MAKERERE UNIVERSITY

COLLEGE OF ENGINEERING, DESIGN, ART AND TECHNOLOGY

SCHOOL OF BUILT ENVIRONMENT

DEPARTMENT OF CONSTRUCTION ECONOMICS AND

MANAGEMENT

BSc CONSTRUCTION MANAGEMENT

CMG 3107: MAINTENANCE FOR CONSTRUCTION MANAGERS
COMPILED BY GROUP 1
TOPIC: THEORY AND PROCESS INVOLVING
MAINTENANCE MANAGEMENT
GROUP MEMBERS
NAME STUDENT No. REGISTRATION No.
Akorebirungi Lea 2000702396 20/U/2396/PS
Akwasa Boaz 2000702403 20/U/2403/PS
Kasirye Iddi 2000702408 20/U/2408/PS
Kawuma Mary Innocent 2000702365 20/U/2365/PS
Mukisa Sheilla 2000700678 20/U/0678
Okello Emmanuel 2000700679 20/U/0679
Prince Jovan Arima 2000702384 20/U/2384/PS
Table of Contents
List of Figures and Tables..........................................................................................................ii
1 MAINTENANCE MANAGEMENT ................................................................................. 1
1.1 The Course of Action .................................................................................................. 1
2 DELIVERABLES .............................................................................................................. 2
2.1 Analysis of Factors Leading to Maintenance .............................................................. 2
3 THE STRUCTURE OF MAINTENANCE MANAGEMENT. ......................................... 4
3.1 Maintenance Management Decisions.......................................................................... 4
3.2 Strategic Management level. ....................................................................................... 4
3.3 Tactical Management level. ........................................................................................ 4
3.4 Operational Management level. .................................................................................. 5
3.5 Decision Problems Under Each Decision Level ......................................................... 6
3.6 Maintenance outsourcing ............................................................................................ 7
3.7 Effective maintenance ................................................................................................. 7
4 MAINTENANCE MANAGEMENT PROCESS............................................................... 8
4.1 Maintenance Management of Organization ................................................................ 8
4.2 Maintenance scheduling .............................................................................................. 9
4.3 Maintenance Planning ............................................................................................... 10
4.4 Mobilisation/ Directing ............................................................................................. 10
4.5 Maintenance Control ................................................................................................. 11
5 CASE STUDY.................................................................................................................. 13
5.1 Case Study Findings .................................................................................................. 13
6 Conclusion ........................................................................................................................ 15
REFERENCES ........................................................................................................................ 16

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List of Figures and Tables
Table 3.1: Categorization of maintenance management decisions. ..................................... 6
Figure 3.1 sequence of activities under the operational decision level ...................................... 6
Figure 3.2 Elements of effective management .......................................................................... 7
Figure 4.1: Functions of management ....................................................................................... 9
Table 5.1: Case study findings .............................................................................................. 13

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1 MAINTENANCE MANAGEMENT
Maintenance is defined as the combination of all technical, administrative and managerial
actions during the life cycle of an item/building to retain it in, or restore it to a state in which it
can perform the required function. This definition clarifies the objective of maintenance and
can help us understand what part of an organization is, somehow, devoted to maintenance.
(Adolfo Crespo Marquez, P.M de Leon, J.F.G Fernandez, and Carlos Parra, 2007)
BS 3811: 1984 defines maintenance as the combination of all technical and associated
administrative actions intended to retain an item in, or restore it to, a state in which it can
perform its required function. In this context, to retain implies that defects are prevented from
developing by carrying out work in anticipation of failure, while restoration means that minor
defects are allowed to occur before they are corrected.
Management is the process of leading and directing all or part of an organization, often a
business one, through the deployment and manipulation of resources (human, financial,
material, intellectual or intangible). One can also think of management functionally as the
action of measuring a quantity on a regular basis and adjusting an initial plan and the actions
taken to reach one’s intended goal. This applies even in situations where planning does not take
place. Situational management may precede and subsume purposive management.
Therefore, maintenance management encompasses many operations and functions and can be
described as the effective and efficient utilization of resources, to ensure that the process and
its facilities are kept operable to a standard required by the users.
1.1 The Course of Action
This refers to a series of stages or steps to follow in order to manage building maintenance
properly. After a building is completed, it has to meet various requirements, withstand the
rigorous climate and at the same time, it is expected to last for many years, preferably with
minimal maintenance. It’s not surprising that defects and failures occur frequently.
So due to these defects, there is need to understand why and how defects occur, what the
immediate and long-term effects are, and the remedial measures to restore, maintain or extend
the life and safety of buildings. Diagnosis involves the investigation of the existing condition
of a building, carrying out necessary tests, making recommendations and the prediction of the
future performance of buildings. The process makes use of a variety of technics from visual
inspection to use of sophisticated instrumentation.

