorough monitoring and control, a tailored and specialized project risk management (PRM) framework-a combination of specific tools and techniques-will greatly help by considering how risky these undertakings are, dealing with apparent threats and converting them into real opportunities. To this end, after reviewing the R&M state of affairs in developing countries, this paper proposes a functional PRM framework to manage R&M risk.
    Full-text · Article · Apr 2014