scholarly journals Selection of Performance Objectives and Key Performance Indicators in PPP Projects: A Review

2021 ◽  
Author(s):  
Anna Mathew ◽  
Seema K Nayar ◽  
Santhosh Sathyapal
Keyword(s):  
Performance Management ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Performance Management System ◽  
Successful Performance ◽  
Construction Market ◽  
Global Construction ◽  
Definition Of ◽  
Selection Of

Public-Private Partnerships (PPP), now applied widely in the global construction market, are more complex than conventional public procurements in economic, social, political, legal, and administrative aspects. Therefore, in order to ensure good performance and subsequent success of project, PPPs require a well-formulated performance management system that takes into consideration the perspectives of all stakeholders involved. A general agreement on how to measure success is necessary, which may be achieved by the definition of Performance Objectives (POs) of the project. Further statistical evidence, often labelled Key Performance Indicators (KPIs), may be employed to ensure that the actual progress is at par with the targeted. Determination of appropriate POs and KPIs is important for successful performance management. Numerous studies have been conducted worldwide to identify a desirable set of POs and KPIs in PPPs.

scholarly journals ENHANCING LECTURER’S “TRI DHARMA” THROUGH PERFORMANCE MANAGEMENT SYSTEM: A STUDY AT AN INDONESIAN PRIVATE UNIVERSITY

2020 ◽  
Vol 11 (1) ◽  
pp. 1-15
Author(s):  
Yuliani Rachma Putri ◽  
Syarifuddin Syarifuddin
Keyword(s):  
Performance Management ◽  
Performance Indicators ◽  
Management System ◽  
Private University ◽  
Key Performance Indicators ◽  
Strategic Communication ◽  
Performance Management System ◽  
Balance Score Card ◽  
System A ◽  
Score Card

For the last decades, Institution of Higher Learning (IHL) activities has become more complex. Competitive environment, technological advances, stakeholder and profit- oriented markets have demanded IHLs to facilitate broad areas of activities which require many resources ranging from human to technical. Thus, IHL’s managers as decision-makers faced the problems of finding the right performance measurement and the proper usage of Performance Management System (PMS) for measuring all of the performances especially for lecturers which measured by Key Performance Indicators (KPIs) known as “Tri Dharma”. Hence, this study aims to examine the use of performance management system at one faculty of an Indonesian private university. This research is the extended version from the paper presented on 3rd Icotic 2017, titled “A Study of Strategic Communication in Supporting the Performance Management System: A Case at an Indonesian Private University”. Using semi- structured interviews with 12 managers at the faculty, this study was examine how the PMS used to support lecturers in conducting the “Tri Dharma” activities by providing the guidance to reach the objectives and target of the institution. The qualitative evidence collected during the course of the research indicates that private university is now being highly competitive and it is very sensitive to changes in technology, student tastes and behaviours. In so doing, IHLs managers have to set up some suitable indicators to be measured through the Balance Score Card (BSC) as the PMS that allows faculty managerial level to translate their visions into collective visions that enhance all lecturers as teams to move in a shared-service and value-creating work. This PMS also used as a strategy map to guide with signposts and guardrails to construct and to motivate all lecturers to reach the KPIs also to maintain their performance in conducting “Tri Dharma” by linking the salary, increment, bonus to performance and make quarterly report to evaluate. Keywords: Performance Management System, Key Performance Indicators, Balance Score Card

scholarly journals Linking a performance management system and competencies: Qualitative research

2019 ◽  
Vol 11 (1) ◽  
pp. 51-67 ◽  
Author(s):  
Veronika Korenková ◽  
Ján Závadský ◽  
Marcin Lis
Keyword(s):  
Qualitative Research ◽  
Performance Management ◽  
Performance Indicators ◽  
Management System ◽  
Business Performance ◽  
Key Performance Indicators ◽  
Theoretical Background ◽  
Performance Management System ◽  
Competency Based ◽  
A Performance