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2 DELIVERABLES
In maintenance management, deliverables refer to the outcomes of maintenance management
process at different levels. In many cases deliverables are accompanied by an instruction
manual. They can be divided into two categories that is to say:
Project deliverables: these are outputs such project plans meeting minutes which cannot be
seen by the client or customer and they are not considered final. They are particularly required
to complete a project, deliver a good, or provide a service. They are merely deliverables that
are part of the steps that lead to the completion of that project. They are also referred to as
internal deliverables.
Product deliverables: these refer to the final outcomes that are provided to the client for
example handover contracts. They are also referred to as external or tangible deliverables
2.1 Analysis of Factors Leading to Maintenance
Poor Design
Some buildings are designed without considering the maintainability aspect, thereby making
maintenance difficult, expensive, risky, unsafe and tedious. A building should be
designed/constructed so that its maintenance can be performed with minimum cost and time.
Effective maintainability is mainly design related. Inadequate consideration of maintainability
results in a lot of maintenance problems while the building is in operation. Maintainability
entails maintenance time, labor/frequency of maintenance, maintenance costs and other related
issues that facilitate maintenance. Many maintenance works actually generate from the design
stage, as poor design will lead to serious maintenance problems. However, no amount of
maintenance can be adequate for a building that is poorly designed. The system, sub-systems,
components, materials and equipment specified at the design stage have profound effects on
the maintenance work required once the building is in operation.
Poor Workmanship
Labour plays a very important factor towards reducing maintenance works. The consequence
of labour on the performance of construction projects are multifaceted as the workforce factor
starts from the concept and design stage and continues throughout the construction and building
operation stages. Poor workmanship could be the result of lack of know-how, know why, know
when, know what, training and skill, or just plain negligence
Defective Materials and Components
Substandard and defective materials and components will lead to maintenance problems, if not
at the commissioning stage then surely later, when the building is operational. In order to
reduce the impact of the problem, durable and industryproven materials and components should
be given priority (see Emmitt and Yeomans 2001). Materials of good quality can also fail to
make the grade if used for the wrong purpose or in an unsuitable environment,

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Usage and Age
All built facilities, irrespective of materials, components or workmanship used will with usage
and time, encounter structural and systemic deterioration and decay. Maintenance in terms of
usage is hinged on, and very much related to, the culture of the occupants
Climatic and Environmental Factor
Buildings are constantly subjects of sunlight, rain, frost action, humidity, condensation, wind
and pollutions of all sorts. Buildings are affected by climatic and environmental factors. This
is even if the architects and/or engineers designed the building correctly and the contractors
constructed or built correctly. Hence, a major cause of maintenance problems in buildings is
exposure to climate and weather conditions. Different building materials and components react
differently to weather. Therefore, to minimize the maintenance expenditure, there must be a
proper selection of materials and components, as well as alternative designs for different
atmospheric conditions and geographical locations.
Nature of Users
In certain types of building, especially university, hospital and market buildings, because of
the complex nature of the users, the users are the human enemies of these buildings, through
various activities, namely vandalism, violence and arsonists. These elements are prevalent in
the buildings mainly due to poor maintenance or dilapidation (Allen 2005). In university
buildings, due to the intriguing nature of the users coupled with constant changes of users that
could have diverse backgrounds, there seems to be high demand for maintenance or
improvement.

