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- Journal of Construction Project Management and Innovation
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- Volume 1, Issue 1, 2011
Journal of Construction Project Management and Innovation - Volume 1, Issue 1, 2011
Volume 1, Issue 1, 2011
An investigation into contractors' evaluation of risks associated with the JBCC principal building agreement in South AfricaAuthor Nishani HarinarainSource: Journal of Construction Project Management and Innovation 1, pp 1 –26 (2011)More Less
Construction is a risky business, and risk management is an essential responsibility in managing construction projects and organisations. Hence, construction contracts have been developed to organise the relationship between project participants and manage associated risks. This paper provides an investigation into the contractors' responses and feedback obtained through the application of an innovative framework developed by the authors towards identifying, quantifying and classifying the risks associated with the Joint Building Contractors Committee Principal Building Agreement Series 2000 (JBCC PBA) in South Africa. Qualitative and quantitative techniques have been used in this study for data collection and analysis. Purposive sampling was adopted to identify the respondents, and 9 construction managers were interviewed. The interviews were structured so that they were carried out in a free and unbiased manner and responding contractors were asked to complete a questionnaire. Analysis of responses showed that the developed Identification, Quantification and Classification Framework (IQCF) is an innovative and accepted tool that is able to fill the gap in managing project risks and will complement current practices. It is seen to be of benefit to firms in assisting with training of employees and helping junior employees understands and uses the JBCC (PBA). Investigating the validity and reliability of the developed framework is of prime importance to ensure its suitability to manage risks associated with the JBCC (PBA). For this reason contractor's responses and feedback are based on the practical application of the framework which ultimately increases its value and contribution to the construction industry. The adoption and application of the framework will enable contractors to enhance the risk-management process in South Africa.
Author Samuel K. AnsahSource: Journal of Construction Project Management and Innovation 1, pp 27 –45 (2011)More Less
Delayed payments of work done by clients on construction projects in the Ghanaian construction industry are considered to be a factor of significant concern. It causes severe cash-flow problems to contractors and this can have a devastating effect down the contractual payment chain. It is not uncommon to find a contractor or sub-contractor who has not been paid what is due to him threatening to suspend work under the contract until the balance due to him is paid in full. The practice of efficient and timely payment in construction projects is a major factor that can contribute to the success of a project. This study was conducted to identify the causes and effects of delayed payments for work done in the Ghanaian construction industry. In order to obtain indicative data for the study, questionnaires were designed and distributed to a randomly selected sample of 210 individuals among contractors, subcontractors and clients in the Ghanaian construction industry. In total, 174 completed questionnaires were returned and then analysed statistically. The Relative Importance Index was used to determine the ranking of the results of the study. Employers' poor financial management, conflict among parties involved in the contract, and delay in certification are some of the potential causes of delayed payment identified in the study. Withholding or delaying payment creates financial hardship for the construction companies and its impacts are sometimes so harsh that some companies have to close down. To improve the payment situation, the findings of the study suggest that there must be enforcing clauses of delayed payment in contracts, i.e. levying charges on overdue payments and the establishment of a payment department which would be responsible for keeping records of the history of delayed payment and penalties given to those who fail to pay on time as stipulated in the contract.
Author Y.M.D. AdedejiSource: Journal of Construction Project Management and Innovation 1, pp 46 –62 (2011)More Less
This paper examines the overriding benefits of interlocking masonry over the conventional types in housing delivery in Nigeria. The study summarises and interprets the findings from an empirical survey of students' housing projects in selected institutions in South-western Nigeria and Abuja, the capital city of Nigeria through case studies, interview schedules, and observations. Professionals like architects, engineers, quantity surveyors and building contractors involved in the designs and supervision of these projects were interviewed to obtain their views on the subject. Research variables investigated include: size of buildings; number of labourers engaged in masonry works; cost of masonry works; curing and setting time for concrete blocks; productive hours of labourers employed; and willingness to use these materials. Some selected buildings observed in the field that have been constructed using mortarless masonry construction systems are presented next. Data obtained from the field through observations and interview schedules were analysed and compared with both descriptive and inferential statistics. Analysis of results revealed the following: a high preference of professionals for the use of interlocking masonry over the conventional methods; faster construction time; labour and material cost savings with interlocking blocks. The limitations of the use of interlocking blocks for housing projects were also observed. This paper recommends the use of the accelerated dry masonry system in housing projects and concludes that interlocking masonry is a good replacement for the conventional types of construction used in student housing projects in Nigeria.
Source: Journal of Construction Project Management and Innovation 1 (2011)More Less