Abstract The main purpose of the paper is to identify the group of indicators that are most widely used in the manufacturing area worldwide, to identify the responsibility and authority for measuring and evaluating business performance, and to create an illustrative competency-based model for a performance management system within a business. The paper covers two areas that are important in the maintenance of sustainable business performance. The first area focuses on a performance management system and its key performance indicators as an important element in every performance management system within a business. The article also presents the theoretical background of the Z-MESOT method, which is applied to define the consistency of these indicators in practice. The second area is dedicated to defining a competency-based model and competences related to the measurement and assessment of performance, which have been extracted from other general competences. This paper presents findings from qualitative research to eliminate the bottlenecks of the Z-MESOT matrix that was transposed into a questionnaire. The questionnaire, as well as structured interviews, helped identify differences in responsibility attributes of the Z-MESOT matrix regarding the size of the researched businesses. The paper offers a list of competences related to the key performance indicators that can be used for following theoretical and practical research.

scholarly journals A Methodological Framework for the Selection of Key Performance Indicators to Assess Smart City Solutions

Smart Cities ◽  
2019 ◽  
Vol 2 (2) ◽  
pp. 269-306 ◽  
Author(s):  
Komninos Angelakoglou ◽  
Nikos Nikolopoulos ◽  
Paraskevi Giourka ◽  
Inger-Lise Svensson ◽  
Panagiotis Tsarchopoulos ◽  
...  
Keyword(s):  
Performance Indicators ◽  
Smart City ◽  
Key Performance Indicators ◽  
Lessons Learned ◽  
Sustainable Cities ◽  
Novel Technologies ◽  
Technology Service ◽  
Definition Of ◽  
Business As Usual ◽  
Selection Of

Smart and sustainable cities are expected to form a cornerstone for achieving resource efficiency and sustainability worldwide. In this specific study we introduce a holistic framework for determining a repository of key performance indicators (KPIs) that are able to evaluate both business-as-usual and novel technologies and services related to smart city solutions. The framework includes six steps: (a) Clustering of the technology/service solutions into groups called Transition Tracks; (b) definition of the main groups of stakeholders; (c) definition of KPIs dimensions (or domains); (d) definition of KPIs repository per dimension; (e) definition of the scope of evaluation per KPI; and (f) threshold definition per KPI. The implementation of the proposed framework led to the development of a repository of 75 KPIs categorized in six dimensions (technical, environmental, economic, social, ICT and legal KPIs) with the corresponding levels of assessment and stakeholders’ group of interest. The proposed repository can serve as a great basis for similar projects to monitor and evaluate the performance of their solutions. Tips and guidance based on the actual implementation and lessons learned from a smart city project are provided.

Management’s Perception of Key Performance Indicators for Vietnam Small and Medium Enterprises

2018 ◽  
Vol 34 (1) ◽  
Author(s):  
Ta Huy Hung
Keyword(s):  
Performance Measurement ◽  
Competitive Advantage ◽  
Performance Management ◽  
Performance Indicators ◽  
Management System ◽  
Key Performance Indicators ◽  
Performance Management System ◽  
Sustained Competitive Advantage ◽  
Manufacturing Performance ◽  
And Performance