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3 THE STRUCTURE OF MAINTENANCE MANAGEMENT.
3.1 Maintenance Management Decisions.
Management decisions can be categorized into three groups based on the time horizon for
making decisions. It is important that the short‐term decisions (operational management) need
to fit in with the medium‐term decisions (tactical management) and these, in turn, need to fit
in with the long‐term decisions (strategic management).
3.2 Strategic Management level.
The strategic decision level focuses on long-term planning, frequently taking into consideration
the entire life cycle of the equipment to be maintained. Strategic planning concerns allocating
resources to enable the maintenance organization to fulfill its function, while optimizing its
performance objectives.
Strategic management deals with various tasks such as:
i. Diagnosing the building’s external and internal environment,
ii. Deciding on a maintenance vision and mission,
iii. Developing overall goals for maintenance of the building,
iv. Creating strategies, and
v. Allocating resources to achieve the building’s maintenance goals from a long‐term
(a few years to tens of years) perspective.
The strategies need to be defined for all the different levels of maintenance. Corporate‐level
strategies are the major courses of action (choices) selected and implemented to achieve one or
more of the maintenance goals. Functional‐level strategies refer to the actions and resource
commitments established for operations, and the building’s other functional areas. Functional‐
level plans and strategies should support maintenance ‐level strategies and plans.
Strategic level performance objectives/deliverables can include:

1. Overall equipment effectiveness,

2. Life cycle cost,
3. Capacity utilization,
4. Customer satisfaction and retention,
5. Employee satisfaction and retention.

3.3 Tactical Management level.

Tactical management involves making decisions regarding what to do, who will do it, and how
to do it from a medium‐term (months to years) perspective. This usually includes specific
courses of action for implementing new initiatives or improving current operations.
Decision making on the tactical level involves effective utilization of available resources and
optimization of maintenance policies. The planning horizon is finite, typically between a month
and a year, depending on the nature of the organization. Plans are made for major maintenance

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overhauls and equipment upgrades in cooperation with those who plan the utilization of the
maintained equipment, for example the production department.

Responsibilities found in tactical level include;

i. Effective resource utilization,

ii. Ensuring the availability and reliability of production equipment,
iii. Finding effective maintenance policies,
iv. Optimizing maintenance policies,
v. Analysis of collected data,
vi. Monitoring and controlling the implementation of maintenance actions carried out by
lower-level management.

Tactical level performance objectives/deliverables can include;

● Availability,
● Maintenance cost per day/piece of equipment/produced unit,
● Capacity utilization,
● Minimizing the risk of unavailability.

3.4 Operational Management level.

Operational management deals with decision making from a short‐term (day or week)
perspective to develop specific actions that support the strategic and tactical management
decisions.
A key component of operational level decision making is detailed scheduling, including the
prioritization of tasks and ensuring availability of staff, knowledge, tools and the equipment to
be maintained for each job. The planning horizon on the operational level is short. Schedules
are usually updated on a day-to-day basis to accommodate unplanned corrective maintenance
as well as changes to the availability of staff and other resources.

Responsibilities found in operational level include;

i. Implementing maintenance actions on a day-to-day basis,

ii. Detailed scheduling considering the availability of workers, spare parts, tools and the
equipment to be maintained
iii. Corrective maintenance actions,
iv. Prioritizing jobs,
v. Collecting relevant data.

Performance objectives/deliverables on the operational level include

i. Down time,
ii. Unplanned maintenance tasks,
iii. Number of breakdowns,
iv. Amount of rework due to omitted or incorrectly performed maintenance.

