Ankrah, N A and Proverbs, D (2005) A framework for measuring construction project performance: Overcoming key challenges of performance measurement. In: Khosrowshahi, F (ed.) Proceedings of 21st Annual ARCOM Conference, 7-9 September 2005, London, UK.
Abstract
Performance in the construction project context, and the need for its measurement are examined in this review of literature. It is shown that despite the inherent benefits of performance measurement in helping identify unnecessary causes of waste so that remedial actions can be taken, performance measurement is not extensively implemented because of the inadequacy of measures, complexity of measurement, time consuming and costly nature of performance measurement, and project-oriented nature of the industry. Where performance measurement is implemented, various frameworks are available, some targeting project performance whilst others focus on overall business performance. The criteria for these various frameworks are contrasted and assessed in terms of their suitability for on-going research into the impact of organisational culture on construction project performance. Following this assessment, the key requirements of suitable performance measures and measurement frameworks are identified as including, having a few but relevant measures, being linked with critical project objectives, providing accurate information, and comprising financial and non-financial measures. It is argued that a 'one-fits-all' approach in performance measurement is non-existent, and that measures chosen must align with the purpose of the measurement - in this case, the need to investigate the impact of organisational culture. On the basis of these arguments, an approach for identifying performance measures in this research is proposed.
| Item Type: | Conference Paper (Paper) |
|---|---|
| Uncontrolled Keywords: | construction project performance; organisational culture; performance measurement; performance measures; performance measurement frameworks |
| Index terms: | performance measurement, performance measure, project performance, business performance, construction project, organizational culture, complexity, suitability |
| Subjects: | production management, project management theory and practice, performance measurement, design criteria, systems engineering, sociology |
| Topics: | Organizational Design, Quality Management, Design Practice, Project Management, Engineering Principles |
| 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