Key Performance Indicators in performance management system was attracted by researchers and practitioners. In order to effective implemented KPIs in SMEs, managers must deeply understand about the KPIs, role of KPIs, implemented KPIs. Based on the quantitative method by doing survey with 162 SEMs, author indicated the current situation of the perception of SMEs manager about the fundamental of KPI, roles of KPIs  and difficulty implemented KPIs in performance management system. Based on the consistent theory about KPIs , author proposed some solution for manager to enhance their knowledge of KPIs. Keywords SMEs, KPIs , Performance appraisal References Ahmad, M. M., & Dhafr, N. (2002). Establishing and improving manufacturing performance measures. Robotics and Computer-Integrated Manufacturing, 18(3), 171-176. Aylin Ates, Patrizia Garengo, Paola Cocca, Umit Bititci (2013), The development of SME managerial practice for effective performance management, Journal of Small Business and Enterprise Development, 20(1), 28-54Ayoup, H., Omar, N. H., & Rahman, I. K. A. (2012). Implementation of Balance Scorecard (BSC) in a Malaysian GLC: Perceptions of Middle Managers. Asia-Pacific Management Accounting Journal, 7(2), 99-126.Barney, J. (1991), ‘Firm resources and sustained competitive advantage’ Journal of Management, 17(1), 99-120Cagliano, R., Blackmon, K. and Voss, C. (2001).Small firms under microscope: international differences in production/operations management practices and performance. Integrated Manufacturing Systems, 12, 469– 482.Corbett, L. M. (1998). Benchmarking manufacturing performance in Australia and New Zealand. Benchmarking for Quality Management & Technology, 5(4), 271-282. De Waal, A. A. (2003). Behavioral factors important for the successful implementation and use of performance management systems. Management Decision, 41(8), 688-697.Garengo, P., Biazzo, S., & Bititci, U. S. (2005). Performance measurement systems in SMEs: A review for a research agenda. International journal of management reviews, 7(1), 25-47.Epstein, M. J., & Roy, M.-J. (2001). Sustainability in action: Identifying and measuring the key performance drivers. Long range planning, 34(5), 585-604. Evans, N. (2005). Assessing the Balanced Scorecard as a Management Tool for Hotels, International Journal of Contemporary Hospitality, Management Accounting, 17, 5 : 376-390.Jakelski, D., & Lebrasseur, R. (1997). Implementing continuous improvement in the North American mining industry. Technological Forecasting and Social Change, 55(2), 165-177. Hair, J. F., Black, W. C., Babin, B. J., Anderson, R. E., & Tatham, R. L. (1998). Multivariate data analysis (Vol. 5): Prentice hall Upper Saddle River, NJ.Lado, A. A., & Wilson, M. C. (1994), ‘Human resource systems and sustained competitive advantage: A competency-based perspective’, Academy of management review, 19(4), 699-727.Mai Thanh Lan (2016), Xây dựng các năng lực cho nhà quản trị cấp trung nhằm nâng cao năng lực cạnh tranh của doanh nghiệp, Tạp chí Kinh tế & phát triển, 225, 90-99.Lê Quân (2015), Lãnh đạo doanh nghiệp Việt Nam: Hội đồng quản trị; Ban điều hành; Khung năng lực; Thẻ điểm cân bằng; Chỉ số hoàn thành, NXB Đại học Quốc Gia Hà Nội, Hà Nội.Martins, R.A. and Salerno, M.S. (1999). Use of new performance measurement system, some empirical findings. In Managing Operations Networks – VI International EurOMA Conference, Venice, Italy, 7–8 JuneParmenter, D. (2010). Key performance indicators (KPI): developing, implementing, and using winning KPIs: John Wiley & Sons.Rodriguez, R. R., Saiz, J. J. A., & Bas, A. O. (2009). Quantitative relationships between key performance indicators for supporting decision-making processes. Computers in Industry, 60(2), 104-113. Shahin, A., & Mahbod, M. A. (2007). Prioritization of key performance indicators: An integration of analytical hierarchy process and goal setting. International Journal of Productivity and Performance Management, 56(3), 226-240.Nguyễn Đình Thọ (2012). Phương pháp nghiên cứu khoa học trong kinh doanh. Thiết kế và thực hiện. Hà Nội: Nhà xuất bản Lao động xã hộiTsai, Y.-C., & Cheng, Y.-T. (2012). Analyzing key performance indicators (KPIs) for E-commerce and Internet marketing of elderly products: A review. Archives of gerontology and geriatrics, 55(1), 126-132. Yeung, J. F., Chan, A. P., & Chan, D. W. (2009). A computerized model for measuring and benchmarking the partnering performance of construction projects. Automation in Construction, 18(8), 1099-1113.  

scholarly journals IT Effect Assessment for Non-profit Organization

2019 ◽  
Vol 8 (4) ◽  
pp. 8854-8858
Keyword(s):  
Performance Management ◽  
Performance Indicators ◽  
Business Processes ◽  
Key Performance Indicators ◽  
Federal State ◽  
Non Profit ◽  
Core Business ◽  
The Core ◽  
Commercial Activities ◽  
Non Profit Organizations