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Table 3.1: Categorization of maintenance management decisions.
Time horizon Typical duration Name
long 5-50years Strategic
medium Months/few years Tactical
short Hours/day/week operational

3.5 Decision Problems Under Each Decision Level

a) Strategic level
1. Capital expenditure: accessing funds for new acquisitions such as spare parts,
materials, labor may prove challenging when not backed by finance department.
2. In-house Vs Out-sourcing: decisions whether to out-source the works contract or to
use in-house provisions for implementing the work may stall the maintenance works.
b) Tactical level
1. Spare Parts inventory; the availability, procurement and quality of necessary spare
parts require scrutiny before their approval.
2. Manpower planning; the type of labor may be inadequate compared to extent of
work, unskilled.
3. Coordinating maintenance and production.
c) Operational level
1. Maintenance job scheduling
2. Repair Vs Replace; the choice of whether to repair or replace the defected package.

Sequence of activities for implements decisions under operational level

Figure 3.1 sequence of activities under the operational decision level

1. Work Identification; this involves identifying the scope of works to be done in

maintenance.
2. Work Planning; the materials, manpower and dates for the maintenance are
determined.
3. Work Scheduling; the timelines of work execution is set out, how the activities to be
done will be laid out.
4. Work Execution; the actual work of required maintenance is done on the identified

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 5. Data Recording; the works done, materials used, labor, the extent of work and the
rates used are all recorded for future use and accountability.
6. Data Analysis; the data collected is analyzed and trends identified and relationships
between works variables such as labor, cost established.
3.6 Maintenance outsourcing
Due in-house maintenance being non-economical,oy-sourcing has been adopted in
maintenance management for various reasons as follows;
Advantages and disadvantages
The advantages of out-sourcing maintenance include:
1. Better maintenance due to expertise of service agent.
2. Access to high level specialists employed only when needed.
3. More resources are devoted to other aspects by reducing time and efforts involved in
maintenance management.
Disadvantages
1. Loss of maintenance knowledge.
2. Being locked in to a single service provider.
3. The cost of out-sourcing.
3.7 Effective maintenance
Effective maintenance management provides a platform that supports decision-making
techniques, models and methods that enable personnel to apply them at minimum costs anf
ensure high levels of customer service.

Figure 3.2 Elements of effective management

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4 MAINTENANCE MANAGEMENT PROCESS
The position of a maintenance department is dependent on the strategic objectives of the
organization and the importance it attaches to its buildings.
4.1 Maintenance Management of Organization
Organization is the process of procuring and allocating resources to accomplish the planned
target. It involves;
• Assembling and coordinating human, physical and financial information and other
resources required to achieve the planned target.
• Staffing the required workforce to carry out the maintenance activities as well as
making decision on how resources can be maximized. This is usually displayed in the
organization chart. The competency of the person that heads and performs various
duties is very important towards achieving the organization’s corporate objectives. The
relationship of the maintenance employees with the higher level executive should be
considered, and it should be ensured that maintenance employees are well acquainted
with the organization’s mission and vision.
In order to achieve the objectives that were planned, resources are required and need to be
assigned to respective functions in the organization. For instance, efficient organization of
labour is crucial in maintenance management since maintenance is labor intensive as compared
to undertaking a new build. Therefore, greatest potential of cost saving in executing
maintenance service lies with efficient labour management. Poor planning and poor
organization will lead to poor maintenance management and backlog.
Essentially, it aims to deliver results efficiently and effectively in line with recipients’
expectations. Efficiency is doing things in the right way. It involves eliminating waste (time,
material and expenditure) and optimizing processes of accomplishing activities.
Managers are people who make an organization that achieved its objectives. Summarily,
management aims to do the following:
(a) Enhance productivity,
(b) Improve users’ satisfaction,
(c) Use resources efficiently and effectively.
The functions or duties of management vary and depend on the situation to which it is applied.
The functions that managers perform include; planning, directing, controlling and organizing.
Construction Managers are expected to have competences to perform these four broad
functions irrespective of field of applications. Figure 4.1 elaborates the relationship between
all the four functions of managers.

