Takim, R and Akintoye, A (2002) Performance indicators for successful construction project performance. In: Greenwood, D (ed.) Proceedings of 18th Annual ARCOM Conference, 2-4 September 2002, Northumbria, UK.
Abstract
The construction industry is generally considered to have under performed compared to other industries. Not only that, the UK construction industry has been criticized for not performing at the same level as that of other developed countries. In relation to this, the UK working groups on Key Performance Indicators (KPIs) have identified ten parameters for benchmarking projects, in order to achieve a good performance, in response to Egan’s report. These consist of seven project performance indicators, namely: construction cost, construction time, cost predictability, time predictability, defects, client satisfaction with the product and client satisfaction with the service; and three company performance indicators, namely: safety, profitability and productivity. Most of these indicators can be regarded as having results orientation, except for predictability of design cost and time, and predictability of construction cost and time, which can be regarded as procurement orientated, and safety, which can be regarded as process orientated. It is the contention of this paper that successful construction project performance can be divided along three orientations: procurement, process and result orientations. In addition, although these indicators provide a generic framework criterion for successful construction project performance, this current paper will provide a review of measurements developed to assess project performance and propose a model that will help to identify the performance of the stakeholders involved in a construction project.
| Item Type: | Conference Paper (Paper) |
|---|---|
| Uncontrolled Keywords: | performance indicators; stakeholders; project performance; procurement; process and result orientation |
| Index terms: | benchmarking, construction time, construction industry, profitability, developed country, client satisfaction, project performance, construction project, productivity, construction cost, design cost, key performance indicator, performance indicator |
| Subjects: | project controls, industry analysis, performance management, economics, management, performance measurement, development economics, project management theory and practice, production management, financial and cost management, project delivery, economic analysis, client relations |
| Topics: | Time Control, Quality Management, International Construction, Stakeholder Management, Research Practice, Project Management, Cost Management, Business Strategy |
| Descriptive scope: | 3 PCT |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here