The article is devoted to assessing the effect of the implementation of information technologies in non-profit organizations. The purpose of the assessment is to evaluate the effect of IT implementation and its impact on key performance indicators of an organization. The indicators characterizing the results of the organization’s activities in accordance with the State Assignment and the results of commercial activities were used as the key performance indicators. For federal state budget NPOs, it has been shown that a positive IT effect for auxiliary business processes does not directly ensure positive performance indicators for the core business processes. Hidden effects of the use of IT were assessed by changes of the indicators of the core business processes. Performance indicators characterizing the results of commercial activities may demonstrate a negative effect. Understanding the specifics of non-profit organizations, as well as metrics and performance parameters characterizing the effectiveness of such organizations, is important to ensure a correct approach to the digitalization of business processes and their performance management.

scholarly journals A New Test of Filterability for Unprocessed Wines Evaluation of the Enzyme Efficiency

2021 ◽  
Vol 10 (2) ◽  
pp. 55-66
Author(s):  
Amélie Vallet-Courbin ◽  
Soizic Lacampagne ◽  
Rose Marie Canal-Llauberes ◽  
Sigolène Mattalana Malzieu ◽  
Tihomir Kanev ◽  
...  
Keyword(s):  
Suspended Matter ◽  
Measurement Method ◽  
Membrane Filtration ◽  
Enzyme Treatment ◽  
Filtration Process ◽  
Enzyme Efficiency ◽  
Different Types ◽  
Definition Of ◽  
Selection Of

A new Test of Filterability has been developed. Measurements carried out with different types of wines indicate that the new filterability index is a useful tool for understanding and predicting the propensity to fouling of treated or untreated wines, e.g. with or without enzyme addition. The measurement method used in the Test of Filterability, requires only one type of membrane for all types of wine, and uses the same equipment as the traditional Fouling Index. Numerous trials have demonstrated that the filtration of wines is governed by standard blocking law. The definition of the new Test of Filterability, based on this filtration law, is proposed. The choice of membrane and the selection of the optimal pore size were based on the results of the experiments. Current methods used for the determination of fouling properties in wine filtration have been developed for the membrane filtration of small quantities of suspended matter. Enzyme treatment is a process often used in wine clarification. The new Test of Filterability indicates the best conditions for the filtration of all types of wines. The test is easy to implement and has been validated with various wines. This new Test of Filterability is an important tool for winemakers as it constitutes a simplified test of a wine's filterability. The new test may also be used to determine the filtration process that is best adapted to each wine while reducing the number of operations. The same approach may be adopted for the filtration of other liquids. 

Key Performance Indicators and Information Flow

2011 ◽  
pp. 2808-2828
Author(s):  
Alexander Berler ◽  
Sotiris Pavlopoulos ◽  
Dimitris Koutsouris
Keyword(s):  
Knowledge Management ◽  
Performance Management ◽  
Information Flow ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Medical Community ◽  
Digital Radiology ◽  
Electronic Healthcare Record ◽  
Medical Sector ◽  
Balanced Scorecards

It is paradoxical that, although several major technological discoveries such as Magnetic Resonance Imaging and Nuclear Medicine and Digital Radiology, which facilitate improvement in patient care, have been satisfactorily embraced by the medical community, this has not been the case with Healthcare Informatics. Thus, it can be argued that issues such as Data Management, Data Modeling, and Knowledge Management have a long way to go before reaching the maturity level that other technologies have achieved in the medical sector. This chapter proposes to explore trends and best practices regarding knowledge management from the viewpoint of performance management, based upon the use of Key Performance Indicators in healthcare systems. By assessing both balanced scorecards and quality assurance techniques in healthcare, it is possible to foresee an electronic healthcare record centered approach which drives information flow at all levels of the day-to-day process of delivering effective and managed care, and which finally moves towards information assessment and knowledge discovery.

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