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 Figure 4.1: Functions of management

4.2 Maintenance scheduling

This is planned work that includes the who, what, when, and where of tasks. Therefore, it’s a
process that helps a construction maintenance manager identify and solve potential problems
before they get out of hand.
This step therefore is necessary since approaching any maintenance activity involves one
coming up with a criterion of doing the various activities to maintain a structure.
Scheduling work and allocating the resources of time and labor play a key role in efficiency.
Maintenance scheduling gives a manager ultimate understanding of the overall process to help
decide priority levels of various activities. For example, if the maintenance manager needs to
verify the timely delivery of a cement, she/he might have to prioritize truck maintenance to
ensure the cement reaches the site on time without interruption.
Maintenance scheduling involves;
1. Identifying and assigning personnel: A team leader identifies what part of a structure
needs to be maintained and looks ahead for who to do the work. For example, plumbing
works being assigned to a plumber.
2. Acquiring materials from external sources or inventory: Materials required are
listed and the quality and quantity as stated in the specifications is estimated by the
skilled personnel.
3. Ensuring that tools, transportation, lifting and support equipment are available:
For all machinery, tools should be put in place and also hoisting cranes to higher heights
may be provided where necessary.
4. Preparing required operating, maintenance, safety and environmental procedures
and work plans: Safety is key in every activity on a construction project. Workers
should be sensitized about it and destruction to any surroundings be avoided where
necessary.
5. Identifying and reserving external resources: There are a number of resources that
need to be protected while maintenance works are going on for example electricity
supply points, water pipelines and waste water drainage systems.

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 6. Identifying communication resources: Communication being a key for any activities
to be successful, maintenance is thus operated when the communication resources or
funds are allocated.

7. Providing necessary training: The team meant to carry out the maintenance activities
is well trained and guided by engineers in charge.
4.3 Maintenance Planning
Maintenance planning is the maintenance management activity that is carried out to prepare
the maintenance plan. The maintenance plan consists of a structured set of tasks that include
activities, procedures, resources and the time scale required to carry out maintenance.
In order to study how to obtain our plan, our structured set of maintenance tasks for a building,
we have to prioritize our:
1. The building’s drawings, operational data on some installments, quantity and location
2. Feasible alternatives
3. Turnaround and transportation time to and from repair facilities
4. Skilled personnel and resources required
5. Cost factors
6. Item reliability and maintainability data
7. User policy and constraints.

The output from this detailed analysis facilitates the assignment of maintenance to every
equipment and identification of maintenance support resources. The determination of a specific
maintenance line will require to take decisions on:
1. Whether maintenance personnel are provided by the organization or whether they are
obtained from external sources.
2. Condition monitoring equipment and software to be used
3. Who provides materials and consumables, e.g., inventory, local sourcing or external
supply?
4. Where special tools, transportation, lifting, testing and support equipment is sourced?
5. Infrastructure that needs to be provided to implement maintenance policies.
When this process is carried out, the complete maintenance task definition and the maintenance
capacity planning will be finalized.
4.4 Mobilisation/ Directing
In relation to maintenance management, directing or mobilising process focuses on knowing
when each resource is needed, thus aiming at coinciding resources with time. The process can
also be termed as leading since the manager has to lead the organisation towards achieving the
set goals (Olanrewaju & Abdul-Aziz, 2015). This is done through creating a structure and
employing the right team or personnel to accomplish the varios tasks asigned ensuring that
each is allocated the right resources, hence all tasking meet the project goal. While allocating
the resoucres, it is required that both the manager and team know when each resource is needed.

