Abstract
Purpose – This article aims to provide the guidelines to assess the risk management maturity (RMM) of construction projects.Design/methodology/approach – This article presents a literature review of the main risk management models, which aims to support a survey research to define, according to experts, the market preference and knowledge of RMM models.Findings – We pointed out in this article a set of guidelines to direct the maturity analysis of RM in the Construction Industry and proposed a model matrix to help companies to evaluate the maturity of the RM of a whole project or each activity separately.Research limitations/Implications – Limitations of this article include the search options originally defined by the researches in literature review and concepts and measures chosen to be evaluated by experts in the survey. Other approaches could explore the implementation of a RMM model considering quantitative measures in others areas.Practical Implications – The article provide to construction companies a way to measure their risk management capacity against four standard levels of maturity, allowing them to make benchmarking and to improve and increase their ability to manage risk.Originality/value – We highlighted to professionals and academics what factors were essential seeking to improve the risk management continuously.
Highlights
The environment in which organizations operate today is rapidly becoming more complex and competitive
It can be seen that the engineers formed 72% of the total body of respondents being this data extremely important when analyzing the results of other information found, as the central focus of the article is a survey to determine the guidelines of risk for the construction sector
It is expected that the results will be of professionals and academics interest, as this research may be useful to guide companies in the construction sector seeking a proactive and mature Risk Management (RM) and can serve for future research
Summary
The environment in which organizations operate today is rapidly becoming more complex and competitive. Siqueira (2005) points out that the company’s management maturity has an impact on competitiveness both for obtaining new contracts and for business continuity, from the ripening of internal initiatives to improve the consistency of planning, implementation and monitoring their processes. In this respect, the management maturity assessment allows objectively identify and plan the three basic types of process improvement actions:. ABNT (2005a) states that the risk is the probability of threats exploit vulnerabilities, leading to loss of confidentiality, integrity and availability, possibly causing impacts (consequences) in business, while the risk management process comprises a set of coordinated activities to drive and control an organization with regard to risk. The main elements of a sound risk management are related to the identification of risk and treatment of them (Ferma, 2003)
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