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Therefore, the manager has to ensure that the employer and team have the organisation
objectives and gaols clearly communicated to them. All teams are expected to be aware of their
members, understand the tasks assigned to them and their responsibilities towards the
organisational targets. Thus their interests have to be aligned with the common goal. However,
there should be a lead time where by the manager knows the required resources ahead of time
so as to acquire them in advance. This all depends on the resources, whose deliverying them
and how long the delivery takes.
The manager also has a responsibility of making sure that the team is competent through
assigning supervisors to each team or personeel and everyone is at their best. This done by
motivating the workforce, communicating (Smith, et al., 2001), and sharing the vision of the
orgnisation. However, the motivation requirement is very vital since the human resource has
to be understood by knowing that demotivators are different from motivators. Therefore, it is
important to adress the demotivators first, before getting to the motivating factors.
This is all done so as enhace productuvuty (Ben-Daya, Duffuaa, Raouf, Knezevic, & Ait-Kadi,
2009), improve users satisfatction and use resources efficiently and effectively. Efficiency
means getting the best out of the available resources while effectiveness is being able to
archieve objectives despite available resources. Therefore, the maintenance management
process of mobilisation is complete when all the above are thoroughly archieved.
4.5 Maintenance Control
This is another critical function in value maintenance management processes. Here, the
organisation determines if resources are used as planned and if the maintenance organisation
is meeting its set target. For instance, the maintenance management function of controlling
involves monitoring performance, making corrections and making continuous improvement. It
also involves the determination of whether organisation is achieving the level of quality set as
well as if maintenance activities are being completed on schedule, with high reliability and
safety and ultimately meeting the users’ satisfaction. A key function here is the monitoring of
the maintenance performance indicators.
1. Monitor activities
A mechanism must be put in place to monitor the maintenance process. This is to ensure
improvement when necessary. There is the need for the maintenance organisation to continue
to benchmark its activities against the best in the system. Resources must be monitored to see
if they are used as planned and if not the causes of the disparity must be established
2. Check if target is as planned
As part of the above function, decisions will be arrived at as to whether the actual achievement
is in consonance with the planned target. Where the target is not achieved, an explanation is
provided as to why it is not achieved. The maintenance organisation also needs to put
mechanisms in place to see whether targets are achieved or not. Much of this can be obtained
through maintenance activities monitoring. It is instructive to mention again that the fact that
the target is achieved does not imply maintenance is done in the most effective and efficient
way. Therefore, even if a target is achieved, effort should be made to establish why the target

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it achieved was at that level. It could be a coincidence. Thus, this model is both problem-solving
and problem seeking.
3. Improve resources.
This is very necessary where a target is not achieved. However, even if a target is achieved,
alternative ways of putting the resources into optimum satisfaction must be recognised as
continuous processes.
4. Analyse data for feedback and feed-forward.
All information related to maintenance, renovation, refurbishment and other similar initiatives
should be well documented in a concise format or medium as intellectual property.
Fundamentally, maintenance organisations should have information relating to safety, the
building portfolio, the condition and performance of the buildings as well as the maintenance
expenditure. This will allow the trend to be monitored and appraised. With this, informed
decisions can easily be reached as if the maintenance, refurbishment, alteration or
reconstruction are required.
5. Measure performance
Performance of the building and maintenance management philosophy must be measured. This
is in order to provide a feedback to the organisation on the state of the building performance
and user satisfaction. Tools and techniques applicable for this exercise include the following:
customer relationship management, customer service management and customer demand
management.

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 5 CASE STUDY
The case study is on eight (8) polytechnic were undertaken in order to identify the maintenece
management problems and the current approaches to address the problems. The different types
of polytechnic was to provide the variation on the maintenance management practices
classified as old, new and premier polytechnic repectively.
5.1 Case Study Findings
The findings were summarised into maintenance management problerms and approaches to
the problems.
Table 5.1: Case study findings
Element of
Case A Case B Case C Case D Case E Case F Case G Case H
Analysis
Maintenan ● ● Less ●Nonspecif ● Less ● Limited ● Less ● Verbal ● Lack of
ce Nonspecifi competent ic competent budgets competent complaint motivation
Manageme c manpower complaint manpower ● Defect manpower ●Unsystem for
nt complaint ● Defect ● Time gap ● Defect repetition ● Defect atic reporting
Problems ● Time gap repetition of repetition ● Student repetition database defect
of ● Time gap building ● Time gap Vandalism ● Time gap ● Defect ● Delayed
building of repairs of of repetition delivery
repairs building ● Limited building building ● Less complaint
● Limited repairs budgets repairs repairs competent ●
budgets ● Limited ● Less ● Student ● Limited manpower Unhanded
● Less budgets competent Vandalism budgets ● Time gap complaint
competent manpower of ● Limited
manpower ● Defect building budgets
● Defect repetition repairs ●Nonspecif
repetition ● Limited ic
● Student budgets complaint
Vandalism ● Poor ● Time gap
quality of
contractor building
repairs
● Defect
repetition
● Poor
quality
contractor
Approache ● To ● Training ● To ● Provide ● Priority ● Training ● Issued ● Improve
s to replace the courses for replace the more on courses for the notice the
Addressing old technician old frequent maintenan technician to prevent maintenan
Problems material ● To material inspection ce verbal ce
(e.g., replace the (e.g., and repairs complaint assessment
timber) old timber) assessment ● Installed for for
with material with strong in signage to minor the
strong (e.g., material identifying motivate defect building
material timber) (e.g., the student ● Improve maintenan
(e.g., heavy with strong heavy causes of to the ce
steel) material steel) defect conserve maintenan works did
● Allocated (e.g., ● Training ● Training facility ce by the
the heavy courses for courses for assessment contractor
budget and steel) technician technician for the
punishmen ● Installed building
t for signage to maintenan
vandalism motivate ce works

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 cases student did by the
● Training to contractor
courses for ● Training
technician courses
for
technician
Maintenan Convention Convention Convention Convention Convention Convention Convention Convention
ce al al al al al al al al
Manageme (e.g., (e.g., paper (e.g., paper (e.g., paper (e.g., paper (e.g., (e.g., (e.g., paper
nt paper- based form based form based form based form paper- paper- based form
System based and and and and based based and
form and unsystemat unsystemat unsystema unsystemat form and form and unsystemat
unsystemat ic ic tic ic unsystemat unsystemat ic
ic database) database) database) database) ic ic database)
database) database) database) and
and and under DLP
under DLP under DLP

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6 Conclusion
Performance of built systems such as roads, buildings etc does not only depend on design
and operation but also on how it is maintained during its operational phase, hence proper
functioning beyond the extended time period requires proper and effective maintenance
management.

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REFERENCES
Adolfo Crespo Marquez, P.M de Leon, J.F.G Fernandez, and Carlos Parra. (2007). THE
MAINTENANCE MANAGEMENT FRAMEWORK: Models and Methods for Complex
Systems Maintenance. Seville, Spain: School of Engineering, University of Seville.
Ben-Daya, M., Duffuaa, S. O., Raouf, A., Knezevic, J., & Ait-Kadi, D. (2009). Handbook of
maintenance management and engineering. London: Springer-Verlag London limited.
Olanrewaju, A. L., & Abdul-Aziz, A.-R. (2015). Building maintenance proces and practices.
Singapore: Springer science+business media.
Olanrewaju, A. L., & Abdul-Aziz, A.-R. (2015). Building planning processes and practices.
Singapore: Springer Science+Business Media.
Narimah, K., & Zul-Atfi, I. (2013). Maintenance Management Practices for Building

Maintenance: Case Studies.

Smith, P. R., Seth, A. K., Wessel, R. P., Stymiest, D. L., Porter, W. L., & Neitlich, M. W.
(2001). Facilities engineering and management handbook. New York: McGraw-Hill
companies Inc.
Smith, P. R., Seth, A. K., Wessel, R. P., Stymiest, D. L., Porter, W. L., & Neitlich, M. W.
(2001). Facilities engineering and management handbook. New York: McGraw-Hill
Companies Inc.

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